Commercial excellence means you know your customers so well, that you fully understand them as well as their context. This allows your company to anticipate their needs and expectations. And via sales and marketing to communicate the right thing at the right time, and to show the impact and value of what you have to offer.

To achieve commercial success, it no longer suffices to promote your company. Nor to merely listen and ask questions. Buyers increasingly expect the right information at the right time. And a number of elements are important in this regard.

Commercial Excellence: really know your customer

We need to align activities to the customer’s expectations. Any contact with your company, personal or online, needs to contain the right message aligned to the customer’s readiness to buy. You can accelerate the sales process considerably by meeting their expectations with every contact.

In terms of results

It’s not about what your service or product can do, but about its value to the customer. How does it impact their organisation? What specific results can they expect?

Highest market price

A customer-oriented organisation strives for the highest market price for its products and services. But at the lowest cost from the customer’s perspective. Commercial excellence has a positive impact on your cost of sales and enables you to get results twice as fast.

How can you achieve this? You may ask yourself the following questions:

  • Do your product developers and officers understand the importance of your products and services to the customer?
  • Do they know how the customer will work differently? And what improvements he will accomplish?
  • Are all persons involved aware of how your strengths will contribute to a better result?
  • Can you say whether your products or services will give a better result than those of your competitors?
  • Do your customers recognise the link between your strengths and their accomplishments?

Becoming a customer-oriented organisation

Not every industry has noticed crucial changes in customer behaviour yet. Determine to what extent your customer target groups are already part of the experience economy. To what extent do they use the Internet and social media to inform themselves? If this is the case, follow these four steps to achieve a more customer-oriented approach:

  • Ensure that your market is segmented on the basis of equal needs and reasons to buy. So that your sales messages can be used on a wider scale and are at the same time aligned in detail to each segment’s unique character
  • Map the obstacles preventing your employees from embracing new ways of working. Also map possible motivating factors to change work patterns
  • What current processes and KPIs obstruct a more customer-oriented approach?
  • Develop and implement a change project taking into account all of the above. Take special care to implement the required changes on a human scale. And clearly communicate the benefits for each person involved so as to stimulate willingness to change.

Reach your full potential and create commercial excellence: benchmark your company against ‘Best in Class’ with our Sales Performance Benchmark


Every day we’re being confronted with increasing sales costs and margins under greater and greater pressure. In this blog, we explain why this is happening and look at the solution in detail.

Increasing sales costs and greater pressure on margins are usually the result of inadequate or non-existent internal sales training and supervision. There are also a few die-hard habits that many companies and sales reps cling on to which can cause even bigger problems for sales performance.

Directors will already be familiar with the changed buying behaviour and understand the impact it has on their sales and marketing organisation. The fact that up to 75% of decision-making criteria are influenced online means it’s important for us to allow sales to start a dialogue with customers at different times and with different messages.

If sales is forced to wait until customers are ‘ready-to-buy’ or in the quotation stage before they spring into action, it’s impossible to sell customer value, so:

  • Margins continue to fall
  • Products and services are experienced as commodities

This habit comes from:

  • Managers being mainly interested in the time frame that deals are agreed in
  • Sales who think it’s a waste of time to enter into a buying process early, and prefer to wait for ready-to-buy leads from marketing
  • Sales who are willing to start the buying process early and influence the customer, but don’t have the necessary skills and messages to appeal to customers in this early stage

The solution: do the right thing at the right time with the right person

Management behaviour and how to direct sales teams is crucial here, although that’s a separate topic just in itself. But how can we arm sales to face these new challenges?

The buying process in figure 1 shows the complete customer journey. Whether it’s for existing or new customers determines how sales deals with it.

For existing customers, sales mainly need to convey ‘why customers need to stay’

Combined with behaviour that we label as ‘account development’ rather than ‘account management’. With existing relationships, detailed knowledge of the customer and their environment provides a great opportunity for increasing the value perception, and so embedding the relationship more deeply.

For non-customers, the first question is: ‘Has the customer already decided to change?’

Has the customer not decided to change yet? Then it’s best to base your messages and interactions on breaking the status quo, and so increasing the willingness to change. Customers aren’t usually aware of what improvements are possible. Or the customer thinks the risks that come with the change look too big. Or they’re not familiar enough with exactly what’s required.

These ‘why change’ messages assume the customer’s point of view and are the best way of developing prospects. And this is where the biggest challenge is identified in terms of sales performance. Various studies and analyses of our customers show that up to 60% of opportunities simply disappear from the forecast without any decision being made by the customer. The biggest competitor isn’t another supplier, but the customers themselves simply not deciding to buy anything. So messages about how good your company and its solutions are, or the extra benefits that you can offer, won’t help stimulate the buying process.

Has the customer already decided to buy?

Then the next question is of course: who should I buy what from, and how much for? Sales responds to this with messages that underline why the customer should choose them. These ‘why us’ messages are most effective at this point in time. Most companies and a large proportion of sales reps score quite to very highly in this area.

Video shows when these three types of messages are most effective from a sales perspective

In summary, we therefore need to enable sales to convey three different types of messages convincingly according to the situation and depending on the product-market combination:

  • Why change
  • Why choose us
  • Why stay with us
Sales Performance Benchmark

Sales Performance Benchmark

How much do your sales convey these three sets of messages?
And to what extent can they discuss them with the customer at the right time?
Compare your sales performance and customer orientation with best in class companies.


The advent of social media has given consumers a more powerful voice. Even though we’ve already known this for some time, it’s difficult to lose old habits, as Telenet discovered with its iPad campaign. The Facebook group criticizing this campaign now has 150,000 likes, which is much greater than the number of new customers Telenet will attract with a free iPad mini.

It proves that marketing communication has, despite everything, not been adapted sufficiently to suit the better informed and more involved customer of today. Telenet must now lie in the bed it has made for itself, but it could have happened to many others too. What three mistakes were made here?

Firstly, working with temporary campaigns is becoming less and less effective. In a saturated market with subscribers for an indefinite period, it comes down to the fact that your customer will also look at what’s on offer from your competitors, who are also trying to win regular customers with even stronger promotions. This results in smaller margins and there are no winners, except for the occasional individual who is happy with a new iPad.

Secondly, it appears that Telenet has too many latent unsatisfied customers who don’t fully realize their service provider’s added value. This is remarkable, particularly because the launch of King and Kong was otherwise a masterful success. The technical specs of what Telenet is offering are certainly not inferior, but customers apparently prefer an iPad mini to the ‘Internet 120’ from Telenet (because it’s easy to imagine what you can do with an iPad mini, but not why you’d need 120 mbps).

Finally, the customer is not central to the external communication. Otherwise you wouldn’t run campaigns that give new customers a very nice gift and existing customers simply nothing. Perhaps Telenet has to consider building up a community of customers and communicating in a language that a standard customer can understand (translate ‘Internet 120’ into the number of users that can surf simultaneously without experiencing any delay). Members of the community could also be tempted with gifts, of course: find a new quad-play customer and you receive credits for buying music online, or get two new customers for a smartphone, or three new customers for a tablet, for example.