Strengthening the sales organizationBuilding a successful sales organization / Strengthening the ability of Asian staff to ask questions, propose solutions, and close the deal

  • Solution

Examples of Issues and Solutions

Customer Issues 1
  • ・The sales process takes time until the order is finally given.
  • ・Existing business does not grow or spread
  • Issues often arise regarding the level of contacts and relationships with the key individual(s) who influences the order (“whether they are acquainted,” “whether they have met,” “whether their interests are known,” “whether they have made effective proposals,” “whether there is a chance of expanding sales”). These can be specified through interviews or close observation of sales activities.
  • Programs and tools for reflecting the subjects include customer analysis and prediction of needs, effective talk with the key person in the meeting, creation of the account plan, and concrete actions, such as group training, study meetings for each base, and A/V materials, are supplied.
Analysis of the customers, prediction of the needs, and visualization of the method to approach the key person
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  • □ Original worksheets based on 3C analysis are utilized to improve the accuracy of the hypothesis about the key person and needs
  • □ Participants clarify and share concrete items of action including appointments, involvement of other divisions, and interview scenarios
Best Practices adapted for A/V, planning of study meeting in bases
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  • □ Original study items designed for each client, including A/V contents of case talks with key persons, and facilitator manuals
  • □ Study meetings to obtain practical sales communication skills with sales managers or facilitators


Customer Issues 2
  • Recognition of needs and proposals are apparently done without failure, but we still cannot win the competition
  • 失When the cause of the failure or countermeasure is discussed, customary practices and fixed ideas hinder finding room for improvement
  • Visualize how the purchase decision is made, an imaginary customer meeting is role played and observed by participants to identify key values and decision-making processes
Un-Learning through a theatrical role play
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  • □ Role-play a competitor discussing the company counter-proposal
  • □ Taking the perspective of sales reps, distributors, competitors, and end-users
  • □ Share what they felt from each standpoint to eliminate preconceptions and fixed ideas
  • □ Missing factors necessary for acquiring orders (differentiation from competitors, persuasive appeals in proposals or presentations, involvement of multiple departments) are discussed and the strategy is re-formulated.

Customer Issues 3
  • We want to create a sales team which can cope with a fast-changing market environment
  • Sales organizations are so focused on achieving short-term objectives that they have difficulty taking a long-term view.
  • Creating a wider perspective among leaders and a resilient organizational culture is important to respond to often unpredictable changes involving technological innovations, government policies, and natural disasters
Strategic Planning with “Scenario Planning”
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  • □ Create multiple scenarios which would influence the business and performance and plan strategies for each scenario
Visualization of organizational climate with “Diagnosis of Organizational Culture by Hofstede”
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  • □ A tool to diagnose whether the organizational culture supports or hinders the strategy and achievement of the goal. Countermeasures to overcome the gap between the desired and actual state and are then created.