Internal Selling: “Putting Theory Into Practice”
Mental Model:
As mentioned by John Bradley Jackson, “internal selling can be the hardest sale”. A salesperson might feel that convincing the customers and winning the deal is the end to it, but that is not true. Convincing the people within the organization and specially the higher management is a tougher job to do. There is resistance and inflexibility to change. The internal sales cycle is almost similar to the process of selling to the end customers. A salesperson has to understand the process, his role in it and then communicate everything to everyone (From John Bradley Jackson). After studying the course “Internal Selling”, I have understood the importance of selling within the organization. Like a ray of white light consists of all the colors, behind any decision in a company, there are different persons involved. These people have different ideologies, mental models, constraints and resistances. To be a successful internal seller, one has to accept this fact and be adaptable to apply different approaches to convince these people with the help of three types of selling skills: strategic, tactical and self-management. Thus he will be able to network and effectively implement any idea or plan internally.
Executive Summary:
This report talks about the Super-Ware case and tries to analyze how different internal selling concepts can be used in such a scenario in real life. There are two challenges here. The first one is to win over the customer Australian Home and the second one is to convince the people within the organization to agree to the demands of Australian Home. SPIN selling techniques can be used to convince Australian Home. For the second part, six stage internal sell process is explained. For each of the stages, relevant theories and concepts have been used. The final goal is to convince both the companies to strike a deal so that a long term good business relationship can be started.
Putting Theory into Practice:
I will consider the “Super
As mentioned by John Bradley Jackson, “internal selling can be the hardest sale”. A salesperson might feel that convincing the customers and winning the deal is the end to it, but that is not true. Convincing the people within the organization and specially the higher management is a tougher job to do. There is resistance and inflexibility to change. The internal sales cycle is almost similar to the process of selling to the end customers. A salesperson has to understand the process, his role in it and then communicate everything to everyone (From John Bradley Jackson). After studying the course “Internal Selling”, I have understood the importance of selling within the organization. Like a ray of white light consists of all the colors, behind any decision in a company, there are different persons involved. These people have different ideologies, mental models, constraints and resistances. To be a successful internal seller, one has to accept this fact and be adaptable to apply different approaches to convince these people with the help of three types of selling skills: strategic, tactical and self-management. Thus he will be able to network and effectively implement any idea or plan internally.
Executive Summary:
This report talks about the Super-Ware case and tries to analyze how different internal selling concepts can be used in such a scenario in real life. There are two challenges here. The first one is to win over the customer Australian Home and the second one is to convince the people within the organization to agree to the demands of Australian Home. SPIN selling techniques can be used to convince Australian Home. For the second part, six stage internal sell process is explained. For each of the stages, relevant theories and concepts have been used. The final goal is to convince both the companies to strike a deal so that a long term good business relationship can be started.
Putting Theory into Practice:
I will consider the “Super
References: • John Bradley Jackson, “Internal Selling Can Be The Hardest Sale” • Rackham, 1987, SPIN Selling Technique • Spiro, & Weitz, 1990, Adaptive Selling • Jennifer McFarland, 2001, “The Inside Sales Job” • Friesen, M.E., 1998, “The Internal Sell Process” • E. Berne, 1986, Transactional Analysis • Peter Senge, Ladder of Inference • Brandenburger and Barry, 1996, Co-opetition • Argyris, 1976, Double Loop Learning