Strategic Development and Planning
A detailed Systems Analysis starts by identifying your unique selling culture, primary selling model / approach, terms and definitions, current operational processes, selling resource structures, compensation and rewards systems and the technologies used to support their sales system. The result is a clear picture of the current selling practice.
An assessment of the external environment, including market influences, competitor and market positioning analysis is then carried out. The results are viewed in context to client strategic goals, providing clarity of purpose and direction.
A detailed customer profile is created to help shape a customer segmentation model. With this model, Optisell is able to identify high probability customer buying criteria, which is used to search lead generation databases. The result is a targeted lead pool of high probability accounts ranked by profit potential.
Value analysis and modelling
The migration from product-based selling to value-based relationship selling requires sales organisations to foster much deeper customer understanding based on solving high-level customer problems, rather than simply building transaction based accounts which respond to near-term price pressures.
Optisell looks beyond product lines and service offerings to uncover new ways in which our clients can move from the status of “supplier” to “trusted partner” with less price sensitivity.
Benchmarking against ‘best practice’
Optisell’s consultants identify “internal” best practices as a foundation to expand on solid existing business practices already in place. This snapshot is then compared to “external” industry best practices. Opportunities for optimisation and improvement will surface by layering both the internal and external comparisons over the “current state”.
Opportunity development and risk management
A SWAT matrix is produced defining key opportunities. These opportunities are expanded on and rated according to impact on the organisation. Action plans are defined taking full advantage of existing opportunities and further developing potential opportunities.
Similarly risks are defined, rated according to probability and impact, with mitigation strategies implemented and contingency planning undertaken.
Strategic planning
Strategic objectives are identified for financial, customer, operational and staff performance development; including standards, performance criteria and metrics. A strategic map is charted, development initiatives are scheduled and resources allocated.
An action plan is defined taking advantage of opportunities and managing risk, and specifying operating and staff development initiatives essential for growth.
Information about other services is available by selecting from ‘listbox’ below:
