The Sales Strategy manages the most important variable for the existence of the Business, the Organization, the business dynamics and the economic reality of human Societies: Sales.
(Concepts taken from the book: "The STRATEGOS and the Sales Strategy. How to plan and execute the Strategy for the fight in the Market")
Knowledge of the Sales Strategy is essential, first in the understanding that "sales skills are a requirement for Life", and second because the improvement of the Business to which the Entrepreneur gives life or manages the Manager depends on it.
The Strategy Professional is STRATEGOS, and it is good that every Entrepreneur or Manager finally becomes one, since this guarantees their professional success and the health of the Business in a world where Conflict and Competition are omnipresent.
The Strategy is a concept of government that is the same age as man on earth, and its application allows for an advantageous interaction with the Conflict.
In the business world, Conflict is always determined by Competition.
Those who propose a Business dynamic outside the logic of Competition pursue a utopia that does not guarantee benefits. Modern markets are more competitive and ruthless than ever, and the improvement of the Sales of an Organization inevitably happens through the loss of Sales by another.
The Sales Strategy is therefore "confrontational", its language and method have a lot of logic and military lexicon, because finally the Strategy itself is historically developed from the experiences of man with war conflicts.
The Sales Strategy refers to Offensive Movements, Defenses, Alliances, Flanking, Unconventional Attacks, etc. His work tools are Resources that exist in Business Organizations and that he classifies as Armament, Intelligence, Logistics, Sales Force, etc., effectively resorting to the ordering power of military concepts. This is precisely one of its strengths: addressing the Conflict recognizing its essential nature, without subtleties, considerations or delicacies that it does not recognize.
In this framework, for the Sales Strategy there are not strange terms such as the Consolidation of Positions, Domain, Coverage, Integration, etc. And the very existence of the General, STRATEGOS, or who should be considered the Strategy Professional.
The Sales Strategy refers to all this, in a world that calculates having overcome the use of "confrontational terminology" in business, even though Market agents aggressively dispute the preferences of the Consumer every day, and "cross sabers" to win your favor.
This is what the Free Market is about, and its moral evaluation does not correspond to STRATEGOS.
The guidelines on which the Sales Strategy is developed within the framework of what is described, are the following:
1.- There are only TWO possible outcomes for disputes in the Market: success or failure; victory or defeat.
The Strategy does not recognize partial successes or failures, half victories or relative defeats.
2.- The most important Guarantee to achieve victory is the establishment of QUALITY OBJECTIVES.
When the Goals are properly arranged, the dispute is settled favorably. Half the way has been overcome.
3.- The only Objectives on which the Sales Strategy works are the Annual Sales Objectives.
The Strategy has NOTHING TO DO with the long term. The Strategy is associated with the Action, and this is always carried out in the present.
4.- The Sales Strategy works on the Contingency, and the conventional Plans are not effective in it.
The guiding elements and computers of the Sales Strategy are inscribed in a particular Work Plan that favors Tactical performance. This Plan is called the Work Plan of the Strategic Command Unit (PTUCE).
5.- The Sales Strategy demands simplicity in understanding the Objectives to be achieved. This guarantees the focus of the Resources in the interaction with the Conflict.
- What do we want to sell? Why do we want to sell this? How much do we want to sell? When do we want to sell? Where do we want to sell? To whom do we want to sell? Against whom do we want to sell? How do we want to sell?
Few Business Organizations have the ability to explain their purposes in this way, much less when they are very large.
The appropriate answer to these questions generates, by itself, the first and most important Competitive Advantage.
6.- The Sales Strategy takes three forms: Attack Strategies, Defense Strategies and Alliance Strategies.
- There is no better Defense than an Attack. Defense exists strictly as long as conditions to attack are established. Alliances strengthen conditions to reinforce defensive positions, but essentially prepare solvency for future attacks.
7.- The Theater of Operations of the Sales Strategy is always the Market, not the Mind of the Clients.
Mental processes are represented in the realities of the Market.
8.- The Sales Strategy transforms ALL the resources of the Organization into Strategic Resources.
All the Resources of the Organization are oriented and focus on Sales.
9.- Sales are not a Resource. Sales are a motive, a reason: the reason for BEING of the Business and the Organization that it supports.
The Sales Strategy does not recognize "sales managers" in an Organization, rather the existence of an Organization responsible for Selling.
"The sales department is not the whole Company, but it is better that the whole Company is the sales department" (Philip Kotler)
10.- Marketing does not sell, Advertising does not sell. Only the Sales Strategy does it.
Marketing and Advertising are INSTRUMENTS that the Strategy uses for its purposes. They are part of the Armament that the Organization has. They are Resources (like others), available for strategic purposes.
11.- Strategic Resources are Positioned in the Market according to the interests of the Strategy, not the Long Term Plan or the interests of Policy in the Organization.
The Strategy always determines, and in any case, the Structure.
12.- The duration of the Sales Strategy is measured in the parameters of a Strategic Campaign, and it does not have a life span of more than 90 days, whatever the Business that is managed.
13.- The movement of Strategic Resources in the Market obeys a Sequence: Offensive, Consolidation, Dominance and Defense of Positions. Only in this way is it possible to be both Effective and Efficient in managing the Conflict.
The Sequence of the Strategy is the same that a Seller must have: approach a prospect, consolidate their choice and preference, dominate the relationship and defend it so that it is sustainable over time.
14.- The movement of Strategic Resources in the Market is managed based on the Strength and Speed that they can acquire in the competitive fight. STRATEGOS manages this energy in the same way that a gearbox does in a car.
- First: HIGH FORCE Second: MEDIUM FORCE AND LOW SPEED Third: LOW FORCE AND MEDIUM SPEED Fourth: HIGH SPEED Fifth: EXCEPTIONAL SPEED Neutral: PAUSE IN FORCE AND SPEED
15.- The movement of Strategic Resources in the Market is measured in terms of Timming. If the generic time of the Sales Strategy is a 90-day Campaign, the “moments” of resource mobilization are measured under the concept of Timming.
The generic Timming cycle is:
Forcefulness - Depth - Speed - Coverage - Ordering - Particularization - Strengthening - Organization - Integration.
Under this logic, in consideration of these concepts and dynamics, the Sales Strategy works the interests of the Business in the Market.
It is not easy. It is not reserved for anyone. You must have the knowledge, training and experience of STRATEGOS.
The Sales Strategy requires the government of someone who has specific orientation towards the Conflict and its particularities. This someone is STRATEGOS, the Strategy Professional. His mental "software" is made up of a set of Strategic Principles that man has developed since time immemorial, from the moment that the Conflict forms for his Life.
"When Sales Problems come through the door of the Organization, everything else goes out the window"
Book: “STRATEGOS and the Sales Strategy. How to propose and execute the Strategy for the fight in the Market "
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AUTHOR'S DATA.-
Carlos Eduardo Nava Condarco, a native of Bolivia, lives in the city of Santa Cruz de la Sierra, is a Business Administrator and Entrepreneur. He currently works as Manager of his Company, Business Strategy and Personal Development Consultant, writer and Entrepreneur Coach. Author of several books on Entrepreneurship, Business Strategy and Personal Development, including:
“Entrepreneurship is a way of life. Development of Entrepreneurial Awareness ”
WEB: www.elstrategos.com
Mail: [email protected]
Facebook: Carlos Nava Condarco - The Strategos
Twitter: @NavaCondarco
