Elements of the Sales Process

How the sales process is to be designed differs from industry to industry. Nevertheless, there are some similarities, especially in the marketing of knowledge-intensive products and services with high added value, which can be summarized as follows, analogous to the adjacent graphic on the basis of the specialist literature: an efficient sales process requires that the company’s management defined the company’s long-term strategy and made decisions about the relevant target groups, the company’s positioning and its economic objectives. In addition, there are assumptions about the development of important trends and economic policy or social conditions. The strategic decisions also include the selection and design of the distribution system within the framework of the distribution policy.

For example, without clarifying these requirements, it is hardly possible to define criteria for the selection and qualification of sales personnel.

Once these strategic prerequisites have been clarified, those responsible can begin to shape the sales process:

• The sales process begins with the identification and selection of ‘attractive’ customers. Attractiveness can be the customer’s sales potential, creditworthiness or expected profitability. The first step also includes clarifying the question of what the potential customer expects from his business partners and what criteria he uses to decide whether or not to buy – so-called purchase-deciding factors.
• The design of the sales process also depends on what kind of decision-making situation it is. For example, the customer will have completely different expectations when making a routine purchase than when developing an innovative solution to a problem.
• As a rule, it is not a single person who decides on the conclusion of a purchase contract with the customer. In most cases, different decision-makers from several departments with different interests and influences are involved in the purchase decision. These include, for example, production, research and development, purchasing, marketing and management.
• Based on the knowledge of the decision-makers, it is possible for the salesperson (or the team) to prepare and present an offer that meets the customer’s expectations. It is often necessary to support the customer in formulating and clarifying their expectations if the provider has relevant experience.
• Once the requirements and specifications have been clarified, negotiations on prices, terms of delivery and payment as well as specific services on which the calculated prices are based begin. In addition, there is the drafting of contracts as a legal basis for the efficient settlement of possible disputes.
• Depending on the technological level and knowledge intensity of the offer, it is usually necessary to advise the customer during the implementation of the problem solution or the commissioning of the product, so that the integration of the problem solution or the product into the business process works smoothly.
• The sales process ends with the monitoring of success in such a way that both parties are convinced of the benefits of this business relationship.

This mutual benefit is the most important prerequisite for the development of trusting business relationships and thus for the retention of regular customers. Such experiences have a positive effect on the image and positioning of the provider, which in turn makes it easier to attract new customers and win back former ones. In the event of negative experiences, there is a corresponding loss of customers, image and sales. Numerous empirical studies show that an above-average quality of customer relationships can lead to two to three times higher returns.