Art of Sales

The PTCL Learning Workbook

NEXT Generation Business Leader

Revenue & Profitability Management
[Product / Service wise sales expense, OPEX, Cost of Doing Business etc.]

Sales Management
[Target Market, Product & Services, Competitor analysis, Target Management etc.]
Service Provisioning
[Order details, Prioritization (new customer, add. subscription etc.)]

Documentation / Governance
[Network Diagrams, civil works etc.]
Leadership / People Management
[Direction, Engagement & Development etc.]

Uninterrupted Service
[Preventive & Corrective Maintenance, Repeat Faults etc.]

Business Leader
Role
Up keeping Company Assets
[Assets, Building, Exchange etc.]
Technology/Systems Operations
[IT, CRM, PCRM etc.]
Disconnection / Reconnection Management
[Policy & Process compliance etc.]

Quality Compliance
[As per defined standards etc.]
Store Management
[Stock Planning, Stock in / Stock out, Record Updation, Audit etc.]
Customer Bills Management
[Bill generation, Delivery, Paid, Unpaid, Analysis etc.]

Art of Sales Learning Objectives

After going through this module the participants will be able to:
Understand customer segmentation techniques, identify existing and potential target market in the
assigned territory and its needs.
Develop general awareness of end to end Commercial Cycle.
Build an in-depth knowledge of PTCLs all current and upcoming products & services.
Carry out a comprehensive competitor analysis for identifying business growth opportunities.
Understand & leverage sales channels for effective implementation of sales plan.
Optimally utilize & monitor team for sales target management.

The Business Landscape

Business Landscape

No. of Household
No. of Residential Buildings
No. of Shops
No. of Commercial Centers
No. of Offices

Plotting of Area & Resources on

Map
Exchanges
DCs
DPs
Filed Staff

PTCL & Competitors Working

Connections
Competitors Offerings
Competitors Capacity
Competitors Capability (Data Rates
being Offered by Competitors)
Comparison of Customer Services

Potential

Competition

Resources

Capability
Product Knowledge
Knowledge of Saleable Capacity
DP wise Data Rate Capability
(Maximum Data Rate which can
be offered)
Service Provisioning Lead time

Business Landscape
1. Existing Product Portfolio

Landline

The primary product of

PTCL which forms basis
for other products such as
broadband and smart TV.
Economical call rates,
voice clarity, and largest
network spread across the
country

Broadband

Provides data
connectivity to
customers
starting from
1Mbps up to
100Mbps speed.

Smart TV

140 + live TV
channels and over
2000
hours
of
entertainment
content
Smart TV Application
is an OTT based
application available
on subscribers smart
phones,
iPads/tablets,
and
laptops.

EVO

Based
on
the
Evolution-Data
Optimized (EVDO)
technology used to
provide high-speed
wireless
internet
access over a wide
area
Comprises
of
products such as
EVO
3.1
USB,
Wingle 9.1 USB and
Wingle 9.1 Nitro
Cloud.

CharJi

CharJi is the next

generation
LTE
Wireless broadband
technology capable
of delivering speeds
of up to 36 Mbps on
downlink and 18
Mbps on uplink
CharJi is offered
through
the
following devices:
>CharJi
Wingle,
>CharJi
Cloud,
>CharJi EVO Tab

Business Landscape
2. PTCL Customer Base
Number of complaints during last month (product wise) to determine whether PTCL has happy or unhappy
customers in specific area; retention efforts can be properly directed

Customer Segments, i.e. High value, Medium Value, Low value

PTCL Product-wise penetration in area

Total number of
PTCL users
PSTN:
BB:
Smart TV:
EVO

Existing installed
capacity
PSTN:
BB:
Smart TV:

No. of complaints
during last month
PSTN:
BB:
Smart TV:

Customer
Segments
High value,
Medium value,
or Low value,

Product wise
penetration
PSTN: x%
BB: x%
Smart TV: x%
EVO: x%

Business Landscape
3. The competitors
Determine total customers availing competitors services
Customer Segments, i.e. High value, Medium Value, Low value
Competitors product-wise penetration in area

Total number of
competitor users

Voice:
Data:
Content:

Customer Segments

High value, Medium

value, or Low value

Product wise
penetration

Best feature of
competitors
product/service

Voice: x%
Data: x%
Content: x%
Other services: x%

Business Landscape
4. Understand the untapped market:

Determine total number of houses that remain untapped in specific area where neither PTCL nor
competitor has provided services
Customer segments, i.e. High value, Medium Value, Low value
Map PTCL capacity against untapped customers

Total number of untapped

households
Insert number

Customer
Segments
High value, Medium
value, or Low value

PTCL unutilized
capacity in area
PSTN: x%
BB: x%
Smart TV: x%

Requirement for new

network element
Insert element

Business Landscape
5. Undertake a SWOT Analysis

Conduct a survey
Gauge if competitors customers are dissatisfied with their service; attract them to your network
If competitors customers are satisfied, what are the service attributes that customer values most

Map PTCL network & service strengths against competitors weaknesses

Resultantly acquire competitors customers

Capitalize on PTCL products Unique Selling Proposition (USP)

Resultantly acquire untapped market

Identify PTCL opportunities and make plan ahead to convert them into your strengths
10

From Prospect to Customer

11

Identify the Segments

Market segmentation is
a marketing strategy which involves
dividing a broad target market into
subsets of consumers, businesses, or
countries that have, or are perceived
to have, common needs.

And then designing and implementing

strategies to target their needs and
desires.

12

Types of Market Segmentation

13

Identifying the Target Market

A target market is the market

segment a company wants to sell its
products and services to, and it

Smaller versus larger segments

Segment Size
& Growth
Growth potential

includes a targeted set

of customers for whom it directs
its marketing and sales efforts.

Competition
Segment
Structural
Attractiveness

Substitute products

Power of buyers
Competitive advantage

Company
Objectives &
Resources

Availability of resources
Consistent with company objectives
14

From Prospect to Customer-Conversion Process

The Sales Ladder
CUSTOMER

Repurchase

Satisfaction

Action

Conviction

Desire

Interest

Steps of
Selling
Repurchase
Servicing
Negotiating and
Closing

Repurchase
Implementation
Resolution of
Concerns

Advertising
Repurchase

CUSTOMER

Reinforce and
Remind
Adoption

Presenting
Generating
Solutions

Evaluation of
Alternatives

Identifying
Problems
Prospecting

Attention

Rackman

Induce Trial

Communicate
Information
Recognition
Of Needs

Create
Awareness

PROSPECT

PROSPECT

Sources: Gerald L. Manning and Barry L. Reece. 1990. Selling Today: A Personal Approach. Boston: Allyn and
Bacon; Neil Rackham. 1989. Major Account Selling Strategies. New York: McGraw Hill.
15

From Prospect to Customer-The Funnel

Prospecting &
Qualifying

Pre- Approach

Approach

Presentation &
Demonstration

Identify qualified
potential customers

Learn as much as
possible about
customer

Make a relationship

Tell the product story &

focus on customer benefits

Handling
Objections

Closing

Follow-Up

To insure customer
satisfaction & repeat business

Overcome customer
objections

Ask for an
order
16

From Prospect to Customer-The Funnel

Objectives of the selling process
Stage

Objectives

Comments

1. Prospecting

Search for quality prospects

Start of the selling process; prospects produced

through advertising, referrals and cold canvassing

Pre- Approach

Gather information and decide how to approach the

prospect

Information sources include personal observation,

other customers and own sales people

Approach

Gain prospects attention, stimulate interest and

make transition of the presentation

First impression is critical; gain attention and

interest through reference to common
acquaintances, a referral or product demonstration

Presentation

Begin converting a prospect into a customer by

creating a desire for the product or service

Different presentation formats are possible; however,

involving the customer in the product or service through
attention to particular needs is critical; important to deal
professionally and ethically with prospect skepticism,
indifference, or objections

Close

Obtain a purchase commitment from the prospect

and create a customer

Salesperson asks for the purchase; different

approaches include the trial close and assumptive
close

Follow-up

Ensure that the customer is satisfied with the

product or service

Resolve any problems faced by the customer to

ensure customer satisfaction and future sales
possibilities
17

Creating Attention, Interest & Desire

The Strategy of using different messages to communicate to

different groups is called Positioning.

Step 1.
Identifying Possible
Competitive Advantages:
Competitive
Differentiation.

Step 2.
Selecting the Right
Competitive Advantage:
Unique Selling Proposition
(USP).

Step 3.
Communicating and
Delivering the Chosen
Position.

18

Creating Attention, Interest & Desire

Which Differences to Promote?

Customer
Delight

Distinctive

Preemptive

Superior

Affordable

Communicable
to customers

Profitable

19

From Prospect to Customer-Understand the Types

Decided customer: has a definite

need, may already know exactly what he
or she wants to buy.

Walk-in: a customer who comes

without an appointment, to make a
purchase or place an order, rather
than using the telephone or
internet.

Foot traffic: collectively, the people who

come into a retail store who may or may
not make a purchase.

Undecided customer: has a need,

but has not determined exactly what
he or she wants.

Browser: may be looking for an idea

or a bargain, not interested in pressure
for a sale, may be a potential customer,
hardest to sell to.

20

Approaching the Customer

Adopt multiple Sales channels for different types of customers

Internet

Smart
Shops

Call
Centre

Exchanges

Affinity
Partners

Third
Party
Retailers

ONE 2
ONE
(EIS)

FSAs

Agents

Key
Account
Managers
Direct channels
Indirect channels

Consumer Customers

Broadband
SmartTV

CharJi

PSTN

Business
Customers

Corporate
Customer
s

EVO

21

Three Pillars of Channel Strategy

Approach

Customer Value
1

Understand who are the profitable customers, and

how to define profitability
How to calculate the value of the customer?
What are the preferred channels for valuable customers?

Channel
Strategy

Channel Mix

Channel Performance

Understand how to optimize the

channel mix

Understand what are the highest performing channels,

and how to manage them at best

How to calculate channel profitability?

What to take into consideration in channel mix?
How to optimize the channel mix?

How to identify the most profitable channels?

How to improve channel profitability by optimizing
the compensation scheme?

22

Customer Value
Customer revenue vs. margin

Understanding customers value

(CV) is the first step of a solid
channel
strategy.

Ultra
High Value
High Value
Medium Value

Low Value

Los

% Customers

% Revenue

% Contribution s
margin

Customer value differs

notably depending
whether revenue or margin
is used
By using Average Revenue Per User (ARPU) as a proxy for customer value the notion of
unprofitable customers is disabled.

23

Understanding Channel Performance

100%
1%
14%

Contribution margin

22%

-2%

11%

-6%
10%

37%

50%

21% of customer base

-8% of Contribution margin

33%

18%
19%

6%

10% of customer base

51% of Contribution margin

32%

4%

50%

100%

Customers

Contribution margin should include only costs attributable directly to the customer, as cost allocation will distort
the results.

Margin based calculations gives a different view from customers breakdown charts and
provides an analytical base to select channels
24

Understanding Channel Performance

Acquisition costs can strongly diverge among channels and over time, driven by the different commercial
frameworks agreed
Example: The cost of acquiring the same customer on the same tariff
with same usage across channels
EUR

Revenueshare
Channel1
Channel2
Channel3
Channel4
Channel5

Loyalty payment

Channel6
Channel7

205% difference inthe

acquisition cost of the
same customer

Contribution excl SAC and retention

Higher compensation can be justified, if the

channel takes part of the churn risk and/or
provides more profitablecustomers

Upfront SAC

Some channels prefer to get the

wholecompensation upfront

Time

The acquisition costs vary widely across channels

The perception of the value of the client for a channel varies in function of the time
horizon applied.
25

PTCL Sales Channel Mix

Sales Channel

Products currently being sold

Walk In (Exchange)

LL, BB, Smart TV

Walk In (*S.S./Ufone)

LL, BB, Smart TV, EVO

Phone In

LL, BB, Smart TV

Corporate contact Center

EVO

EIS

LL, BB, Smart TV

FSA/ Direct Sales Channel

LL, BB, Smart TV, EVO

3rd Party/Retailers/Distributor

LL, BB, Smart TV, EVO

PTCL Website

LL, BB, Smart TV, EVO

Social Media

LL, BB, Smart TV, EVO

SMS

LL, BB, Smart TV

E-commerce

EVO

*Smart Shop/Ufone franchise

26

Channel Strategy - Conclusions

Telecom operators continuously assess and develop channel
strategy to proactively control distribution of sales budget, new
products and services and target certain segments

Channel strategy benefits are "increased profitability" and / or

"customer growth"
New products / services must be pushed through specific channels
Gross adds per segment must be proactively steered to maximize customer value /
CLV
ROI of sales budget can be significantly improved through optimisation of CTC and
increased lifetime
Large operators are expanding direct sales in order to decrease
cost to connect and increase control over customer relationship

Emerging channels can dramatically change the market

Internet drastically reduces acquisition cost
Customer care costs and expectations are dramatically changed
Discount market will drastically reduce prices and commoditize consumer market
27

Challenge to a Business Manager

What is the optimum mix of channels and capacity utilization (Direct

Vs. Indirect, generalist vs. specialist)?
How can we improve performance and profitability of channels?

What channels should be grown vs. milked vs. divested?

Key questions to be
answered for Operators
channel strategy

What is the role of each channel and in particular of the Operator

stores?
What product mix should be distributed through each Channel.

How can we minimise channel conflict?

How can channel incentives be structured to fit with Operators
strategy?

28

Target Management

29

Business KPIs

Wireline

Order Verification
&
Provisioning

Installation

Subscriber
Database

Channel

30

Order
Order is the first engagement with a potential subscriber / customer.
A customers demand is considered as ORDER if and when

Customer has
been engaged and
pitched for any or
all of ptcl
products

Order form has

been filled and
signed off by
customer

Up front charges
has been
deposited by
customer and
receipt issued
clearly describing

Order has been

booked in system
and a unique
ORDER ID has
been created

Unique Order ID
has channel ID as
prefix

Products & Services orders

Upfront payment made
First bill amount
TAT for execution
Device Handed Over

31

Verification & Provisioning

Customer has been successfully

contacted/ engaged as per SOP

Resource confirmation and

feasibility

Customer has CONFIRMED order

of all products & services
mentioned in ORDER

Provisioning is processed in
system for installation and
forwarded to operations team for
execution

Operations has confirmed

possibility of installation of all
products & services mentioned in
ORDER

Source of order is masked to

avoid swapping of distributor
orders

32

Installation

Order has been executed and all products

and services ordered by the customer are
being provided and working.
Generated revenue by any activity from
their products and services
Out going on net/off net/IDD voice call
provided call is completed successfully.
Out going on net/off net/IDD with
successful completion. BB/3G/ LTE data
session
Customers have CONFIRMED activation
and working of all ordered products and
services up tp satisfaction.

33

Subscriber Database

Installation of all products and services ordered

has been confirmed in system
Bill has been generated for all products and
services installed

Bill has been PAID for all products and services

installed
All subscribers qualifying above criteria are part
of subscriber database

34

The Sales Metrics That Matter

Pipeline

People

Process
Pipeline

Its not just

the # of
Sales, its
how theyre
moving

Its not just

how theyve
done, its
how theyre
going to do

Its not just

having a
process, its
making sure
its followed
Process

Total value
vs. velocity

Quota vs.
scorecard

People

Data entry vs
data accuracy

35

Target Monitoring Techniques

Top sellers plan their work, work their plan, and consistently achieve stellar sales results

Based on the bi-annual goals, create daily sales targets for

the team; communicate these expectations to your team and
ask for any support they require from you

Monitor daily target goals for each team member

Make a weekly summary for each employee and guide those

who lag behind in target goal achievement
It is critical to find out the reason behind the lag and to counter it

Monitor overall expenditure vs. revenue of your division and

take measures to increase profit

36

Our Expectations

37

Action Plan / Things to Do..

BMs/AMs/FSAs shall start
their day from exchange and
should know each and every
CSR and CPEI by name

Sales teams will be mapped

with all tiers of Business
Teams including SBMs, BMs,
ABMs, CSRs and CPEIs.

Sales teams will fully sync

with CSRS and CPEIs of their
respective areas and will
ensure daily meeting and
exchange of information to
build the working
relationship.

Business teams shall share

exchange wise and DP wise
available network to sales
teams to ensure that they
fish where the fish are. BM
shall hand it over to mapped
sales team member.

Daily Interaction of Sales

and Operations Teams

Mapping with Business

Team

Built Working
Relationship

Sharing of Data

Business teams shall also

work on sustaining satisfied
customers by focusing on
quick resolution of
complaints and preventive
maintenance to avoid
reoccurrence especially for
high ARPU customers. BM
shall share list of such
customers on a weekly basis.

SBMs and BMs shall

personally call high value
customers once their
complaints are resolved to
generate a positive word of
mouth for PTCL. SBM/BM
shall share list of such
customers on a weekly basis.

Sales teams shall generate

orders through channel and
business team shall ensure
immediate installation to
delight customers.

Sustaining Satisfied
Customers & Avoiding
reoccurrence

Satisfaction of High Value

Customers

Teamwork to ensure
Delight Customer
Satisfaction

Sales team will prepare

routes and journey plans to
visit retailers and ensure that
all of them are enabled to sell
ALL PTCL brands. These
daily visits along with daily
market visit report (MVR
format attached) should be
underway on a daily basis..

Daily Visits Activities

Planning

38

Action Plan / Things to Do..

RGMs shall have a retailer
help desk, a team of 4-5
people with dedicated phone
lines, emails address, mobile
no, to coordinate with
retailers for booking orders
and confirming installation.

Retailers Help Desk

Names and contacts of help

desk team shall be
communicated to retailers
through a joint visit of BMs
and Sales AMs to retailers.

Retailers shall also be

provided with DP level
available capacity of the area
they are situated in..

Visit of SBMs and BM

to Retailers

Increasing Capacity
of Retailers

Plotting of Network elements

(DP Level)at Map
DP Level capacity and data
rate capability
Mapping of DCs with
SBMs/BMS for performance
evaluation

Orders generation through

regular van and Kiosk
activities along with sales
teams

Mapping of Networks
Elements

Van Activity/Float
Activities

Identification of CSR/CPEI
skills set
Complaints routing
management
Introduction of evening shifts

Mapping of
CSR/CPEIs at DC
Level

Zonal finance to timely

process commission
payments to wireline retailers

Timely Commission
payments to Wireline
Retailers

Evaluation of Teams and

placement of TOP people at
Top exchanges

Top People at Top

exchanges

39

Thank You