The power of intrinsic sales

One of the most important experiences of B2B sales was published in 1966. from

Harvard Business Review from

Warren J. Wittreich wrote an article entitled "How to Buy/Sell Professional Services", explaining the differences between external and internal sales strategies.

According to Wittreich, when B2B sellers rely on successful work for other customers, external sales occur as a means of verifying the seller's capabilities and potential customers' potential. The weakness of external sales is that it requires potential customers to achieve a leap in faith; it is believed that the service provider will provide a level of work that matches or exceeds the work of the seller's past or current customers. External sales is a "trust me" approach that is adopted by a large number of B2B products and service providers.

On the contrary, intrinsic sales do Do not Ask potential customers to choose a seller based on the work of others. Instead, it engages potential customers in meaningful conversations:

• Solve their specific situation


• Immediately, first-hand proof of the seller's understanding of their situation, and


• Verify the seller's ability to help potential buyers

Intrinsic sales provide buyers with a high level of trust in the seller's capabilities and lead to participation or sales far more often than external sales.

The task of B2B marketers is to equip sales people with methods and tools that help to initiate and promote intrinsic sales. This is rarely achieved through customer/customer "case studies", which are widely used, are rarely read by potential customers, and have the same level of credibility as the reference reputation in the job seeker's resume. [Is the example of whether a company will post its past work has not been described as very successful?]

Create simple tools to attract potential customers

A good example of internal sales capabilities involves the introduction of energy derivatives by Phibro Energy - which enables large companies to hedge the price risks associated with gasoline, jet fuel and heating oil. The CEO of Phibro understands that in order to attract the attention of CFOs of Fortune 500 companies and to convince them that energy derivatives are a viable and prudent risk management strategy, his sales staff needs to be equipped with more than just fancy Brochure. To be sold conceptually, the CFO needs to understand exactly how energy derivatives benefit his company.

In order to build an intrinsic sales force, Phibro Energy equips its sales representatives with a simple worksheet for face-to-face meetings with CFOs. This worksheet is intended to roughly calculate the scope and depth of energy price exposures of large companies. Based on the past and projected use of jet fuel, gasoline, heating oil, etc. by potential customers, and using algorithms created by Phibro's internal mathematicians, sales representatives can demonstrate how CFOs sitting across the table will affect their company's energy risk management. Balance sheet.

Phibro's Energy Exposure Worksheet not only enables their sales representatives to build in-house sales dynamics, but also immediately repositions the role and status of sales representatives. After tangibly demonstrating the potential value of Phibro Energy, the CFO no longer sees sales representatives as those who only push products or services. In the eyes of potential customers, Phibro sales representatives act as consultants to help their companies reduce economic risk and reduce operating costs.

Most B2B companies, as well as many B2C marketers, have similar opportunities to build disciplines and tools that enable their sales representatives to leverage the power of intrinsic sales.

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