Commercial Power

Acting from opportunities in the market; acting with a customer focus and affiliating with appropriate contacts.

demonstrates commercial awareness and understanding
discovers opportunities and products in the market and values the commercial potential
identifies customer needs and demands
conducts uncomplicated sales meetings in a correct manner
is trustworthy and creates a good setting to convince (potential) customers to purchase

knows the market and market players
creates opportunities for enhancing sales himself/herself
takes financial consequences of commercial proposals into account
shows interest in the customer and knows how to convert the requirements of the customer into sales actions for the longer term
conducts sales meetings independently and uses the information to come up with sales proposal that will be accepted

independently discovers 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
makes complex sales calls independently and convinces customers to puchase the products and / or services
takes initiative to analyze the client`s situation
negotiates successfully, identifies the negotiating strategy of the partner and demonstrates adaptability

pursues a proactive commercial strategy and coordinates its implementation between different departments of the organization
establishes and maintains long-term relations with top customers and uses them for the advantage of the organization
actively builds and maintains a diverse network
translates customers' needs and demands into the development of new products or services
negotiates at high level, is able to explore various strategies in doing so
doesn't avois conflicts but can handle them to achieve 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 to 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 concept 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 1999-2024
TMA Logo Google Play Logo
A new version of this app is available. Update