"The selection of the right accounts … Personally, large accounts can be critical, but they could be 100% transactional. If after a journey of 3 to 5 years you don't have a share of these large, critical customers that are open to talking value, you should keep that customer on the list or large customers, but not on the list of strategic accounts. A strategic account has to have some openness value.E a sua empresa costuma estudar os dados das vendas? Stobachoff rings a bell?
That being said, some strategic accounts will buy a lot of stuff transactionally, but key are the dynamics and the journey: Do I have a share at my strategic accounts that's based on value creation and quantification? Is that share growing out of the total sales to that customer? These are the key metrics you have to look at to encourage you to continue along the value journey. But: if after 3 to 5 years you are 100% transactional, you have to cut your costs and abandon value creation and quantification.
You have to set a time frame. I see a lot of Sales Account Managers not walking away. But what do they do? They try to give their customers even more value, assuming that eventually they'll be willing to pay for that value. So, I think that, as you said, after a preset time, if you can't convince them, you should walk away and stop delivering the value. Don't try to deliver more value where it is not recognized or not being paid for.
There are organizations where procurement is focused on price and price only. Are there things you can do to get them to start thinking that maybe they should do things differently?
If you look at companies, they typically will tell you that out of 100 Sales Account Managers, they have that least half or more who let the price go; they don't find the value because they’re convinced that competitors will catch up, but they haven't even checked it. So I would really say that in the end, the art and science of negotiations of value versus price will have the biggest impact on whether the customer recognizes the value you bring.
Understanding your competitors’ value and how much more you bring versus your competitors - that's going to be the key to negotiating for value and getting paid for it.”
Ás vezes descubro que as empresas não têm percepção do que está a acontecer por debaixo do valor das vendas globais do ano.
A quem vendem? O que vendem? Com que margem? Que quantidades?
Não é fácil.
Trechos retirados de "Value First Then Price" editado por Andreas Hinterhuber e Todd Snelgrove.