Orell Füssli Group’s Post

𝐂𝐮𝐦𝐦𝐢𝐧𝐬 𝐈𝐧𝐝𝐢𝐚 𝐕𝐢𝐞𝐰 : - Strong results driven by stable domestic demand - Sales for FY25: continue double digit growth - To grow at minimum 2x of GDP: 13-14% growth target for FY25 - The transition period to CPCB 4+ may present some turbulence in the short term

How well is 𝐲𝐨𝐮𝐫 𝐬𝐚𝐥𝐞𝐬 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 aligned with the 𝐩𝐮𝐫𝐜𝐡𝐚𝐬𝐞 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 of your prospective customers? There are likely some misalignments here and there. Check out my 5 tips on how to better align your way of working with the way your customers want to buy.

Sales success story 9/10 Make the competition irrelevant While talking to customers focus on own product, highlight advantage and USP of own product model , thinking like no competition even exists, no comparison my product is best in terms of- Highest productivity Lowest cost per ton Highest resale value Customize product support options No mention of even name of competition, You win Make the competition irrelevant

Horizontal sales growth refers to expanding a company's market share or customer base within its existing product or service lines. This typically involves reaching new customers or capturing a larger share of the current market by offering the same type of products or services. On the other hand, vertical sales growth involves expanding a company's operations within the supply chain, typically by acquiring or integrating businesses at different stages of the production or distribution process. This could include moving into upstream activities (e.g., acquiring a supplier) or downstream activities (e.g., acquiring a distributor or retailer). In summary, horizontal growth focuses on expanding within the same product or service lines, while vertical growth involves expanding into different stages of the supply chain.

The success of channel expansion relies heavily on Sales Team investing ample time in the market. Conducting a thorough market mapping study is crucial, involving the categorization of different dealers, verification of their creditworthiness, and assessing their potential to draw customers. While not every dealer may possess the capacity to sell premium products, it is essential to explore the option of engaging all dealers in the business to guarantee the appropriate display share for our products. This strategic approach will result in accelerated sell-out rates, prompt payments from dealers to distributors, and a boost in market share.

Does it feel like your company is stagnant because your sales are not growing at a fast rate? Companies will often find themselves in a very stationary position if they are not willing to make long term deals with their clients. Having your customers pay you upfront can often times lead to this, because often times you are only working with them for a short time. One primary way to change this motionless feeling is to extend credit with your customers, extending credit will allow you to have longevity with your clients. Business often will result to extending credit to their customers because they have a strong enough relationship with their clients. Customers will usually purchase more if they don’t have enough to pay for the goods or the services right away. When customers don’t have the funds to pay for goods immediately, you increase the chances of them making larger transactions and coming back to buy more goods. Companies that are not seeing any growth usually are not on terms, and are not seeing an increase in their sales volume. Please leave a comment below if you feel like your company is stuck in the mud and hasn’t been able to increase their sales volume over the past few years.

Align your team around your ‘true’ ICP (you'll thank us later): 1. Sales and CS Alignment Great CS teams know the difference between customers that fit the ‘true’ ICP and those that don’t. Key Points: - Sales might define the ICP based primarily on revenue potential. - CS should work with sales to accurately define the ICP. 2. Highest Lifetime Value Your ‘True ICP’ are the customers with the highest lifetime value. Key Points: - Focus on customers who offer the best retention rates. - Prioritize those with the highest revenue potential when factoring in both acquisition and retention. 3. Lowest Cost to Serve - Identify customers who have the lowest cost to serve. Key Points: - These customers are more profitable in the long run. - They require fewer resources and support. 4. Retention and Expansion Sales and CS can align on which current strategic accounts fit the profile. Key Points: - Prioritise these customers for retention and expansion efforts. - Ensure these are the types of accounts sales should target for acquisition. 5. Effective Business Operations When you focus on your True ICP, everything in the business becomes more effective. Key Points: - Streamlined operations. - Better resource allocation. - Higher overall profitability. Let’s keep our Sales and CS teams close 🤝

Industrial new business development is hard. Maybe the hardest type of sales. Especially, selling to OEMs. Most OEM's have a robust approved vendor list and the amount of admin work required to get set up in their system can be tough on a small business. I have found quite a bit of success with new business development. • You need to be ultra patient and flexible. • Most importantly you need to be clear and concise with the value you can bring to the relationship. • In many instances you need to help and educate the OEM how to buy from you. Make the buying process seamless. Stop focusing on selling. Focus on helping the Buying process. I know it sounds strange. If your experienced and can see around corners you will know where the pinch points will be in the Buying process and can head them off way before they stop the deal. It's great to have the best machine tools and freshly epoxied floor, but how are you truly helping your customer.

The sales process often involves making false promises and commitments to dealers and distributors, who in turn misinform customers. This creates a difficult situation for service personnel, who must choose between prioritizing the interests of the customer, the dealer, or the salesperson. Ultimately, the company bears the brunt of this flawed process, incurring losses due to the lack of transparency and honesty in the sales chain. A company that diversified its product offerings while maintaining a culture of efficiency and transparency is poised for success and will undoubtedly progress.

Underutilization is often a sales problem, not a cost to be improved by production. Failure to understand and appropriately manage the cost impact of underutilization can lead to incorrect conclusions and influence poor business decisions.