making the sale professional selling presentation

h27311557 20 views 20 slides Aug 14, 2024
Slide 1
Slide 1 of 20
Slide 1
1
Slide 2
2
Slide 3
3
Slide 4
4
Slide 5
5
Slide 6
6
Slide 7
7
Slide 8
8
Slide 9
9
Slide 10
10
Slide 11
11
Slide 12
12
Slide 13
13
Slide 14
14
Slide 15
15
Slide 16
16
Slide 17
17
Slide 18
18
Slide 19
19
Slide 20
20

About This Presentation

this is the presentation of making the sale professional selling


Slide Content

Part 3 “Making the Sale” Professional Selling Presentation

Introduction – Setting the Stage Welcome to Ceridian Leading provider of Human Capital Management (HCM) software. Industry: Human Capital Management (HCM) Software. Customer Account: Metro Inc., a prominent Canadian food retailer.

Getting Information: The Opening

Rapport Building Shared Commitment to Sustainability Ceridian and Metro Inc. Both prioritize sustainable business practices. Recognition of Metro Inc.’s Industry Leadership Celebrating Metro Inc.’s commitment to innovation and community involvement.

Establishing Credibility Ceridian’s Market Position A leader in HCM solutions, recognized for innovation.
Innovations and Customer Satisfaction High rates of customer satisfaction and industry awards.

Presentation Agenda and Objective Agenda for Today’s Meeting Detailed overview of Dayforce features and benefits. Objective: To secure a partnership with Metro Inc. Implementing Dayforce to enhance HR operations.

Valid Business Reason (VBR) Enhancing Operational Efficiency
Streamlining HR processes with Dayforce.
Improving Employee Engagement at Metro Inc.
Tools and strategies to boost employee satisfaction.

The Solution: Giving Information

ADAPT Questioning Interactive Q&A “Considering the geographical diversity of Metro Inc., what are the primary challenges in managing employee data across various locations?”
“Could you elaborate on how you currently manage compliance with different regional labor laws and the challenges involved?” Engagement with Decision-Makers Encourage detailed responses to understand underlying issues comprehensively.

Confirmation of Needs Identified Challenges Challenges in handling employee information in different legal systems.
The compliance risks arising from different labor laws. Dayforce Solutions Centralization of employee data in one intuitive system.
Automatic updates for compliance regulations based on location.

Value Proposition Operational Streamlining Enhanced Decision-Making Simplify HR operations across multiple locations, enhancing system-wide coherence. Empower management with real-time data for proactive decision-making.

Features & Benefits Real-Time Data Access Instant access to employee data facilitates timely and informed decisions. Labor Compliance Tools Automated tools ensure ongoing compliance with evolving labor laws. Tangible Benefits for Metro Inc. Operational cost reductions and improvements in employee satisfaction.

SPES Framework for the Dayforce

The Close: Getting Commitment

Manage Sales Resistance Anticipate Objections Regulations and costs, implementation issues, and ROI. Preparation for Responses In-depth cost and benefit comparison, examples of how integration ease has been achieved, and well-defined ROI expectations.

LAARC Method

Proposed plan The proposal is to conduct a pilot to demonstrate Dayforce HCM’s value in a small setting, allowing for a better understanding of its potential for business transformation, and to proceed with activities to meet and exceed expectations.

Attempt to Close Call to Action Encourage decision-makers to take the next step towards implementing Dayforce.

Conclusion “Dayforce is designed to transform Metro Inc.’s HR operations by centralizing management across all locations, which significantly enhances efficiency. The system provides real-time data access for informed and swift decision-making, while its automated compliance tools ensure ongoing adherence to varied labor laws, reducing compliance risks. Together, these features drive substantial cost savings and operational improvements, setting Metro Inc. Up for continued success.” Final Call to Action “Embrace the future of HR with Dayforce. Now it is necessary to advance towards the creation of the strategic partnership that will enhance the operating efficiency and the quality of the satisfaction of the staff. Are we ready to take this step today?”

References Market Research Future. (2022). Human Capital Management Market. Retrieved from Market Research Future Metro Inc. (2022). Corporate Information. Retrieved from Metro Inc. Workday. (2022). Product Overview. Retrieved from Workday SAP SuccessFactors . (2022). Product Information. Retrieved from SAP SuccessFactors ADP. (2022). Company Overview. Retrieved from ADP Statistics Canada. (2020). North American Industry Classification System (NAICS). Retrieved from Statistics Canada Dayforce. (2022). Dayforce Leadership. Retrieved from Dayforce Bloomberg. (2022). David Ossip . Retrieved from Bloomberg Cartwright, S., Davies, I. And Archer-Brown, C. 2021, ‘Managing relationships on social media in business-to-business organisations’, Journal of Business Research, vol. 125, pp. 120-134. Enyinda , C.I., Opute , A.P., Fadahunsi , A. And Mbah , C.H. 2020, ‘Marketing-sales-service interface and social media marketing influence on B2B sales process’, Journal of Business and Industrial Marketing, vol. 36, no. 6, pp. 990-1009. Felix, R., Rauschnabel , P.A. and Hinsch , C. 2017, ‘Elements of strategic social media marketing: A holistic framework’, Journal of Business Research, vol. 70, pp. 118-126. Hawaldar , I.T., Ullal , M.S., Sarea , A., Mathukutti , R.T. and Joseph, N. 2022, ‘The Study on Digital Marketing Influences on Sales for B2B Start-Ups in South Asia’, Journal of Open Innovation: Technology, Market, and Complexity, vol. 8, no. 1. Hogevold , N.M., Rodriguez, R., Svensson , G. And Roberts-Lombard, M. 2022, ‘Organisational and environmental indicators of B2B sales performance’, Marketing Intelligence and Planning, vol. 40, no. 1, pp. 33-56. Koponen , J., Julkunen , S. And Asai , A. 2019, ‘Sales communication competence in international B2B solution selling’, Industrial Marketing Management, vol. 82, pp. 238-252. Mai, E.S. and Liao, Y. 2021, ‘The interplay of word-of-mouth and customer value on B2B sales performance in a digital platform: an expectancy value theory perspective’, Journal of Business and Industrial Marketing, vol. 37, no. 7, pp. 1389-1401. Ogilvie, J., Agnihotri , R., Rapp, A. And Trainor, K. 2018, ‘Social media technology use and salesperson performance: A two study examination of the role of salesperson behaviors, characteristics, and training’, Industrial Marketing Management, vol. 75, pp. 55-65. Opute , A.P. 2017, ‘Exploring personality, identity and self-concept among young consumers’, in Young consumer behaviour, Routledge, pp. 79-97. Rodrigues, G.P., Takahashi, A.R.W. and Prado, P.H.M.H. 2021, ‘The use of social media in the B2B sales process: a meta synthesis’, RAUSP Management Journal, vol. 56, pp. 9-23. Rodriguez, R., Roberts-Lombard, M., Hogevold , N.M. and Svensson , G. 2022, ‘Organisational and environmental indicators of B2B sellers’ sales performance in services firms’, European Business Review, vol. 34, no. 4, pp. 578-602.  
Tags