68% of companies do not have a clearly identified sales funnel (according to MarketingSherpa). Attracting, arousing interest, triggering the Nepal Email List decision and then the action, these are the steps that marketers and salespeople must master. To transform leads into customers, it is important to understand the customer’s life cycle: from contact generation to customer transformation. This is the principle of Lead Relationship Management (LRM). This process makes it possible to offer its teams a methodology to prospect and intelligently engage leads. Indeed, companies with complementary marketing and sales teams retain 36% more customers. Marketing professionals and salespeople therefore need to reinvent their business prospecting with a less intrusive approach. Discover, thanks to this infographic, 8 tips to transform your leads into customers and give new impetus to your relationships with your customers.

To be effective, remember to apply these tips with the goal of improving your customers’ experience. The mastery of tools and techniques is imponderable but it is not enough. It is essential to involve your entire ecosystem: your customers, your employees, your partners… Indeed, showing empathy towards your prospects remains the ultimate key so that they become your customers. To deploy an efficient and effective acquisition strategy, proceed methodically by placing people and relationships at the heart of your concerns. To go further, download the white paper the 8 key steps to transform your leads into customers. Discover our training in marketing & digital. After starting out in financial auditing, Bruno DISS quickly reoriented himself to embrace a commercial career, more aligned with his affinities.

Do you encourage the use of new tools within your teams?

He quickly rose through the ranks in the commercial catering sector before fully expressing himself as country sales director in facility management. Stimulated by the value proposition and the change of activity sector, he successfully takes up the challenge launched by Hertz: to change the mindset of a sales team in 3 years by moving from a breeding dynamic to a hunting dynamic. . What major changes have affected the sales profession in recent years? In the BtoB services sector, we are faced with a specialization of buyers. The principals are now able to find a certain number of answers on their own. The salesperson must therefore gain in technicality in order to provide real added value to fuel an advisory sale . This implies perfect control of its internal value chain and that of its customers in order to adapt to their expectations.

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How to deal with this within your teams? First of all, it takes a long time. Understanding your value chain is essential to understand why your value proposition is unique. Our decisions and the positioning of our team stem from this essential preliminary. Indeed, the constituent elements of our value proposition determine the means to be deployed to bring it to life. To succeed, we operate two levers: Support the skills development of existing teams to help them acquire new techniques Start a positive and constructive dynamic by integrating new profiles within the team. My priority is therefore to recruit personalities with proven commercial techniques, capable of carrying our values. This subtle combination allows us to find new sources of service for our clients.

How do you see the commercial in the coming decades?

What has changed the most in your industry? What are the new challenges facing your teams? Our main challenge in the service sector is to find levers to get out of a price logic and enter into consultancy sales. Here again, working on our value proposition is essential. We must embody it in each of our actions, whatever our level. Within Hertz, all employees (commercial or not) must be proud of their brand and adopt a spirit of service. On a daily basis, my employees are therefore driven by 2 questions: How can I provide additional service to my customers? How can I make an unforgettable customer experience, aligned with my brand’s value chain? In this way, their business propositions have a value for their client and not a price.

In this perspective, we are working on our brand image and its history, together with the marketing department. In a logic of hunting (which had to be established), our objective is thus to enter the state of mind of our customers before any contact is made. How do you adapt your management to encourage your teams to surpass themselves, to challenge their practices to support Hertz’s highly innovative strategy? First of all, I try, as much as possible, to go down to the field (at least visits to the client). Being in regular contact with clients is one of my reasons for living. It is essential for me to know exactly the reality on the ground and its trends so as not to lose my footing. Indeed, it is easy as a manager to get sucked into the daily grind.

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