digital sales RADAR

SITUATION

• Information about your customer or its market that would have given you the opportunity of winning
  orders comes in too late or not at all.

• You cannot read, compile, condense all of the internet sources that you know of on a daily basis in addition
  to your daily work.

• You often don‘t know the VIP and priority sources that offer information about the market, trends, your customer‘s industry….anyone can take a look at the
  news services of your customers or common internet services, so they don‘t offer a competitive advantage.

• The better you are informed of your customer’s challenges, the quicker you will become a respected partner…but if you are not sufficiently informed, you
  will be lacking sales pitches and business
  competence.

• Services that prepare customer-relevant information
  for continuous access are often not offered …what
  has been read but not used vanishes from view.

SOLUTION

BENEFIT

• Up-to-date, daily, order-relevant information about your customers in real time.
• Information about market & industry trends that are of strategic and tactical importance for your customers will enable you to sell and negotiate on the basis of the customer‘s needs.
• Early information about the customer‘s objectives, projects, or problems enable you to be involved in projects early on.
• With information about internal politics and changes in the decision-making structure of your buying team you will find the right contact persons.
• Secure your competitive advantage with the high volume of quantitative sources and the qualitative evaluation based on order opportunities.
• You can immediately assess the information based on order value, and adequate direct steps to win the order can be derived.
• Once information has been recorded it will be systematically summarized in a memory box. This means that it will be permanently available to you, ordered by month or quarter.

DIGITAL METHOD

• Digital Daily Sales generates the sales information that is order-relevant for you from 100-200 information sources on the internet and at your customer.
• The information is compressed, doubles are thrown out, interesting matters are summarized and provided to you.
• Of course you can analyze a few selected sources yourself every day, but doing this every day , for 100-200 sources in additional to your daily work, is very time consuming.
• The secret of the digital method:
• • the qualitative and quantitative selection of priority sources,
  • the algorithm that investigatively identifies what is important for you,
  • the direct, daily supply of information that gives you the competitive advantage,
  • the direct transformation of information into adequate action.

SITUATION

• You support larger customers, key customers, DAX customers, and you realize that you are not positioned ideally in terms of order-generating information.
• The information that you procure from the internet or through your company is helpful but does not utilize today‘s options of a professional, digital procurement of information from the internet.
• The evaluation of VIP sources - not available to anyone -that creates a competitive advantage for you is also missing.
• Since competitors have important know-how faster than you and are more present at the customer, you fear that competitors offer better services here.
• You often find out too late about essential market information, changes in the decision-making structure at the customer; you would need the information daily, immediately, fresh.
• You are very stressed in your profession and cannot read sources daily.
• You are also not able to read , evaluate, and condense very many sources every day… that must be done elsewhere.
• The systematic transformation of information into direct, order-generating action toward the customer is also missing… an intelligent digital assistant would be valuable here.
• An information platform that provides an overview of all information over months and years is also missing.

SOLUTION

• The order-relevant key information that you are specifically looking for is developed jointly with you specifically for your company:
• • about the market
  • important trends
  • new industry developments
  • interesting company changes
  • news about the decision-making structures of your customer

• A customized source analysis from common mainstream sources to creative VIP special sources ensures that you have your attention focused exactly where it is order-relevant for you.
• The information is then read and condensed based on a structure determined jointly with you, and presented visually in a clear and concise manner.
• The sales information will reach you daily, immediately, and fresh.
• Appropriate instructions are also derived from the information:

1. postpone,
2. delegate and forward,
3. direct customer activity.

• A feedback system reports on how the information was utilized.

SITUATION

• Order-relevant market information about customers are frequently captured too late or not at all.

• Important customer information cannot be systematically captured by outside sales/key account manager/selling teams in addition to their active jobs due to extreme time expense.

• The market provides information overkill for sales employees, which significantly complicates the selection of the correct, important information.

• Important information sources are available only to very experienced researchers and are therefore currently not being evaluated.

• The daily supply of relevant market, trend, industry, customer, and competitor information in an easy and straightforward, readable format is decisive.

• The currently offered business information services do not structure and weigh information in a manner that corresponds to order relevance.

SOLUTION

• Making order-relevant information available daily guarantees up-to-date and fresh information.
• The time expenditure for sales employees is minimal as they receive targeted, short, and concise information every day.
• Further source links also provide more comprehensive information reflecting the pertinent information in a larger business context.
• The information is represented in a customer-oriented manner in an easily understood, visually pleasing form on the cell phone.
• Outside sales/key account management/selling team is informed of the most important information per customer in a structured and visually smart manner and receive calls to action on what to do with the information.
• The information is selected from obvious sources that are accessible to anyone as well as sources that are hard to access.
• The volume of quantitative sources prevents relevant information from being missed.
• The content of the information includes customer, market, and industry data so that the sales employee can speak with the customer as a competent partner and provide arguments for solutions and products.
• The quality and speed of information provides a decisive competitive advantage.
• Sales employees influence the information to be found by selecting search windows (keywords).

SITUATION

• Sales teams do not sufficiently identify the right, profitable markets, industries, subindustries, areas
  (lack of customer proximity).
• The customers/types of customers that are most interesting, targeted, profitable for the current
  portfolio (product range, service, solution, product)
  are recognized and addressed only in part.
• Permanent dispute: portfolio manager “if sales
  would only activate the right sales opportunities“;
  sales employees counter with “if the portfolio would
  only clearly show where sales opportunities can be activated“.
• Portfolio is dependent on sales placing the correct
  sales strategies and tactics; a one way street.
• Knowledge is not utilized even though internal data
  (big data) is available on how orders are won and
  lost and the correct markets, industries, subindustries, customers, and types of customers would be
  identifiable.
• The competitor who knows how to use this digital key
  to success will sooner or later be ahead.
• Predictions of the portfolio manager on where to
  start are missing (portfolio manager does not feel responsible).
• Indications from the portfolio from historical analysis (reviews) are helpfully forwarded to sales but frequently too late; the information is no longer order-relevant (fresh/real-time).

SOLUTION

• Portfolio management (solution, product, product range, service) identifies the order-relevant opportunities and controls sales activities in the most profitable, portfolio-targeted markets, industries, subindustries, customers, customer types.

• Portfolio management can offer valuable information for the implementation of the sales strategy (operative sales performance) and take corrective action.

• The digital evaluation of “where orders are lost and won“ allows the provision of order-relevant information based on professional big data evaluation.

• The information is promptly created in real time because the Deal Finder works permanently and provides information daily. The Deal Finder therefore guarantees proactive sales instead of reactive customer contact.

• The Deal Finder guarantees daily competitive advantage for sales.

SITUATION

• The successful acquisition of new customers and the expansion of existing growth customers is successful and profitable only to a limited extent because the products don‘t adequately match customer profiles.
• Customers that do not match the currently “available“ product portfolio are selected and supported with a focus on acquisition: you attempt to sell what must still be developed in the future.
• Customers are selected accurately; the necessary in-depth selection at the sub-industry level does not take place.
• The chosen customers consider the criteria of “affinity and profitability“ only on a rudimentary level.
• The customer and product profiles were not sufficiently refined for the necessary matching process to enable best-possible interconnection.
• The matching process is strategically accurate but is not implemented analogously-intuitively and digital-systemic opportunities are missed.

SOLUTION

• With digital matching it is possible to support the right customer at the right time with the right products that are appropriate for the customer.
• Customer and product profiles were mapped out in such detail that an allocating matching is possible.
• The digital, automated, reviewing allocation of products to customers and the subsequent assessing selection of targeted relations is a permanent and fast process that allows the selection of the correct customers.
• The digital matching selection prevents acquisitive absences in the selling team and optimizes outside sales resulting.
• Customers are allocated to various levels based on expected profitability and affinity so that prioritization is possible for the selling team in everyday work.
• The supported customers with the respective placed products are supported in everyday work with daily, digital success resulting so that an ongoing learning process enables further detailed profiling and matching.

SITUATION

• Potential orders are lost even though a competitive advantage or competitive equality exists.

• Orders are won but success factors are not multiplied.

• The offer to order ratio is unsatisfactory.

• Small orders are won, large orders with acceptable margins are lost.

• Follow-up on orders is insufficient, resulting in losses.

• Potential orders are lost because the selling team does not coordinate sufficiently.

• Prioritization of following up on orders is vague.

SOLUTION

• Increasing the offer to order ratio for profitable deals.

• When winning an order, multiplication of success
  factors in real time for comparable order opportunities.

• Insistent order follow-up system.

• Connecting important information for the selling team
  in real time.

• Integral overview (in real-time) of why orders were
  won and why orders were lost.

• Presentation of which orders were won/lost in comparison to competitors.

• Information on which levers are to be used, where and when.

• Evaluation overviews for managers on which selling teams and sales employees are high performers and
  who needs support.