Benson P. Shapiro

Ronald S. Posner

En los últimos 15 años ha quedado cada vez más claro que la habilidad de vender ha ido cambiando, especialmente cuando una empresa vende bienes y servicios industriales o de consumo a otra.1 Como resultado, se le pide al vendedor que actúe de una manera diferente.

rwJch39FeuwzzTGwEmJDOGU3i04+B17/ZpE4KgTVURNpVMh3fbWXxSWAXf9RojGPiFaHenmcR8QfAM9mvHv5+CJvb6tL/5krV6hGMJKGOBPkswTauA8zwI/bZynG2mf5

Reprint: R0607L
Many companies today are faced with large, complex selling situations&#8212;they sell expensive equipment that affects many parts of a customer&#8217;s company, they work on sales that may take several years to consummate, or they arrange mergers with other organizations. These major sales need special handling: They are more complex than smaller transactions, their potential profit is larger, and they have a more lasting effect on both buyer and seller.
In this article, first published in 1976, the authors develop a systematic approach that companies can use not only to facilitate the sale but also to ensure the long-term account relationship. Their eight-step procedure shows how to open a contact, &#8220;separate the suspects from the prospects,&#8221; develop a profile of a company&#8217;s needs and key personnel, justify the purchase to the buyer, make the sales pitch, coordinate company resources, close the sale, and maintain the account.
Before they can engage in strategic selling, most companies will have to revise the makeup of their sales forces according to the kind of sales they want to make, which may include different types of nonrecurring sales. To help solve these more-complicated selling problems, the authors provide organizational guidelines for companies to use in their specific operations. Among these are creating a senior sales force to service a multitude of major accounts, assigning a field sales manager to one or two accounts for regional sales management, and having top executives take charge of the large sales.

Making the Major Sale

Reimpresión: R0607L Hoy en día, muchas empresas se enfrentan a situaciones de venta grandes y complejas: venden equipos caros que afectan a muchas partes de la empresa de un cliente, se centran en ventas que pueden tardar varios años en concretarse o organizan fusiones con otras organizaciones. Estas ventas importantes requieren un tratamiento especial: son más complejas que las transacciones más pequeñas, su beneficio potencial es mayor y tienen un efecto más duradero tanto en el comprador como en el vendedor. En este artículo, publicado por primera vez en 1976, los autores desarrollan un enfoque sistemático que las empresas pueden utilizar no solo para facilitar la venta, sino también para garantizar la relación contable a largo plazo. Su procedimiento de ocho pasos muestra cómo abrir un contacto, «separar a los sospechosos de los posibles», desarrollar un perfil de las necesidades y el personal clave de la empresa, justificar la compra ante el comprador, hacer el argumento de venta, coordinar los recursos de la empresa, cerrar la venta y mantener la cuenta. Antes de poder dedicarse a la venta estratégica, la mayoría de las empresas tendrán que revisar la composición de sus fuerzas de ventas en función del tipo de ventas que quieren realizar, lo que puede incluir diferentes tipos de ventas no recurrentes. Para ayudar a resolver estos problemas de venta más complicados, los autores proporcionan directrices organizativas que las empresas pueden utilizar en sus operaciones específicas. Entre ellas se encuentran la creación de una fuerza de ventas sénior para atender a una multitud de cuentas importantes, la asignación de un gerente de ventas de campo a una o dos cuentas para la gestión de ventas regionales y hacer que los altos ejecutivos se hagan cargo de las grandes ventas.

Hacer la venta principal

Reprint: R0607L Many companies today are faced with large, complex selling situations—they sell expensive equipment that affects many parts of a customer’s company, they work on sales that may take several years to consummate, or they arrange mergers with other organizations. These major sales need special handling: They are more complex than smaller transactions, their potential profit is larger, and they have a more lasting effect on both buyer and seller. In this article, first published in 1976, the authors develop a systematic approach that companies can use not only to facilitate the sale but also to ensure the long-term account relationship. Their eight-step procedure shows how to open a contact, “separate the suspects from the prospects,” develop a profile of a company’s needs and key personnel, justify the purchase to the buyer, make the sales pitch, coordinate company resources, close the sale, and maintain the account. Before they can engage in strategic selling, most companies will have to revise the makeup of their sales forces according to the kind of sales they want to make, which may include different types of nonrecurring sales. To help solve these more-complicated selling problems, the authors provide organizational guidelines for companies to use in their specific operations. Among these are creating a senior sales force to service a multitude of major accounts, assigning a field sales manager to one or two accounts for regional sales management, and having top executives take charge of the large sales.

Hacer la venta principal

Resumen.

Partner Center