Sales Enablement

Building a successful organization /  Strengthening the ability of Asian
staff to ask questions, propose solutions, and close the deal.

Are there any barriers between the strategic plan and actual operations, or between the organization and the individual?

Operational headquarters, sales planning office

  • Local operations may not understand the vision of the business or sales strategy
  • Few people can carry out the new sales strategy

Human Resource Development Division

  • Training fitted to the needs
  • People in the field do not have access to mid to long-term human resource development

Sales branches and sections

  • Cannot change their sales methodology
  • Cannot spend much time or labor on OJT

Despite its proven effectiveness, only a few organizations practice the consultative or problem solving approach to sales. Moving from a product selling to a problem solving approach requires a change in organizational mindset in addition to the attainment of certain individual skills. The organizational mission, values and communication of sales, operations & HR must be fully aligned in order to make the problem-solving approach work.

This requires transformation to a
“Continuously Learning Organization.”

In addition to enhancing the knowledge and skill-set of each person, committing the sales team to supplying value to the customer’s organization is a key to a successful transformation.Most customers have already chosen supplier candidates before they are ready to receive concrete proposals.In order to be a supplier candidate, it is necessary to detect needs before they become apparent to the customer, present a clear recommendation based on a thorough customer analysis, and address any related customer issues / concerns.

Knowledge-based organizations require continuous learning throughout the entire company to establish a strong competitive advantage. Additionally, customer issues change as circumstances change, which necessitates a continuously learning organization.

CICOM BRAINS offers extensive solutions for sales organization to foster continuous learning. We support your organization by identifying issues based on field research and assessments, supplying extensive learning contents, providing a sales meeting style learning environment, and reviewing study materials and practices while measuring their impact through all stages.

See Our Solution

Customer Issues 1

The sales process takes time until the order is finally given.
Existing business does not grow or spread

  • Issues often arise regarding the level of contacts and relationships with the key individual(s) who influences the order (“whether they are acquainted,” “whether they have met,” “whether their interests are known,” “whether they have made effective proposals,” “whether there is a chance of expanding sales”). These can be specified through interviews or close observation of sales activities.
  • Programs and tools for reflecting the subjects include customer analysis and prediction of needs, effective talk with the key person in the meeting, creation of the account plan, and concrete actions, such as group training, study meetings for each base, and A/V materials, are supplied.

Analysis of the customers, prediction of the needs,
and visualization of the method to approach the key person

＜Main Contents＞

  • Programs and tools for reflecting the subjects include customer analysis and prediction of needs, effective talk with the key person in the meeting, creation of the account plan, and concrete actions, such as group training, study meetings for each base, and A/V materials, are supplied.
  • Participants clarify and share concrete items of action including appointments, involvement of other divisions, and interview scenarios

Best Practices adapted for A/V, planning of study meeting in bases

＜Main Contents＞

  • Original study items designed for each client, including A/V contents of case talks with key persons, and facilitator manuals
  • Study meetings to obtain practical sales communication skills with sales managers or facilitators

Customer Issues 2

Recognition of needs and proposals are apparently done without failure, but we still cannot win the competition

  • When the cause of the failure or countermeasure is discussed, customary practices and fixed ideas hinder finding room for improvement
  • Visualize how the purchase decision is made, an imaginary customer meeting is role played and observed by participants to identify key values and decision-making processes

Un-Learning through a theatrical role play

＜Main Contents＞

  • Role-play a competitor discussing the company counter-proposal
  • Taking the perspective of sales reps, distributors, competitors, and end-users
  • Share what they felt from each standpoint to eliminate preconceptions and fixed ideas
  • Missing factors necessary for acquiring orders (differentiation from competitors, persuasive appeals in proposals or presentations, involvement of multiple departments) are discussed and the strategy is re-formulated.

Customer Issues 3

We want to create a sales team which can cope with a fast-changing market environment

  • Sales organizations are so focused on achieving short-term objectives that they have difficulty taking a long-term view.
  • Creating a wider perspective among leaders and a resilient organizational culture is important to respond to often unpredictable changes involving technological innovations, government policies, and natural disasters

Strategic Planning with “Scenario Planning”

＜Main Contents＞

  • Create multiple scenarios which would influence the business and performance and plan strategies for each scenario

Visualization of organizational climate with “Diagnosis of Organizational Culture by Hofstede”

＜Main Contents＞

  • A tool to diagnose whether the organizational culture supports or hinders the strategy and achievement of the goal. Countermeasures to overcome the gap between the desired and actual state and are then created.