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    Today’s sales and marketing executives, face unparalleled challenges in modern times. They are bewildered at the state of the international and domestic economy that is staggering from the effects of the worst depression since the Great Depression of late 1920’s due to pandemic outbreak and relentless global competition that seems hell-bent on protectionism and selling cheaper goods or services. This has forced today’s leaders challenge their value propositions and revise over their go-to-market strategies. For this reason value-added or consultative selling is ruling the boardroom discussions to win customers and maximize profits. But this is not one size which will fit all. Some organisations lack the value-added resources, some may lack the motivation, and some may be simply devoid of knowledge and skill. The companies who have innovated themselves to embrace a lean business model and are in position to enjoy operational efficiency, the groundwork has been laid for them to Value-Added sales strategy. They have an edge to aggressively compete and profitably in their markets. They can watchfully grow the top line, increase their market share, and guard their bottom line.

    Measuring the Market on Value-Add

    It is extremely dismal to find, B2B sales rep struggling to talk about business issues apart from their comfort zone of their product features, knowing very much that an average B2B buyer regards a sales reps business knowledge as more valuable than his generic sales pitch. As per Sales Benchmark Index report, on average 87% of the revenues in B2B sales environments are generated by just 13% of the resources, which is widening the gap between the best and the rest. Therefore, knowledge and value based go-to-market strategy is one of the most preferred ways companies are trying to compete in the industry. Lean operating philosophy is sine qua non for subscribing to a value-added go-to-market strategy. The philosophy dares its proponents with hard questions like:

    • Do you understand the real substance of VALUE?
    • Do you really add value? How do you know that?
    • How do you measure value?
    • Whose notion of value — yours or the customer’s — do you sell?
    • Can you be compensated equitably for this value generated in the market?
    • How unique is your value?
    • How well do you communicate your value in our customer messaging?

    Let’s find and analyze answers to these questions in the below sections and with a bit of intrapersonal communication.

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