Customer value and sustainable customer relationships

Issues in the Market

‘We often belong to the last three qualified suppliers, but don’t often end up in 1st place’‘Customers find us too expensive and say that our solutions do not always meet their demand ‘ ‘What solutions is the customer willing to invest in?’ ‘How do we create new opportunities with existing and new customers?’

Our vision

Markets have changed. Customer issues are complex and decisions are taken at an increasingly higher level. Due to the increased competition the distinctive power and profit margins are under pressure. Customers place high demands on the value that suppliers provide. Responding to the demands of the customer and being able to compete against the competition has become a necessity. This calls for the development and selling of (new) propositions with higher added value which are also distinctive. Uncovering your customer’s issues at the earliest possible stage in the buying process is crucially important. And then you need to respond successfully.

Value Selling

Developing and selling value propositions requires different skills and commercial practices, especially in highly competitive markets, when it comes to complex propositions or prolonged sales cycles. Eisenfelt has developed a programme based on the experience of top salespeople: Value Selling. The starting point in this programme is that customers are not interested in the features and functions of your organization and portfolio, but in the value your organization as a whole provides for the issues they face.

The core of the programme focuses on learning a new commercial process. During Value Selling you will be uncovering the (latent) needs of your customer at the earliest possible stage in the buying process. Subsequently, the DMU thought process needs to be nourished and influenced. The starting point is the value that the customer wants. You deliver value to a customer if your solutions and the features of the organization connect to current management issues and customer expectations. You provide personal value if your solutions connect to the agendas of the DMU members. You will become a worthy interlocutor at the tactical and strategic level, creating a foundation for developing lasting relationships at this level.

The results

  • creating new sales opportunities;
  • differentiating customer-centred propositions;
  • strengthening customer relationships at the tactical and strategic level;
  • increase the hit rate or winning chance (%);
  • improved margins;
  • a reliable forecast;
  • a higher return on sales efforts.

Who is it intended for?

The programme is intended for everyone who is involved in the selling process, such as sales, account, project, delivery managers and consultants.

What makes John D. Eisenfelt’s Value Selling unique?

  • Working on an actual case.
  • Experienced C-level role players with a proven track record.
  • Learning ‘outside-in’ thinking and communicating on a tactical and strategic level.
  • Finding out the ideas and issues of the client.
  • Translating the unique value of your organization and portfolio into the customer issue.
  • ‘Shaping’ the question and the desired added value of the customer in such a way that your organization and solutions connect as closely as possible to the desired value of the customer.
  • Developing the pro-active element in the sales process of activities aimed at influencing the DMU, significantly increasing the chances of success;
  • Increasing the hit rate by closing a deal earlier than the competition.
  • Securing the method by coaching, refresher days and supporting tools.