Chayuth Temnitikul

Siam-Fuchs Lubricants Co., Ltd.

We’re competing every day.
We work hard for our success and
personal satisfaction.
How do you feel when you win?
And how do you feel when you
failed?
Volume

2000000
1800000
1600000
1400000
1200000
1000000
800000
600000
400000
200000
0
2000 2001 2002 2003 2004
But we’ve got only one option!
We must win.

FUCHS’ No. 1
Is there a short cut for Success?
Learn from other people’s
Successes and Failures.

No time for failure so

No need to put your self
On trial.
Why We can’t sell?
 Because customers don’t buy. Why?
 Your offer doesn’t meet their expectations.
 Too expensive?
 Poor quality?
 No OEM approval?
 Poor after-sales services
 Poor brand reputation?
 Good relationship with current supplier.
 Company policy.
 They don’t see the benefits buying from you.
 You offer what they don’t want.
 We haven’t sell yet!
What is selling?
“Sales is helping the customers to buy”

Helping them to make up his mind based upon the

satisfaction of his needs. Sales is always going for “Win -
Win” or “No Deal”. That means that it is the salespersons
responsibility to ensure that both he and the customer wins
on the deal.

If the salesperson finds that he is about to conclude a deal

where he is winning but the customer is losing, the deal
should be scrapped.
Can we sell without selling?
MAKE THEM WANT TO BUY FROM YOU!

 Be Friendly
The first step is to start from a friendly perspective by getting to know who your customers
are and what they need and want by asking questions.

 Show Empathy
Next, prove that you understand and have empathy for their concerns by echoing their
frustrations. Share a personal story of your own experience with a similar problem and tell
them how you were able to solve that problem with the product you are about to endorse.

 Be Honest
Above all, be honest. No product is perfect, so a 100% positive product endorsement will be
met with skepticism and resistance by your readers. So, be sure to point out any minor
shortfalls and limitations. Alternatively, consider comparing and contrasting two different
products to give your customers a variety of options from which to choose.
Why do people buy things?
 Needs – some things you cannot live without.
 Wants – some things you can live without.

Are we the only supplier in the market?

NO!

Why do they have to buy from us?

Why does the customer has to buy
from you?

Because you offer something different and better than your competitors.
Decision making Factors
 Emotion (Feeling)
 Design/Color/packaging
 Brand
 Personal satisfaction/Good feeling to have
 Self differentiation
 Self perception
 Reason
 Quality
 Price FIND OUT what are the key
 Services
decision factors of your customer
 Availability
 Ease of use
How the business deal is done?
This guy thought that
I think she likes me I like him. I actually
need his order.
How the business deal is done?
 Both parties get benefits.
 Customer get the good product at
the reasonable price with
additional other value added after-
sales services.
 Seller can sell product with
reasonable margin and reasonable
demanding on services.
Sales Cycle?
 How long does it take to close sales?
1 day 1 week 1 month 1 year or even longer?
 Do you know what are the factors affecting sales cycle?
 Sales Cycle?

The right strategic sales approach will help shorten the sales cycle.
Sales Funnel
Identify who is your potential customer.

Evaluate the potential size of the business.

Collect information and identify needs.

Identify benefit offering that match prospect’s needs.

Put together proposal with measurable benefits.

Present your benefits to the prospect and seek for

the agreement on the benefit. Then ask for the order.
Pareto's Principle - The 80-20 Rule

If this is true you need more prospects in your bank account.

First Meeting
 Remember First meeting is very important
 How would you like your customer to remember you is
up to how you present your self to them.
 First meeting first impression.
 Presence in the professional manner
 Dress properly
 Make the customer know that you know their business
so prepare information about your prospect business
 Sell the company first, your self as second and the
products last.
Preparation for the first meeting
with customers
 Dress properly
 Personality/professional manner
 Company profile information
 Product information/Pricing
 Application information and reference customers
 Customer business information
 Questionnaires to explore for more information
Collecting information
 Customer business
 Their success factors
 Current products in use/Price/Supplier
 Services from current supplier
 Problem issue with current product/supplier
 Customer production/machine info/application of
lubricants
 Customer’s expectation
 Customer decision making process (who is who in decision
process?)
 Customer decision factors(price/quality/service/approval?)
Understanding Customer’s needs
Understanding Customer’s Needs
 Listen carefully
 Ask questions
 Re-check/re-confirm our understanding
 Formulating the offer with customer need
 Quantify the benefits and the profit
 Re-confirm with the customer if the offer meets their
needs
 Finalize the offer
 Convince for the order
Where to find customer info
 Industrial estate office
 Survey of your territory
 Internet websites
 Newspapers/magazines
Customer Selection

You want to eat big fish or small fish?

Results of poor customer selection
 Waste time and money for account maintenance
 Poor profitability
 Lost of strategic business direction
 Stock issue, high number of SKU with small volume
and extra effort to manage
 High delivery cost
 High service cost
 Extra work load for invoicing and collecting money
cause extra operating cost  low profit less bonus
 And more..
Customer Selection Criteria
 Justifiable volume?
 Sales cycle time? Too long?
 Profitable business?
 Barriers? OEM a/pproval/very low price
 Risk of bad debt
 Fit with our strengths/expertise?
 Have resources to support the business?
 Product availability/volume/lead time?
 Customer behavior/decision criteria?
 Strategically fit? Low volume but good reference/high
profitability?
Don’t waste your time with non-target prospect!
Customer Value Metrics Criteria
High Value Customer Medium Value Customer
Willing to Pay the Price Price is important

OUR TARGET
Products & Services Needs to justify everything
Looking for continual Improvement Does not necessarily want radical
Asks not tells change.
Long term focus Will listen to opportunities but is
Has Self Evaluation Metrics Subject to the opinion of upper
Pays the Bills management
Innovative
Takes Risks
Upper Management Participation

Low Value Customer Poor Selection Customer

Price is first evaluation
Enjoys the quoting process PS
Wants all of the benefits and Price & Price Only
Is not willing to pay for any
Of the benefits just wants it all Slow Pay
What have you done for me lately Looking for the next deal
What have you done for me lately
Time Management
 You need to make sure that you spend your time wisely
each month.
 Know when to call for an order. Many customer could not
accept delivery after date 25th.
 Some festive months have less number of working days.
 Spare you time (few days/month) for surveying new
markets/prospects and make a sales call to new prospects.
Keep adding new prospects on the list.
 Collect the checks on due dates.
 You can manage some small accounts by telephone.
 Spend more time with the key accounts and less time with
small accounts but you must meet or talk to all of them
every month.
Customer Retention
Customer Retention
 Always ensure customer satisfaction
 Product quality
 On time delivery
 Consistent after-sales services
 Fast respond to customer inquiry/problem
 It is team effort activity not just sales function’s job
 It requires efficient internal communication and
cooperation.
 It is much easier to maintain and expand business with
existing customers than finding the new ones.
Why a sales rep failed to sell?
Customer Management
 Key accounts
 Team approach (sales/technical/logistic/finance)
 Face to Face meeting/visit 2 times/month
 Extra service (condition monitoring/training/joint develoment project)
 Account info update to the team
 Medium size accounts
 Sales rep as team leader with team support
 Face to Face meeting at least once a month
 Account info update as necessary
 Look for the expansion
 Small size accounts
 Sales rep and customer service rep follow up order
 A short time visit or telephone follow up
 Minimal or no on-site after-sales services
Target Management
We all expect higher income every year.
Volume

Year
Where the new volume come
from?
 Expanding: Existing customers
 Re-gain: Lost customers
 New opportunity: Prospects

It is much easier to sell more to existing accounts

Or to re-gain lost accounts than selling to the new
Prospects.

Check your bank account!

Do you have enough stock of prospect/projects?
Keep topping up the list.
Target Management
Your Growth Your new businesses
Expectation • New prospects/existing accounts/lost accounts
• Keep adding new prospects
•
Total Target

Get the top 10 projects move ahead

• Total potential net contribution of top 10 projects
must be at least 3 times larger than the gap
• Get helps from your supporters
Your Your Existing businesses
Volume •
•
Ensure your customer satisfaction
Maintain your good service
base • Monitor sales by accounts by products on
Weekly basis
• Monitor your competitor activity with your
accounts
Thank you for your attention.