Sales 2018-01-30T14:26:25+00:00

Choralia helps the sales force to improve interaction with the clients through the full understanding of their buying process.

Today’s clients

  • ›They are well informed, they find out, they evaluate and select products, services and supplier even before that the sales force realize their need.

  • ›The expect sellers that already know all the problems and needs of their clients.

  • ›They want the seller to justify the purchase in rational as well as emotional and fiduciary terms.

To be successful, sellers must become great experts of their clients buying processes, they need to be real problem solvers.

Our solution

Nel mercato di oggi, una rete di vendita diretta o indiretta può diventare una fonte di vantaggio competitivo, se il cliente percepisce il fornitore come fonte di ispirazione e di innovazione per lo sviluppo del proprio mercato.

Comprendere e influenzare ogni fase del “customer journey” del cliente (ovvero il suo processo d’acquisto dai primi momenti di focalizzazione di un bisogno fino alla decisione finale) è centrale per l’azienda e per il singolo venditore.

For Choralia the core of commercial training is not the sales model, but the full understanding of the client’s buying process.
Different sectors require different approaches, because buyers behave differently. But not only: even different geographical areas can mean differences in buying processes, and so even individual product lines in a company’s catalog can be bought differently from one another.
Choralia’s approach is to first analyze the situation: customer journey, best practice, constraints and
distribution opportunities; only then we build an ad hoc model for the customer – where the constant is always the ability of the consultants to move in a flexible way between the different situations and buyers.
This approach is what we call Sales agility.

Choralia’s model for sales developement

  • ›Phase I – When products considered as commodities tend to generate customer opportunistic behavior, being able to be smart and proposing a distinctive advantage is the only strategy to sell and defend margins.

  • ›Phase II – When the customer feels he’s having a problem (more than the need for a specific supply), we must strive to produce an integrated product-service solution that responds reliably to expectations.

  • ›Phase III – When the client company expects the supplier to add significant value to its business, only a seller able to support the organization and provide advice will manage to seize great opportunities to retain and expand sales.

  • ›Phase IV – When, at the end, the customer perceives that the supplier can be a source of important competitive advantages in his market, inspiring and guiding the customer towards innovation is the core of a high profile consultancy that the entire sales team must generate.

Find out more

<strong>Marco Bona</strong>
Marco Bona
He follows projects of general management, marketing, sales and relational dynamics applied to the operational reality.

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