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Does your marketing and sales organization make the difference?

Markets are maturing faster and becoming more complex because of the increasing intensity of competition. Customers place higher demands on the added value that suppliers provide. As a result the distinctiveness and the profit margins of many organizations are under pressure. The reflex of many organizations is to reduce their cost structure or increase productivity. These developments, however, have a structural character. In addition to reducing the cost structure or increasing production, some ’top-line’ activities must also be developed, such as:

  • Developing new markets
  • Introducing new products and services faster and at the right time
  • Selling propositions with higher added value

There are several challenges for marketing and sales organizations! After all, marketing often has a primary focus on marketing communication. And sales do not start sales activities until an application has been entered. Achieving a preferred position among customers is not easy. How to achieve this? It requires a fundamentally different approach to marketing and sales.

‘Create, sell and deliver value in an effective way’

In successful organizations, marketing, sales and delivery form a single chain aimed at creating, selling and delivering value, rather than individual departments focused on a product or service.

John D. Eisenfelt focuses on professionalization and changing marketing and sales organizations. The objective is to obtain enthusiastic customers that see your organization as a partner.

  • Creating value Together we determine which customers with which value propositions must be maintained or developed. Together with your marketers we translate these customer needs into value propositions. Customers are not interested in the features and functions of your portfolio. For a customer you deliver value if your solutions connect to current issues.
  • Selling value Sales will often need to sell the created value as a team. It is crucial to identify (latent) needs at multiple levels in the organization, understand them and connect them to the proposition that offers customers the most value at the earliest possible stage of the buying process. It is then the art of feeding the thinking and decision making process of the customer in such a way that they choose your organization and its proposition. In order to obtain this preferred position the creation of allies at various levels within the DMU is essential. It maximizes the winning odds (%).
  • Delivering value It is literally about transferring sold value to the customer. Involving delivery, at the earliest possible stage of the buying process, is an important precondition. Developing client communities is an important tool for this purpose. A customer will only be satisfied when its expectations are met or exceeded.
    For an effective way to create, sell and deliver value, establishing and controlling the marketing and sales organization should be aligned to different customer segments.

Track record

John D. Eisenfelt has continued building on its track record with reputable companies in the ICT industry, high tech, financial and business services.

Our integrated approach ensures a unique position with existing and new customers. Creating, selling and delivering value results in the sustainable growth of your sales, in profitability, higher customer satisfaction and loyalty, higher hit rates, higher average order values and higher productivity.

Why Eisenfelt?

  • The question and issues of the client are placed centrally.
  • Implementation of permanent, new ways of thinking and practices with lasting results.
  • For an integrated approach to marketing, sales and delivery.
  • The direct contribution to the ‘business’.
  • Proven experience in transformation.
  • International approach and experience.
  • All our partners and consultants have a personal track record in marketing and sales, making pragmatism prevail.