© Tweeter Linder 2016 – All rights reserved. Photo by iStock The third step in the commercial teaching model laid out by CEB is about leveraging numbers to move client’s minds. Numbers have always been important in business cases but the number game is different. Clients don’t lack data but love to find more relevant…
© Tweeter Linder 2016 – All rights reserved. Photo by iStock. The second step of the commercial teaching framework addresses how to reframe an opportunity. It is hard to influence an opportunity in a well-defined frame. One of your biggest tasks is to provide a superior frame for the opportunity at hand. Fulfill ask or…
© Tweeter Linder 2016 – All rights reserved. Photo by iStock In the past we defined needs, solutions and pricing in sequential flows. A vital enabler was market stability over quarterly or yearly horizons. In fast paced markets we need to think and work in a more iterative way with all three areas in parallel.…
©Tweeter Linder 2016 – All rights reserved. Photo by iStock. In uncertain and/or fast moving markets you need to learn fast. Your customers face the same challenge and the most valuable role you can play is to help them learn fast. These turn on-the-job (OJT) upside down. Expect both a tight coupling between training and…
©Tweeter Linder 2016 – All rights reserved. Photo by iStock The sales role is going through a transformation process. Besides to sell what we have, you need to help customers understand how they can improve their business. To excel in this new sales reality you need to consider coaching as a core sales capability for…
©Tweeter Linder 2016 – All rights reserved. Photo by iStock Business decisions in stable market environments often come down to straight business case decisions. It is either good enough or it is not. But in more dynamic markets the buyers’ predictions of expected outcomes shape the decisions. This different way of making decisions changes the…
@Tweeter Linder 2016 – All rights reserved. Photo by iStock All businesses aspire to understand client needs, but the way to do it has changed. The need in the past was clear and easy to break down into product or solution requirements. Today the needs are more complex with focus on expected gains and elimination…
©Tweeter Linder 2016 – All rights reserved. Photo by iStock In fast moving markets your sales force live their professional life, and parts of their private, in the fast lane. This life style shape how and when they can learn. Build your knowledge sharing program in small, easy to consume modules. This organization is also…
© Tweeter Linder 2016 – All rights reserved. Photo by iStock When you move from yearly to quarterly planning cycles you need to change the way you outline your execution plans. Your new reality has more similarities with how leaders plan their entry into a new role. A challenge where a 30/60/90-day plan are …
© Tweeter Linder 2016. All rights reserved. Photo by iStock Command and control is a common framework for running classic businesses. As the pace of the market goes up, we need to rethink the main steering mechanisms. In fast paced markets we get dependent both on setting clear goals. We are also dependent on articulating…
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