Sales performance

Sales concept

Sales consulting always starts with surveying the status quo. The sales performance is documented in a checklist which includes, among other things, sales strategies, concepts, goals and organization. This survey is necessary to show the growth potential in its entirety.

The sales concept serves to realize the set goals. This implementation plan covers topics such as

  • Sales activities

  • Target markets

  • Competition

  • Distribution channels

  • Sales structure

  • Sales development

Sales performance

Sales consulting always starts with surveying the status quo. The sales performance is documented in a checklist which includes, among other things, sales strategies, concepts, goals and organization. This survey is necessary to show the growth potential in its entirety.

Sales concept

The sales concept serves to realize the set goals. This implementation plan covers topics such as

  • Sales activities

  • Target markets

  • Competition

  • Distribution channels

  • Sales structure

  • Sales development

Sales organisation

Turnover and sales

Here, all regulations, decisions, processes and measures which are related to sales or distribution and thus directly associated with the customer are summarized.
The internal organization connects the back office with the sales force, i.e. the people in direct contact with the customers.
The external organization, however, regulates cooperation with external sales offices, facilities and representatives.
Therefore, everyone must know their exact schedule and responsibilities, so that the sales process can run as smoothly as possible.

During the consulting process, the following questions should be asked:

Do we know our goals?
Have we accepted our goals?
Do we understand the necessary changes?
Is the exchange of missing regulations and special cases comprehensible?
Are our communication channels clear and unambiguous?

Turnover planning, along with cost and success planning, forms an essential part of planning a company. Characteristically, it makes statements about future sales volumes and results using information derived from past statistics.

Twice a year, the sales figures are also transferred into a plan in order to see the impact and scope of the sales activities.

This shows, for example, whether there are high outliers in the sales of certain products and whether or not these can no longer be processed with a multi-shift-system. If necessary, this might have to be countered with a new system or machine.
On the other hand, there are often adverse effects from products whose sales are falling sharply. This could require a strong divestment.

Sales organisation

Here, all regulations, decisions, processes and measures which are related to sales or distribution and thus directly associated with the customer are summarized.
The internal organization connects the back office with the sales force, i.e. the people in direct contact with the customers.
The external organization, however, regulates cooperation with external sales offices, facilities and representatives.
Therefore, everyone must know their exact schedule and responsibilities, so that the sales process can run as smoothly as possible.

During the consulting process, the following questions should be asked:

Do we know our goals?
Have we accepted our goals?
Do we understand the necessary changes?
Is the exchange of missing regulations and special cases comprehensible?
Are our communication channels clear and unambiguous?

Turnover and sales

Turnover planning, along with cost and success planning, forms an essential part of planning a company. Characteristically, it makes statements about future sales volumes and results using information derived from past statistics.

Twice a year, the sales figures are also transferred into a plan in order to see the impact and scope of the sales activities.

This shows, for example, whether there are high outliers in the sales of certain products and whether or not these can no longer be processed with a multi-shift-system. If necessary, this might have to be countered with a new system or machine.
On the other hand, there are often adverse effects from products whose sales are falling sharply. This could require a strong divestment.

Quoting

Offer tracking

An essential part of this is the calculation of the product. Linked to the offer, it must contain the following:

  • Make realistic assumptions

  • Cover actual costs

  • No fantastical figures

  • Discount price for years

  • Consider increases in the material price

  • Consider price increases for electricity and gas

  • Calculate discounts

  • Calculate terms of payment

The efficient tracking of offers placed on the market can decide between success and failure in the award process. Not only because this is about the results, but also because it represents the identification with the product and is highly appreciative towards the customer. Although Excel spreadsheets are suitable for display, a modern CRM (Customer Relation Management) tool is usually much more accurate and often automated.

The offer must also contain so-called back-to-back phrasing.

Quoting

An essential part of this is the calculation of the product. Linked to the offer, it must contain the following:

  • Make realistic assumptions

  • Cover actual costs

  • No fantastical figures

  • Discount price for years

  • Consider increases in the material price

  • Consider price increases for electricity and gas

  • Calculate discounts

  • Calculate terms of payment

The offer must also contain so-called back-to-back phrasing.

Offer tracking

The efficient tracking of offers placed on the market can decide between success and failure in the award process. Not only because this is about the results, but also because it represents the identification with the product and is highly appreciative towards the customer. Although Excel spreadsheets are suitable for display, a modern CRM (Customer Relation Management) tool is usually much more accurate and often automated.

New products

When new products are defined, implemented and successfully launched into the market, it is often an epochal event for a company. The description of the properties that are reflected in a new product is an essential task and can be critical for success. A description – here by way of example for cast parts – could look like this:

  • For which industry?

  • Which materials?

  • What component size (s)?

  • How complex in manufacturing?

  • What annual quantities do we target?

  • What should the volume be?

  • How many years will the product be used (term)?

  • New or existing customer?

+43 664 3580 128
dgv@dietergimpl.com
+43 664 3580 128
dgv@dietergimpl.com
+43 664 3580 128
dgv@dietergimpl.com