Archives des Méthodes commerciales

50% du temps des commerciaux est consacré
à des clients sans potentiel

Ce chiffre traduit d’un véritable problème d’alignement entre la stratégie commerciale d’une entreprise et les actions de ses commerciaux.

Comment alors construire un plan d’action commercial adapté à votre stratégie ET à vos équipes ?

CLÉ N°1 : on part d'où ?

En tant que dirigeant, directeur ou manager, on pense souvent connaître son entreprise par cœur et ne pas avoir besoin de dresser un bilan pour définir son futur plan d’action commercial. Mais cela est une erreur !

La réalisation d’un « état des lieux » de votre organisation est une étape primordiale pour s’assurer de la cohérence de votre plan avec les ressources et performances de votre entreprise.
Nous vous conseillons donc vivement de réaliser cette phase d’introspection avant de définir les cibles, les actions et le cycle de vente de votre plan !

Si l’inimitable « SWOT » vous ennuie, découvrez la méthode « SpeedBoat » !

À travers l’image d’un bateau, vous identifiez l’objectif, les ressources, les motivations et les obstacles de votre organisation :

Notre conseil : réalisez cet exercice avec vos équipes pour développer votre intelligence collective et embarquer vos collaborateurs !

Mais ce prix de recul peut s’avérer complexe pour les personnes internes à l’entreprise.
La présence d’un œil extérieur aide alors à cadrer cette rétrospective et révèle de nouveaux éléments d’analyse !

C’est pourquoi chez Kestio , nous débutons nos accompagnements avec la réalisation d’un diagnostic de votre organisation commerciale .
En collaboration directe avec vous, votre expert Kestio a fourni vos pratiques à travers divers entretiens, questionnaires et analyses de données.

À l’issue : l’identification de vos gisements de croissance et vos axes d’amélioration et l’élaboration d’un programme personnalisé pour actionner ces leviers !

CLÉ N°2 : comment on y va ?

Un « Business Flow » est une arborescence, utilisable en collectif comme en individuel, permettant de lier et de comparer la mise en œuvre de vos actions. En d’autres termes, il s’agit de l’itinéraire qui vous permettra d’atteindre votre objectif !

Quésaco ?

Cet outil simple et puissant, permet de définir votre objectif principal, qui sera divisé entre le développement et la rétention des clients actifs et le développement de nouveaux clients.

Pour les clients actifs, il sera intéressant de se concentrer sur :

• Les revenus sur les projets en cours

• Les nouveaux projets

Pour les nouveaux clients , le « Business Flow » permettra d’établir des hypothèses sur le nombre de leads des différents canaux d’acquisition (à adapter en fonction des canaux que vous utiliserez) :

• Leads entrants « en ligne »

• Leads entrants prescripteurs

• Leads entrants réseaux

• Recommandations des entrants

• Campagnes de prospection de leads entrants

Pourquoi utiliser cet outil ?

CLÉ N°3 : le conseil de l'expert

59 % du temps d’un commercial n’est pas consacré à la vente*.

Recherche d’informations sur les prospects, tâches administratives, suivi des ventes…

Alors, comment faire gagner du temps à vos commerciaux et ainsi optimiser leurs performances ?

*Étude Sales Insights Lab

CLÉ N°1 : Entourez-vous des bons outils

Vous connaissez sûrement les différentes étapes d’un cycle de vente :

Autant d’étapes qu’un commercial se doit de maîtriser ! Mais celui-ci n’est pas seul dans cette démarche… Grâce à l’ avènement du marketing automation et du Sales Enablement , de nombreuses solutions ont émergé pour faciliter la vie de vos commerciaux !

Ces différents outils fonctionnent principalement lors de la phase de génération de leads et de prospection , étape ne représentant pas la plus-value réelle de la part de vos commerciaux.

Chez Kestio, nos équipes utilisent au quotidien différents outils d’automatisation tels que :

Sparklane : génération de leads ultra-ciblée !
Dataananas : envoi d’e-mails personnalisés
Ringover : optimisation des sessions de prospection de vos commerciaux

Avec plus de 2 000 solutions de marketing automation disponibles en Europe en 2022, vous pouvez trouver un outil répondant à chacune de vos problématiques !

Mais pour vous aider à trouver la perle rare, nous vous avons préparé un guide présentant 14 solutions, téléchargeable gratuitement en cliquant ici :

CLÉ N°2 : Utilisez un CRM

La mise en place d’une stratégie CRM (Customer Relation Management) est un atout de choix pour les entreprises.

Entre génération de leads, optimisation du retour sur investissement et augmentation du chiffre d’affaires… Elle offre de nombreuses opportunités qui font d’elle un élément essentiel pour assurer le bon développement des sociétés et accompagner au mieux les équipes commerciales.

Améliorer votre performance commerciale

Une stratégie CRM peut aider à améliorer significativement la productivité de vos commerciaux.

C’est le cas notamment grâce à l’utilisation de certains logiciels comme Salesforce, Microsoft Dynamics CRM ou Zoho CRM…etc. Ces derniers permettent, par exemple, la possibilité de travailler hors connexion ou via une application mobile.

L’aspect entièrement personnalisable de ces outils CRM permet aux équipes commerciales de gagner du temps en automatisant certains processus , comme la saisie de données, leur permettant ainsi de pouvoir se concentrer sur leur expertise : LA VENTE !

Comment choisir son logiciel CRM ?

C’est en prenant en compte ces trois critères que vous serez en mesure de choisir le meilleur outil pour votre stratégie de gestion de portefeuilles client.

Et si cela reste toujours flou pour vous, sachez que Kestio peut vous aider à choisir la solution la plus pertinente pour vous.

CLÉ N°3 : le conseil de l'expert

Beyond the "recommendation" effect, developing and animating a customer community has many advantages, including being a real lever for innovation or a very effective substitute for customer service. Certain sectors such as fashion or retail have not been mistaken.

And what if software publishers decided to use it to boost their business?

Here is what your customer community could do for you.

1. Make people want to choose your solution

From TripAdvisor to Trust Pilot, it is now difficult to choose a product or make a purchase without having first screened the brand through comparators and customer reviews! The software world is obviously no exception, with platforms like appvizerto name but one.

The difficulty is that you have no control over what happens on these platforms...

Creating and animating your own customer community means offering your best supporters a space where they can express themselves and say what they think of you.

And that's not bad. At least, judging by the results of a clothing brand like ASOS, which observed, for example a 45% increase in spontaneous mentions of its brand among the "ASOS Insiders"...

2. Ensure the success of your next modules

Another good thing about customer communities is that they are a goldmine of inspiration and good ideas to fuel internal innovation and guide R&D investments.

The LEGO toy brand, for example, has developed a strategy via social networks and its LEGO Ideas platform to identify its future bestsellers. The choice of new models to be marketed is made through a consultative and collaborative process , which includes the Beatles' Yellow Submarine!

Others, such as Décathlon, go even further in co-designing their products with their community of customers, by establishing direct collaboration between the development teams and users, who sometimes propose very precise ideas concerning the resolution of a technical problem or an unsatisfactory use case.

This is an area in which software publishers are generally quite comfortable, as developers are often very involved with users in resolving bugs or limitations encountered and taking note of requests for improvements.

3. Test and improve your new applications

In the same vein, Société Générale has chosen to rely on its customers to create "the LAB", a community of beta-testers that enables it to optimise the functioning of its mobile application.

As soon as the bank wants to integrate a new feature into the app, the developers first put it online on the LAB. Users can then try it out and give their feedback.

They can also give their opinion on the design, the colour, etc... The aim is to develop the solution that is closest to the needs and expectations of its customers.

4. Nurturing interest in your solution

As already mentioned, customer communities are also great vectors of visibility, notoriety, legitimacy and influence!

By mobilising their customers around the design of their products, LEGO and Decathlon not only ensure that these products "meet their public" when they are released, but they also create a real teasing of the future product and thus generate a strong expectation effect around it!

Sans aller aussi loin, il suffit parfois de récompenser vos meilleurs clients pour leur fidélité ou leur utilisation assidue de votre solution pour créer le buzz autour de votre marque : c’est ce qu’a parfaitement réussi la start up Tilkee avec l’envoi de sa « Black Card » à ses 100 meilleurs clients, bien relayé sur les réseaux sociaux.

5. Supporting your users effectively

Finally, customer communities are a real asset in terms of customer care. User forums are sometimes more responsive than support teams, and your regular users are the best Happiness Managers!

The most active self-help communities can come from unexpected sectors: every day, for example, more than a hundred questions are answered on average four times by enthusiasts on the online fishing tackle sales site pecheurs.com!

The SNCF and BlaBlaCar community support chats are led by experienced users, with a proven positive impact on the transformation rates observed on their sites!

One of our clients, a manufacturer of photovoltaic panels, saw its customer community on what's app become its best support and meet with immediate success with the craftsmen who install its products : the speed and relevance of the answers provided was unrivalled in solving the technical difficulties of its customers. This enabled the company to quickly identify areas for improvement in its products.

All these approaches can be widely applied in the software publishing sector and thus contribute to your development.

In any case, the success of a customer community is not a matter of chance and depends on the respect of some good practices and key steps:

Define a goal for your community: what should it contribute (to my company and its members)?
Define a target (What type of customers? How to identify them? How do you "recruit" them? How do you build customer loyalty?)
Choose the channel: social networks, specialised platform...? (Which channel will be the most relevant to animate this community? Make sure that its members "make it live" in an autonomous way)
Define transparentrules (for facilitation, participation / contribution)
Reward and value the most active customers (points/benefits systems, gift vouchers, highlighting, rewards, etc.)
Set upan efficient internal organisation to animate the community and use the feedback generated (product/service improvement, customer relations)

The examples cited in this article are largely based on these sources:

https://www.pellerin-formation.com/7-marques-qui-ont-su-creer-de-nouveaux-services-produits-en-impliquant-leur-communaute/

https://potion.social/fr/blog/communaute-de-clients-4-exemples-concrets/

Some examples (and a comparison) of platforms dedicated to the animation of online communities:

https://www.feverbee.com/communityplatforms/

To learn more about targeting and building a customer file, you can also watch our webinar:

Even professions that traditionally do not canvass, such as lawyers and notaries, are gradually looking for ways to attract new clients!

However, there are ways to optimise your actions and attract customers without (too) much effort!

To know, to like, to trust!

Being known, being appreciated and having a capital of trust are the three indicators that must be in the green to conclude a commercial conversation positively. So, if you want to minimise your prospecting efforts, you should first of all try to start a commercial approach with a target that already trusts you, that already knows you or to whom you have been recommended.

To achieve this, you need to rely on your networks, both online and offline. If your goal is to find new customers in a relatively short time with minimal effort, you might as well start with those who already like you!

8 reflexes to attract your customers effortlessly

1. Take inventory! Take a list of the people you are or may have been in contact with, classify them by the history of the relationship, identify those who could become clients. Don't forget that you may have relations in your network, even close ones (friends, sporting or cultural contexts, etc.) who may never have asked themselves what you can bring them professionally, simply because this was not the context of your meeting. And yet...

2. Adopt an attraction approach: this means meeting your contact to get to know them better, to make contact, to warm up the relationship, to share information. Be interesting before you are interested!

3. Look for the connectors, those who have a culture of networking and connecting. Because getting in touch with them also gives you access to their network. They are quite easy to identify: just look at how they came to you. These connectors are relationship-builders, they like that, they work like hubs!

4. Multiply your contacts. At each meeting you have, ask for a recommendation, 1 or 2 names that you can contact on behalf of your interlocutor! If you have 10 lunches, you potentially end up with twenty names!

5. 5. Restart an impactful process, i.e. think about what you can give in return, look for reciprocity. Being too self-centred is counter-productive and would undermine the bond of trust.

6. Set yourself some benchmarks, not of results but of means. For example, the time spent per week, the number of contacts, lunches, etc.

7. Prepare the ingredients for success! Know how to pitch your product or service offer, prepare a brochure, a website or at least a business card. Be prepared!

8. Adopt a follow-up logic: even if it doesn't work from a commercial point of view, maintain the relationship of trust.

Online: volume with less effort

With digital technology, the relationship between effort and efficiency changes dimension: social networks and especially LinkedIn (see our article "4 tips to increase sales with social selling), the professional network, allow you to reproduce your actions endlessly and at no additional cost. In the real world you can at best do 200, 220 lunches a year. With digital there is no limit.

With a well-turned post offering interesting content you can reach your entire level 1 or even your level 2, which means a quick impact on 500 to 2,000 people ! Of course less engaging for them than a lunch, but the repetition will help you increase the "to know" and "to like" indicators and finally "to trust".

It is clear that attracting customers effortlessly is not possible, but if you do it the right way, you can do it at a lower cost!

The advent of new technologies has allowed the evolution of the activity in many fields, and particularly in communication and prospecting. In order to optimise the activity of the company, it is therefore essential to integrate these new means of prospecting into its strategy. Find out how with this webinar:

A boon for a company!

The idea is indeed to be present on social networks by broadcasting relevant content that will arouse the interest of the Internet user while he is looking for information. This approach, driven by the company, does not mix personal and professional content as we saw in the first post on the subject, "4 tips for increasing sales with social selling".. It is set up and driven by marketing and is designed to generate inbound contacts. To exist on social networks, there are three levels of action that correspond to three levels of involvement:

- react on other people's publications (likes, comments, sharing...); consumes few resources, generates few results, maintains activity.

- choose curation, a practice that consists of selecting, editing and sharing the most relevant content on the internet for a given query or topic; consumes a little more resources, brings visibility, but does not contribute to building an identity.

- – produce your own content resource-intensive, requires a strategy, but brings significant results.

It is this third point that deserves a little more attention. To be successful, there are indeed a few rules to observe:

1 > Be interesting

To attract attention, to be seen as a valuable resource providing useful content, it is better to talk about what interests the person you are talking to than about yourself, i.e. to talk about the subjects in which the company is an expert from the point of view of the potential customer, i.e. preferring "How office furniture improves productivity" to "We sell desks at the best price/quality ratio".

2 > Know your target

In order to address your target, you need to know it. Ideally, the marketing and sales departments should work together to describe these targets by addressing the following themes: their profiles, their professional background, their responsibilities, their objectives, their challenges, their stresses, their constraints, the projects they work on, their decision-making processes, their types of products and services, and their needs: Their profiles, their professional background, their responsibilities, their objectives, their challenges, their stresses, their constraints, the projects they are working on, their decision-making processes, their types of beliefs, their constraints, what is important to them... It is understood that we are describing a typical profile that does not exist in itself, a bit like the "average French person" in the INSEE statistics. However, by specifying these points, we can better visualise the target, employees will have a shared representation, and we will become more audible thanks to adapted content.

This work can be done for each type of client.

3 > List the themes

It is then necessary to work on the editorial line, to find the points of convergence (content and form) between the company's offer and the expectations of the targeted Internet users. At this stage, it is interesting to organise a brainstorming session between employees, to produce a maximum number of content themes on post-it notes, with very broad exploratory work, and then to produce a synthesis by asking everyone for the 10 most important. This shortlist becomes the backbone of the editorial line. This is an exercise that must be repeated every six months, and which must mix news and cold topics. Based on the chosen themes, all that remains is to come up with article topics and organise the production.

4 > Writing content

For the editors, there are two possible solutions.

Or the workload can be shared between several editors, but not everyone is comfortable with the written word. In this case, it is still necessary to designate an editorial manager to validate the articles and ensure a certain degree of consistency.

Either an internal or external writer who can interview experts and then produce the content. This solution was chosen by Kestio. The next step is to vary the formats to provide diversity and interest the target audience even more widely, with long-form articles, testimonials, infographics, etc.

This is how a company, a start-up or an SME can initiate quality communication towards its potential targets and then trigger commercial conversations.

In the long term, digital tools will make it possible to check the effectiveness of what is produced, to ensure that what is produced is in line with the problems of Internet users. We will be able to measure the impact and the audience by looking at the interactions with shares and comments, for example, and then refine if necessary.

To develop your company's communication tools, think of the Webinar! Webinars allow you to put forward attractive content and thus enhance your company's activity. However, it requires some rules: in this webinar you will learn how to organise a webinar that will generate more participants and leads.

Social Selling is therefore a digital showcase visible to its direct and indirect audience.

To create and develop these links, a long-term, structured, active and organised approach is needed, focused on the target and its issues.

And follow the key steps.

4 essential steps to successful social selling

1: Take care of your profile

The profile is the showcase that exposes the added value you offer. It mixes personal content (but from a professional point of view) with that of the company (an example here :www.linkedin.com/in/dominiqueseguin ).

The objective is to be credible and attractive: it is necessary to take care of this presentation and to pay attention to the photo, the presentation of experience and motivations. The tone must be sincere, the content complete and relevant, authentic, each piece of information must be useful and interesting in order to make people want to get in touch. In terms of form, the starting point should be the visitor's needs. For example, prefer " I help salespeople convert leads "For example, prefer "I train in sales techniques" to "I help managers analyse their figures and make decisions", which is more effective than "I am a management controller".

The profile is a static shop window that should make people want to enter the shop and that is turned into a benefit for its audience!

2: Develop your contacts

Second step: connect the whole ecosystem, from near or far (which will be all the easier if the profile is good) and deploy from this central point a maximum of connections, like circles in the water.

You have to look everywhere in your network, your professional relations, your friends, your partners, your suppliers, your meetings etc. In absolute terms, there are no limits, apart from those imposed by the social network platforms.

Developing contacts requires a logic of quantity: as soon as you have an entry point, you connect.

3: Moving from static to dynamic

It is a question of being active, of animating your network by adopting a content strategy It's about being active, animating your network by adopting content that you will distribute to your audience, either by self-production or by curation (like relaying information seen on the web). Interacting will also be important, i.e. commenting and sharing content from your own network.

For all this, it is better to have, if not an editorial line, at least a coherent axis, such as sharing interesting elements that will help your contacts to reach their own objectives, thanks to your production.

Social Selling is a communication tool that allows you to be present in the minds of your contacts and your contacts' contacts without the need to be present or manage a schedule of phone calls. Be inspiring as well as inspired, develop your presence as a person rather than a brand.

4: Entering into a commercial conversation

We can then move on to "to trust", entering into a "one to one" logic.

Having created the "to like" and the "to know", the conditions are met to generate commercial conversations while remaining totally and sincerely decentred on the interlocutor, i.e., as we have seen, remaining in interesting rather than interested mode.

Move up a gear!

Social Selling is a powerful tool that enables communication from "one to many" to "one to one", in other words, it brings marketing and sales together.

Repositioning your business can be vital in a difficult situation. Find out more about the different stages of this process in this webinar:

You might think that social selling would be a natural part of the marketing and sales landscape, but it's far from being a given.

Indeed, the prevailing culture in many companies is opposed to the very philosophy of social networks. Discover the contradictory injunctions of social selling and the fundamental transformation that must be carried out to use this formidable lever.

1. Social Selling & Social Media: the "globalized and open one-to-one

The infinite possibilities offered by "globalised" and "open" social networks are based on new rules of communication and on a certain number of "values" that these new media convey. Which ones?

- First of all, "trust": each member can speak publicly and spread widely what he or she wants to his or her contacts. The company, its organisation and internal rules must therefore be based on the same principle! Have confidence in the ability of individuals to take responsibility for their speech, the exchanges they make on their own behalf and on behalf of the company. It is impossible to imagine motivating a sales person to speak to HIS network, while controlling what he will say!
- Secondly, individual initiative: on social networks, everyone is a medium, and anyone can take the initiative, both in developing their network and in speaking out. And this is true regardless of one's position and level of responsibility in the organisation. It is better, as Orange does, for example, to offer its employees a guide to good social media practices, giving them benchmarks and very concrete practical advice, to enable them to make the most of social networks without damaging their image or that of the company.²Supporting rather than controlling, therefore.
- Finally, "social" sharing: social networks are based on a collaborative approach and on the notion of "community". Asking a question, requesting a service/help on a subject, sharing an experience, getting in touch with people around the same subjects of interest, gathering contributions around a cause... all powerful actions that social networks make possible immediately, but whose results are not always directly measurable in terms of immediate commercial results. Using social networks from a business perspective therefore requires the implementation of new indicators to measure this commercial performance, which were previously found in the marketing field.

2. Social Selling and the organisation: "Hierarchy and silos" versus "initiative and collaboration

And it has to be said that the organisation that prevails today in many companies and the current operation of marketing and sales departments is in fact quite radically opposed to these principles:

- 90% of companies are organised according to models defined in the 1960s: a hierarchical organisation, marked by a logic based on "command and control": defined responsibilities, actions to be carried out and means of control to ensure that these actions are carried out properly. In this context, it is difficult for managers to imagine their sales representatives speaking autonomously in their name and in the name of the company... It is also difficult for the sales representatives themselves to take the initiative without fearing negative feedback from their management or the marketing department on the statements they make on social networks!
- In such organisations, marketing departments have often tended, until now, to apply their old operating models to the new social media: marketing initiates campaigns, produces content, and positions itself as guarantor of the integrity of the messages. Sales people are then 'used' as mere 'channels' or relays for the brand's messages, designed upstream. This does not work, as we know! When a salesperson's page relays word for word the same content as the corporate page, his or her network quickly notices and simply turns away.
- Similarly, in sales management, the last two decades have seen the introduction of measurement processes designed to optimise overall performance and to ensure that the activities carried out by each individual are in line with what has been defined. The new measurement indicators specific to social networks are therefore coming up against the measurement of the effectiveness of sales processes as it has been thought up until now... and this may bother some sales managers, especially when the salesperson devotes a significant amount of time to it: building his or her profile, making it attractive, developing his or her network, identifying and following up on interesting prospects, all this takes time!

It is therefore urgent to change the paradigm as Social Selling invites us to do! How can this be done? Why not by starting to trust your salespeople! For example, by implementing the necessary measures to train your teams and support them, or by supporting positive individual initiatives and disseminating good practices internally... in short, by giving them the means to make good use of social networks.

Sources:

Source: Invox
: Social Media Guidelines, Orange, http://www.orange.com/sirius/smg/FR_Guides_Medias_Sociaux.pdf

Here is the second article for startupers born from this young collaboration, proposed this time by Fabien COMTET - founder and director of KESTIO - on the theme "5 sales tips to sell your project".

Experienced salespeople know this better than anyone else: to sell your project (or your products and services) and differentiate yourself from your competitors, you need to activate the "right brain" of your contacts (the seat of emotions) rather than the left (the so-called "rational" brain). The corollary is that you must listen to their expectations and feelings, understand what resonates with your prospects, clients or potential partners... and quickly establish a collaborative relationship with them.

So, forget the product sales pitch and make way for active listening and co-construction!

Here are the 5 tips to remember to better sell your projects from the article " 5 tips inspired by (good) salespeople to sell your project " published on Les Echos Start :

1. Go beyond conviction, and evoke emotion
2. Stoptalking: question and listen
3. Adapt your tone to your interlocutor
4. Stand out from the crowd to attract attention
5. Build on co-construction

Read also other articles related to this topic published on our blog:

Finally, to go further on the subject of sales performance, download our white paper "Homos Sapiens Commercialis" dedicated to sales methods and opportunities in the digital age:

So how do we go about it?

Why not simply take a step back and take a fresh look at your sales activity? In today's environment, with the social tools available, do all salespeople need to be in the field? Aren't the costs of visits prohibitive? Can't we make the strategic choice of a sedentary sales force? Asking the question is already an answer. A choice already made by many sales managers. The real question, however, is "how?

In this orientation, we are not talking about an off-shore call centre or an unskilled hotline. We are talking about real salespeople, experienced, trained in the distance selling techniquesWe are talking about real salespeople, experienced, trained in the techniques of distance selling, who know the offer inside out, and who use effective follow-up tools...

We are talking about men and women with solid experience in the field, bringing real added value, knowing how to understand the customer's needs, provide answers and make a difference.

Of course, there are many questions upstream, because it is not only a question of creating a new team, with different methods, but also of redefining the distribution of roles between mobile and sedentary salespeople, and even with the marketing team:

- Do office-based salespeople work in support of field salespeople or independently?
- Are they focused on the prospect base or the customer base?
- Do they only do account monitoring or also sales?
- Are the current tools adequate?
- How to size the team?
- How to position it?
- The manager?...

In order to prepare the ground well and to answer all these questions in a pragmatic way, we support sales managers in this upstream definition and construction phase. Firstly, to estimate the ROI of such a project, then to define its operational dimensions and, sometimes, to ensure its implementation.

So, if the equation seems complex, don't hesitate to reconsider your certainties about salespeople: they can be extremely profitable when they are in the office!

To find out more about the use of specialised and appropriate tools to adopt, discover this webinar on optimising the return on your commercial assets:

Are you tired of your salespeople ignoring the relationship skills that are essential to their success?

To help you raise awareness among your teams of good interpersonal practices, the importance of active listening and effective questioning techniques, we have created this infographic for you, which presents the "6 deadly sins of listening in sales interviews" and gives tips on how to remedy them!

Distribute to your sales teams, display near the coffee machine and apply without moderation!

Did you find this article useful? Share it! It's the best way to thank us 🙂

Is optimisation your watchword? Then find out in this webinar how to maximise the performance of your sales staff by saving them 50% of their time:

KESTIO is a consulting and training company specialised in Sales Performance and Customer Experience.

For more than 10 years, we have been helping companies and their managers - from SMEs to large groups - to improve their profitability by activating all the levers of customer acquisition and loyalty.

Other articles that might interest you:

50% du temps des commerciaux est consacré à des clients sans potentiel

CLÉ N°1 : on part d'où ?

CLÉ N°2 : comment on y va ?

Pourquoi utiliser cet outil ?

CLÉ N°3 : le conseil de l'expert

*Étude Sales Insights Lab

CLÉ N°1 : Entourez-vous des bons outils

CLÉ N°2 : Utilisez un CRM

Améliorer votre performance commerciale

Comment choisir son logiciel CRM ?

CLÉ N°3 : le conseil de l'expert

1. Make people want to choose your solution

2. Ensure the success of your next modules

3. Test and improve your new applications

4. Nurturing interest in your solution

5. Supporting your users effectively

To know, to like, to trust!

8 reflexes to attract your customers effortlessly

Online: volume with less effort

A boon for a company!

1 > Be interesting

2 > Know your target

3 > List the themes

4 > Writing content

4 essential steps to successful social selling

1: Take care of your profile

2: Develop your contacts

3: Moving from static to dynamic

4: Entering into a commercial conversation

Move up a gear!

1. Social Selling & Social Media: the "globalized and open one-to-one

2. Social Selling and the organisation: "Hierarchy and silos" versus "initiative and collaboration

Sources:

So how do we go about it?

Distribute to your sales teams, display near the coffee machine and apply without moderation!

Newsletter Kestio : Toute notre expertise commerciale et marketing à portée de clic !

50% du temps des commerciaux est consacré
à des clients sans potentiel