Video 2 - Strategic Sales

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Del curso dictado por Fundação Instituto de Administração

Sales Strategy

31 calificaciones

Fundação Instituto de Administração

Sales Strategy

31 calificaciones

Curso 2 de 5 en SpecializationStrategic Sales Management

Welcome to Course 2 - Sales Strategy - This course is designed to discuss the application of intelligence analysis in the sales planning process. And this approach contributes to integrating the sales planning process into the corporate strategy of the company because, in the strategy analysis and formulation process, we apply models, frameworks, tools, and techniques that also apply to the sales planning and management process. Therefore, the expected outcomes of this course focus on the transition from traditional to strategic sales planning, by discussing and applying the concepts recommended to support the development of the strategic guidelines. The concepts, models, tools, and techniques discussed and practiced during the course focus on the improvement of value creation from the sales function empowered by intelligence analysis, a process which typically applies in the strategy analysis front. The discussions go through how intelligence analysis can support the sales function, by providing methods to connect strategy to marketing and sales planning processes. In this course, the primary learning outcome is the ability to apply intelligence analysis to support sales planning process, and by being able to do this, you’ll improve your competencies and skills to support sales planning with a strategic approach. You’ll develop a final assignment at the end of the course, and it is designed from an adapted real-life business case. The challenges of the case comprise the business context, through which you’ll apply the conceptual framework discussed during Course 2. The outcomes of your analysis on the assignment case will be evaluated through a peer-review process.

De la lección

Module 1 - Sales intelligence

Welcome to Sales Strategy module. In this module, we discuss the use of intelligence analysis methods to support the sales functions, such as planning and sales operations management. We discuss the benefits of the application of intelligence analysis methods, and how this approach contributes to the sales planning process, by developing this process with a strategic view. The primary learning outcome from this module goes through two essential aspects. The first one is on the awareness front, in the sense that a sales professional would benefit from knowing that intelligence analysis may contribute to the planning process. The second aspect is that the awareness of this benefit leads sales professionals to keep attention to the methods, models, tools, and techniques regarding intelligence analysis. Eventually, they will practice the methods, which will support the development of the sales plan, with an integration of strategy and sales. This course has been developed by prof. Edson Ito with an active participation of Rosangela Ito. Rosangela Ito (MBA) is a specialist in Strategy & Competitive Intelligence, Marketing, and Strategic Partnerships. She has an extensive experience in strategy, international M&A, strategic benchmarking, competitive intelligence, strategic partnerships, brand licensing. She also has an International Certification in Competitive Intelligence at the Fuld Academy of Competitive Intelligence.

Vídeo 0 - Introduction to Course 24:10

Video 1 - Traditional Sales2:20

Video 2 - Strategic Sales4:20

Conoce a los instructores

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor

Hi. Welcome back.

Today we're going to examine some situations in which sales were significantly

hurt because the external environment changed or it was not properly understood.

Some of these problems could have been avoided more easily than others.

But they also reflect a situation in which a systematic professional analysis of

the external environment could have helped

reducing the risks associated with doing business.

In all these cases,

we're talking about real life situations,

but the company's identity have been protected.

Let's start with the first example.

X Mart is a large U.S. retail chain that

decided to expand operations into a foreign country.

Since X Mart was extremely successful in the United States,

and their proud portfolio was extremely successful,

the management decided to introduce products like

golf and skiing equipment in a tropical country.

Of course, the local clients could not care less about golf.

And needless to say, those products did not sell very well.

Also, it is hard to sell ski gear when you face 35 degrees Celsius.

Another example, El Nobre is the manufacturer of one of the best chocolates in the world,

thanks to the use of a very rare type of

cocoa that only occurs in Venezuela and a few other countries.

El Nobre competed in the chocolate powder market used in chocolate milk production.

Chocolate milk consumers were not sensitive to

the superior quality El Nobre product offered,

and refused to pay more for the higher quality.

Capybara, a glue manufacturer,

produced the best glue in its market.

It was stronger and more resistant to extremely high

and extremely low temperatures than any other glue in the market.

The company had about 90% of market share until Stubborn,

a low-cost, low quality competitor, entered the market.

Since consumers used the glue for home improvement,

they didn't need a very strong glue.

Capybara's reaction was to lower the price in order to match the competition.

Unfortunately, Stubborn manufacturing cost was way

lower because they use a different manufacturing process Unknown to Capybara.

In all of these examples,

it wouldn't make any difference how hard the sales teams try to win market share.

It was an uphill battle.

In order to be successful,

the sales planning process needs to be fed with

accurate processed information presented in

sufficient time so as to allow the decision maker to act.

The stories I have just mentioned could have had a happier ending.

For example, X Mart,

the mistakes in the product portfolio could have been avoided by

bringing someone who actually understood

the market in which the company wanted to operate.

El Nobre, the mistakes were actually

solved when the management realized that their superior product

and extremely rare cocoa could have be used to manufacture superior fine chocolates.

The new fine chocolate were sold in places like Japan,

Switzerland, U.S., and others,

in which the demand in final consumers were

more than happy to pay more for a far superior product.

Capybara, realizing the far superior product,

Capybara management remove the glue from

the general public market stores like Walmart

and just started offering the superior blue to aerospace industry,

in which the extremely adherence of the glue and its resistance

to extreme conditions allowed for the substitution of metal rivets,

thus reducing the weight.

These are only some examples in which competitive intelligence could have helped sales.

Thank you.

We will see you in the next video.

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