Video 2 - The role of sales

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From the course by Fundação Instituto de Administração

Sales Strategy

35 ratings

Fundação Instituto de Administração

Sales Strategy

35 ratings

Course 2 of 5 in the Specialization Strategic Sales Management

Welcome to Course 2 - Sales Strategy - This course is designed to discuss the application of intelligence analysis in the sales planning process. And this approach contributes to integrating the sales planning process into the corporate strategy of the company because, in the strategy analysis and formulation process, we apply models, frameworks, tools, and techniques that also apply to the sales planning and management process. Therefore, the expected outcomes of this course focus on the transition from traditional to strategic sales planning, by discussing and applying the concepts recommended to support the development of the strategic guidelines. The concepts, models, tools, and techniques discussed and practiced during the course focus on the improvement of value creation from the sales function empowered by intelligence analysis, a process which typically applies in the strategy analysis front. The discussions go through how intelligence analysis can support the sales function, by providing methods to connect strategy to marketing and sales planning processes. In this course, the primary learning outcome is the ability to apply intelligence analysis to support sales planning process, and by being able to do this, you’ll improve your competencies and skills to support sales planning with a strategic approach. You’ll develop a final assignment at the end of the course, and it is designed from an adapted real-life business case. The challenges of the case comprise the business context, through which you’ll apply the conceptual framework discussed during Course 2. The outcomes of your analysis on the assignment case will be evaluated through a peer-review process.

From the lesson

Module 2 - Applying intelligence to understand your strategic context

Welcome to the module dedicated to applying intelligence analysis to understand the strategic context. This module is about going through a practical view of how to apply concepts, models, tools, and techniques related to intelligence analysis, with emphasis to support understanding the strategic context, and how it relates to sales. This module is a natural next step from the previous module, which was focused on the awareness of the benefits of intelligence analysis to the sales planning and management functions. In this module, we’ll discuss the application of intelligence analysis on the external environment. From a sales perspective, the discussion will go through the internal environment analysis and the implications of the external environment analysis outcomes on the internal environment. The convergence of the deeper knowledge about the external environment with the internal environment analysis contributes to the improvement of the sales planning process, and this is the primary learning outcome of this module.

Video 1 - Relationship between Sales and Strategy5:12

Video 2 - The role of sales6:15

Meet the Instructors

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor

Hi, Welcome back.

In this video,

we'll be discussing in more detail,

the sales relationship with the strategic planning.

Once strategic planning has defined the major goals,

markets should be served, geographic reach,

and large accounts to attack or defend,

the sales team's role is to materialize the strategy,

that is, conquer and maintain clients to help

the firm meeting the strategic objectives of the firm.

In other words, this strategy help with defining

which clients needs to be won, protected or fired.

The way to deal with each of this customers should be defined by sales.

To achieve business with customers,

sales needs to be able to clearly identify the problems and needs of the customers,

forge over stronger relationship and influence their decision-making process,

so that through the products and services offered by

our firm generate customer satisfaction and profit for shareholders.

Additionally, you should identify which customers

are not aligned within the firm's strategy,

and therefore should be fired.

There are three basic situations faced by sales.

First, attack, defense, and termination of relationship, voluntary that is.

The attack refers to actions in which the sales area

identifies and seek solutions to customers problems,

and dissatisfactions through a detailed analysis of the problem they face,

and the offer of a superior value proposition in comparison to the current solution.

The proposed solution can be developed with the use of technical solution,

better price, better service,

or a combination of these factors.

Obviously, the current opportunity provider will try to protect it,

and any defensive actions should be considered when designed the sales strategy.

In addition, there are opportunities when the potential customer changes processes,

strategy, and people in key positions.

The process changes the relative importance of current suppliers.

In the example of the Chocolate Factory,

decoration for high quality cocoa replacer would reduce the exposure

of chocolate manufacturers to the fluctuation of worldwide cocoa supply.

Changes in customer strategies often

generates changes in demand for products and services.

Changes of people in key positions typically are the prelude for changes,

which can be positive or negative to our firm.

Defense typically refers to the situation when

the firms provide products and services to a customer,

and a competitor tries to persuaded the customer to switch suppliers.

In this case, it is important to realize that the customer offers an opening,

when there is a dissatisfaction with the current suppliers product,

or service or when the customer is undergoing change.

In the case of dissatisfaction,

the best way to act is to perceive its existence as soon as possible,

through constant monitoring of the client and the competitors.

Firing customers is extremely difficult,

but it is often necessary.

Part of the process of strategy is to define which clients

should be served and which ones should be abandoned.

Although it is a tough decision,

it is necessary because the company does not have endless resources,

and needed to focus on the most attractive opportunity in the present and in the future.

When the company fails to fire clients who are not aligned with it's strategy,

it disperses human and material resources,

that could be used to strengthen the firm's competitive position

in more attractive markets, in which the firm is more competitive.

The firms needs to fire clients when there are changes

that prevent the continuation of a beneficial relationship for both parts.

These changes can be motivated by several factors such as processes changes,

strategy, competitive and environmental conditions,

or a shift in macro environment parameters.

In all three situations,

the need for constant monitoring is evident,

so that the firm can perceive the changes and their implications for the business.

This monitoring should involve all people in

the firm who have a direct contact with the customers.

These people should be trained to perceive signs of dissatisfaction,

and report those comments through the account holder,

sometimes called the account manager.

Although sales play an important role in the relationship

between the firm and the customer,

the sales executive does not always have access or relationship

with all the people involved in the use of products and services offered by the firm.

For example, the firm involves employees in the areas of customer support,

logistics, technical errors, etc.

Each of these people has access to different people within the client.

Only through cooperation between these multiple areas can

indication of dissatisfaction and or threat be detected quickly.

In addition to the customer,

monitoring needs to involve the external environment variables,

because of its effect on the business in which the firms operate is very important.

This is the topic of our next video.

Before we go, do you have a list of specific strategy

to deal with clients you want to conquer, keep or fire?

How connected did the strategic planning helped you to

define which clients should receive which treatment?

Thank you for watching and I'll see you in our next video.

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