Consulting sales for medium-sized companies

Your company didn´t exist had you not done a whole lot right selling your products. But are grown solu­ti­ons of the past also good for future growth? It makes sense to ques­tion the status quo from time to time, espe­ci­ally on these points:

1. Sales struc­ture: How well is the custo­mer served? This is about whether acqui­si­tion and distri­bu­tion take place directly or through third parties and how the respon­si­bi­lity within sales is divi­ded, e.g. between regio­nal sales and key account managers.

1. Quota­tion process: How quickly is the custo­mer served? There are compa­nies that don’t measure that. But the custo­mer measu­res it, at least mentally: how quickly he can receive his offer and whether it comes on time, for exam­ple. Inter­nal proces­ses, discus­sions between sales and tech­no­logy or IT neces­si­ties often slow down the speed consider­a­bly. Above all, the follo­wing helps with acceleration: 
   1. The deve­lo­p­ment of a sales-orien­ted product struc­ture. This includes a uniform product defi­ni­tion between sales and engi­nee­ring and an under­stan­ding of how great the importance of indi­vi­dual infor­ma­tion is for the respec­tive calculation.
   2. The intro­duc­tion of diffe­rent proces­ses for initial and follow-up quota­ti­ons. Exis­ting infor­ma­tion can be used to simplify and accelerate.
   3. Increase the compre­hen­si­bi­lity of quota­ti­ons. The custo­mer judges your compe­tence on the basis of your speed – the time in which he recei­ves the quota­tion and the time he needs to under­stands it.
   4. Opti­miza­tion of pricing: what is the custo­mer willing to pay? Often more than cost +. To know your cost is essen­tial, market segmen­ta­tion and custo­mer bene­fit are the sources of true profit for sales and earnings.