Commercial Power: Acting from opportunities in the market; acting with a customer focus and affiliating with appropriate contacts.
demonstrates commercial awareness and understanding
identifies opportunities and products in the market and values the commercial potential
identifies customer needs and demands
conducts correctly uncomplicated sales meetings
acts credible and creates a good setting to convince (potential) customer to purchase
knows the market and it`s actors
creates autonomously opportunities for enhancing sales
takes financial consequences of commercial proposals into account
shows interest in the customer and knows how to bend the requirements of the customer into sales actions for the longer term
conducts sales meetings independently and uses the information to deliver an accepted sales proposal
discovers independently new sales opportunities and converses these into successful propositions
turns ideas into improved Product Market Combinations (PMC) that are well suited for the actual and future market demands
performs independently complex sales calls and convinces customers to puchase the products and / or services
takes initiative to examine the client`s situation
negotiates successfully, identifies the negotiating strategy of the partner and demonstrates adaptability
conducts an proactive commercial strategy and manages interdepartmental collaboration
affiliates and maintains relations in order to obtain sustainable customer relationship for the organization
builds and maintains proactively a divers network
utilizes customers demands and needs for development of new products or services
negotiates at high level, is able to explore various strategies in doing so
manages conflicts effectively in order to attain better results
Commercial power can be easily developed if the candidate has a more than average score (7,8,9) on the drives Ambition & challenges and Sociability & contact.
Clients have both expressed and unexpressed needs. It is often difficult to find out what those unexpressed needs are. Describe the last conversation you had with a client in which you were looking for his needs. How did it go? What did you find out?
Describe a recent situation in which you succeeded convincing others of your view despite their resistance. What were the conflicting views and interests and how did you cope with them?
When was the last time you had to convince someone? What exactly did you do?
Could you give an example of a negotiation in which you estimated the other party’s motives, wishes, or feelings wrongly? What characterizes a good salesperson, according to you? What makes you think that? Which of those traits do you have?
Promise less than you actually deliver (underpromise and overdeliver).
Ask further questions when your service is rejected.
During negotiations, try and listen carefully to both verbal and non-verbal signals in order to understand the other party’s motives and interest. Try and make use of those interests strategically.
Simulate a situation in a role play in which a tough customer asks a vague question and review your candidate’s response. Provide feedback afterwards. Does he listen well? Does he understand the customer? Does he ask further questions?
Explain the importance of knowing the customer’s expectations and the notion that it is better to promise less and to deliver more (underpromise and overdeliver).
Ask your candidate to take careful notice of another person’s verbal signals and body language while talking to him. Explain that the two may diverge - which can be of advantage to him.
Encourage your candidate to ask ‘open questions’: questions that cannot be answered with ‘yes’ or ‘no’ (and often begin with ‘who’, ‘what’, ‘where’, ‘which’, or ‘how’).
Copyright © TMA Method 1999-2019