Even in times of economic downturn or increased competition, sales growth is attainable if your sales team possesses three essential components.

Traditional sales methods that were previously effective may not yield the same results, especially with the proliferation of competing businesses, offering consumers more choices. Merely furnishing product information for customers to make their decisions is no longer sufficient to close sales.

To navigate this shift, it’s essential to convince customers why our products are the best fit for them. We recommend three frameworks, accompanied by real case studies from hundreds of companies, to serve as a foundation for establishing your business’s Sales Best Practices.

This dealership, reliant on traditional sales methods, previously waited for advertising from distributors or car manufacturers while predominantly focusing on the selling aspect. However, in recent years, they experienced a significant sales decline as customers prioritized prices and showed less brand loyalty.

The company wanted to shift its marketing strategy by establishing its own membership system through social networks. Initially, they attempted self-marketing, such as advertising on Facebook and opening a Line account for likes and followers. However, the increased number of followers did not translate into higher sales or an increase in store visitors. Seeking a solution, this dealership consulted LiB with the goal of building a brand and marketing simultaneously.

LiB’s initial step involved comparing the follower data with the current customer data of the dealership. They discovered a misalignment between the followers and the target customer group. The only matching factors were age and residential area, while income level and other specific details differed significantly. In simple terms, they were targeting the wrong demographic. Recognizing this issue, LiB looked into the purchasing behavior of existing customers before developing communication strategies and content tailored to each customer profile, focusing on three main points:

 1.  Identifying the right audience for advertising.

 2. Crafting content and media suitable for each customer profile.

 3. Designing activities that interest and engage specific customer groups.

With the gathered data, LiB identified that a majority of the existing customers were satisfied with the service. This led the dealership to concentrate on developing services for new customers to convert followers into customers. For instance, services such as vehicle check-ups and car washing were introduced to foster brand loyalty and enduring customer relationships.

As a result of LiB’s marketing efforts, the dealership witnessed an increase in follower count by 1,034 and attracted 2,702 customers from social media platforms to a 3-day event, all within a 3-month project period. In the final month of the project, LiB trained the manager and marketing team, enabling them to continue their marketing efforts independently. This training session included the core concepts of decision-making and marketing strategies, evaluation methods, and analyzing measures for ongoing marketing improvement in response to challenges, all while aligning marketing efforts with sales and overall management.