Consultative selling. Use 12 strategies for a Customer-driven sales process. BEFORE THE SALE, focus on the ENGAGEMENT: research the organization, explore the possibilities, vision the success, and elevate the conversation. DURING THE SALE, the walls are up, but the following strategies will help to WIN: discover the drivers, align the teams, position the fit, and differentiate the value. AFTER THE SALE, the GROW potential is right in front of you. Go and get it by applying these strategies: realize the value, validate the Impact, adapt the approach, and expand the relationship.

Go-to-Market strategy. Use the tool to recognize the full range of both rational and emotional factors behind your customer business purchases and tailor accordingly the value proposition. Understand the spectrum of your customer priorities and identify the gaps between your self-assessment and customer opinions of the overall experience of buying and using your offering. Do you know within what value categories you play: table stakes, functional, ease of doing business, individual, and/or inspirational?

Go-to-Market strategy. Understand deeper aspirations behind consumers’ purchasing decisions. The tool helps to identify opportunities to achieve stronger customer loyalty, and greater consumer willingness to pay the premium and try a particular brand. See what matters most to your customers, so you know where to focus your product/service strategy. Find out, how many value elements your products deliver and what customer needs categories they address: functional, emotional, life-changing, social impact category, or several.

Product development. Use the tool to create profitable products or services that have delightful features for your customers. Management and product development teams should employ it when making product development and feature prioritization decisions whether improving existing products, creating new features, or inventing new products. Find out what effect on customer satisfaction your product attributes deliver: must-be, performance, attractive, indifferent, or reverse.

Strategy. Excellent framework to evaluate product-market opportunities and strategic options. The model covers 5 components of business strategy: product/market scope, growth vector, competitive advantage, synergy, and make or buy. Analyze your current scope of products and markets to make sure your company remains competitive and profitable in the future.

Customer perspective. Organization. See aggregate financial consequences of non-financial measures that drive long-term financial success. Get a clear understanding of: What is important for your shareholders? How do customers perceive you? Which internal processes can add value? Are you innovative and ready for the future? Description goes here

Strategy. An essential and very useful exercise early in the strategy process. How are you outperforming others: via cost leadership, differentiation, or focus? To get a complete picture, use this model with cost price, competitive differentiation, competitive forces, and value chain analyses. Having established your business's current position, take appropriate steps to maintain or improve it.

Strategy. Determine priorities in your product portfolio. Do you have a portfolio of products that contains both high-growth products requiring cash inputs and low-growth products that generate excess cash? Make sure to use the model in conjunction with other models before determining strategies for a portfolio of products.

Strategy. Deceptively simple, yet far more complex than at first sight. Measure strengths and weaknesses through the Benchmarking model. When identifying opportunities and threats, would be wise to use PESTEL and Porter’s 5-Forces frameworks. Classify both opportunities and threats according to their potential impact and actual probability. Scenario planning can help to prepare for future threats.

Competitive analysis. Has the relative attractiveness of your industry changed? Use the model as part of the strategy development process to identify and structure your competitive playing field. In addition, check your organization’s intrinsic strengths and ability to develop the competencies in-house, independently of the external forces, if you wish to become more proactive.

Strategy. Make smart decisions when deliberating what new opportunities your company should prioritize. The model helps to simplify a complex situation. Compare the relative market attractiveness (MA) of a business activity/product market with the business attractiveness (BA) determined by your ability to operate in the product market. Use the model in combination with Porter’s Five Forces analysis and the BCG matrix.

Strategy. Stimulate the minds of the management team by defining the core competencies via thinking about the company’s strengths and capabilities that set you apart from the competition. Don’t mix up with the core products. Instead, empowered by foresight thinking, focus on the underlying functionalities of the core products and services! Are the core competencies unique and inimitable?

Organization. Before implementing a new strategy, assess the viability of the strategic plan by reviewing the organization’s ability to succeed at the proposed strategy. In addition to the typical framework application, construct a matrix to identify conflicts and possible solutions on combinations of S. See whether adjustments in the strategy or in the organization are needed to successfully implement the strategy.

People. Organization. Who is leading the change in your organization? Use the model if you are attempting the change effort to prevent making the ‘usual mistakes.’ Stay in the sequence in the 8 phases of change. Essentially, management sets the change processes that keep a complex system of people and technology running smoothly. But, the key to success is leading the change.

People. Whether dealing locally, nationally, or internationally, review your stakeholder map thoroughly: employees, business partners, customers, suppliers, etc. See how you can use the model to better understand your employees, improve employed management methods, and increase employee engagement, loyalty, productivity, and success. Assess and align accordingly company’s communication and processes.

People. How full is your team’s agenda, and how good is the team at determining priorities? The most important is knowing what is not important and doing the right things right on time. Many important things do not have to be done right now. Use the model to train your team by themselves to prioritize so that the business brings joy to everyone on your team.

People. Build a highly effective team by enabling them to practice the core habits. First, people on your team have to develop the habits of being proactive, beginning with the end in mind, and putting first things first. They will learn how to take full control, stay disciplined, and focused. Next, increase the effectiveness through others by thinking win-win, first understand - then be understood, synergizing, and continuous learning.

People. Organization. Is your company facing the change? Bring order to the relevant forces in the organizational change process! This model will help to understand the necessary elements and structure of a change process. The key to success is the leader's ability to create awareness of the necessity and the vision, deliver early proof of success, acquire proper resources, and set effective systems and efficient structures.

Customer focus. Consider the scope of potential customers via the Customer pyramid and 80/20 rule. Your customer will have a perception of being recognized promptly and serviced appropriately through multiple integrated interfaces if employed 1) a customer-driven, outside-in marketing strategy, 2) superior operations, systems, and procedures supporting customer interface, and 3) customer-focused values and culture.

Customer focus. Use the model to understand and improve service delivery by assessing or auditing your organization's service performance and capabilities. This tool accounts for key concepts, strategies, and decisions enabling a comprehensive examination of all factors that influence service quality. Which of the Gaps hinders your success: the customer gap, or one (perhaps even a few) of the provider gaps? The gaps can be minimized and closed with a help of correctly chosen strategies.

Processes. Customer satisfaction is the essential goal. Use the tool when working on your marketing strategy. The Marketing mix will help develop a package that satisfies customers’ needs within the target markets as well as maximize your organization’s performance. Remember for services to include: people, physical evidence, and process. Also, address the marketing environment: political, economic, technological, regulatory, competitive, and societal forces.

Processes. It is the basis for the analysis and evaluation of software applications and organizational improvements. At what stage is your company: Initial, repeatable, defined, managed, or optimized? For effective organizational improvements use it with additional models and insights.

Processes. We know it is difficult and many do not see the effect. Yet, you must have a continuous benchmarking system in place. When executed correctly, it will provide not only comparative data that can trigger the need for improvement, but more importantly, highlight new improvement opportunities and solutions to problems. The competition is not going to stand still!

Processes. Use the model to make smart decisions in purchasing management by optimizing the trade-off between cost and risk. Two basic dimensions, impact on financial results and supply risk/uncertainty, generate differentiation into four categories of products to guide purchasing decisions. The model is relatively easy to implement and can significantly impact the financial results.