The complexity of B2B and Industrial markets is increasing. Hyper-competitiveness and market concentration, together with the generational change of buyers, mean that many companies are rethinking their B2B and Industrial sales strategies. This is where the option of boosting B2B sales from a Prescription strategy arises.
We are talking about B2B prescription strategies that represent a cultural challenge for B2B or industrial companies, as they have to “go beyond” their direct clients and exert influence in their field of action. A real challenge in terms of strategy, communication and efficiency.
For all these reasons
we are not talking about an easy path, which requires a significant amount of prior reflection to avoid making mistakes. Today I am going to share 9 questions to boost your B2B sales from a Prescription strategy, which can help you start this internal design or redesign process.
They all come from my experience china phone number library as a B2B Prescription Strategy Consultant in processes and projects in sectors such as Construction or the Industrial sector. I will focus the article on them, even though prescription is a reality in many B2B sectors such as pharmaceuticals, the military, etc.
1. What is a B2B or Industrial Prescription Strategy?
3. Question 2: Who Influences Your Clients’ B2B Sales?
What is a B2B or Industrial Prescription Strategy?
A Prescription strategy in B2B or Industrial markets is a relational/commercial model that a B2B, B2B2C or B2B2B2C company adopts to improve its commercial results by exerting influence on certain players who, in turn, will exert slovakia business directory purchasing influence on the customer of its direct customer.
The complexity of these strategies lies in the connection between the network of direct and indirect clients (activated by prescription) and in the connection of the internal sales strategy and teams with
The classic model of a B2B2B2C Prescription process could be summarised in the graph below, which shows the DUAL relational impact of a company both on its Direct customer and on the one that influences its customer. It also reflects different elements of a specific value proposition for a prescriber such as training, listening, communication and tools.