Video summary

営業について②営業の流れ

Main summary

Key takeaways

Business

Sales purpose & business logic (why sales exists)

  • Sales definition: Proactively go out and help customers buy—i.e., not “company is open from X to Y,” but driving demand.
  • Primary objective: Increase company profits.

Profit equation (implied) Profit = Sales (max pricing) – Cost (minimize including overhead like rent/utilities/depreciation)

Why profitability matters beyond the company

  • Customers/business partners won’t be happy without profit.
  • Staff/salary depends on profits; poor profitability harms employee retention.
  • Poor quality/business outcomes reduce recognition by society.

Client targeting: customer selection criteria (who to sell to first)

Target accounts are prioritized based on ad activity and fit.

Customer-selection framework (3+ conditions)

Prioritize companies that meet one or more of the following:

  • Companies already running advertisements (including existing customers).
  • Companies running ads on the same platform (e.g., “on Wi”).
  • Companies not running on Wi but actively advertising via other channels (e.g., PR firms, business agents).
  • Companies that have already proposed ads on Wi and would benefit.
  • Companies that are serious about running effective ads.

Ranking / prioritization playbook

  • Rank opportunities by project scale, e.g.:
    • recruiting one person in one region vs.
    • nationwide recruitment
  • The “budget you spend” and effort should track scale, so approach top-ranked accounts first.

Fit check

Not just “they advertise,” but whether their ad content/strategy matches what you can propose.

  • Example: a company running nationwide TV ads may still say “no” when asked to run the same scope on your channel—so assess whether your proposal matches their current plan and likely willingness.

Sales process flow (end-to-end)

Step 1: Set objectives/goals for the sales motion

  • Why set appointments/“points”:
    • Without outreach, they won’t notice you.
    • The appointment ensures the customer can block time to listen.
    • The core KPI is essentially: convert cold contact → meeting (“points”).

Step 2: Appointment setting mechanics (“points”)

  • Telemarketing/email/fax drives requests for meetings/online consults.
  • Decider impact: “points” are earned only when the decision-maker perceives benefit (not just because you called).

Communication channel differences

  • Phone: meeting request often happens immediately.
  • Email/fax: you may wait for the other party to respond if they see benefits.

Step 3: Meeting channel strategy (in-person vs online)

  • Current operational metric: ~70% of consultations are online.

Effects:

  • fewer visits in person (but still possible)
  • customer advantage: no travel; conversation over phone
  • customer drawback: can’t go through materials slowly as in person
  • company advantage: less time spent traveling/less time before returning to work

Step 4: Pre-visit preparation checklist (information gathering)

Minimum viable research before presenting:

  • Company overview
    • employee count, office location(s), number of sites, business type
    • if culture/size is misestimated → budget and proposal misfit
  • Advertising placement status
    • what ads they’re currently running (review ad copy if possible)
    • ad placement medium affects audience type (newspaper/magazine/free papers = different targeting)
  • Local market/job market check
    • e.g., job listings in Townwork / Hello Work (applies beyond job ads too)
  • Competitive comparison / JV partner benchmarking (if relevant)
    • e.g., compare strengths vs the partner company (for real estate, etc.)

Step 5: Materials & scenario preparation

Bring:

  • Company profile materials
    • e.g., company brochure
  • Project-specific materials
    • e.g., ad/job-agent materials, local government PR contact materials, the actual ad they want placed
  • Supplemental proof
    • research, flyers/manga (example of creative supporting materials)

Operationally required:

  • Conversation scenario (script + contingency):
    • anticipate customer responses
    • pre-plan how you’ll respond/counter
    • adjust when reality deviates from your scenario
  • Consultation goal setting:
    • short-term goal might be: introduce product and secure next appointment
    • if the fit is wrong, goal may be to redirect to a better product
  • Use structured question types:
    • Closed questions: answerable by “yes” (e.g., “Can you start this April?”)
    • Open-ended questions: not predetermined (e.g., “What do you want to do after joining?”)
  • Provide/receive documents:
    • hand over proposals/sales materials
    • expect clients to request sample reports; use that feedback to guide future proposals

Step 6: Closing stages & terms (rapport → closing)

  • Rapport (“RA”): initial low-tension conversation to build comfort.
  • Closing:
    • the final stage to get the customer to decide what to do next.
  • Practice point: follow the planned scenario; if something derails, still route back to the ultimate goal.

Deal cycle outputs: proposal + estimate timelines (explicit targets)

After the consultation (next steps):

  • Next appointment goal: secure the next meeting; summarize what the client said and propose the next plan.

Proposal document SLA

  • Estimate within 24 hours
    • holiday exception: deliver by the agreed time the next day

Proposal document deadline

  • deliver the proposal within 1 week

Planning guidance

  • The longer you take, the more quality expectations rise—so don’t overrun.
  • If it will take >1–2 weeks, proactively contact the customer for timing and manage expectations.

Post-acceptance & revenue collection (high-level)

  • Once acceptance is received: begin product/service production and distribution.
  • Collection: recover the fee for services; detailed billing steps vary by offer/document requirements and timing.

B2C vs B2B sales (corporate sales vs individual sales)

Individual sales (B2C-like)

  • Decision-maker: the person you meet directly.
  • Since the customer pays with their own money:
    • they may sign on the spot if they like the salesperson.
  • Sales relies heavily on:
    • trust and likeability
    • emotional “I want to buy from you,” not only rational pros/cons
  • Example analogy: mobile phone shopping—people decide after hearing explanations; better sales experience wins even with the same underlying product.

Corporate sales (B2B-like)

  • Decision path: more complex; approvals often require multiple stakeholders:
    • advertising/account owner → superior → department head → president (varies by company size)
  • Even if the frontline decision-maker is positive, approval may be blocked by someone else.
  • Key evaluation standard:
    • not whether the person “likes it,” but whether it’s beneficial to the company.

Corporate proposal principle

  • Create the proposal for the correct approvers:
    • don’t just reflect what the frontline said—make benefits understandable to others.
  • Must define and align:
    • what each approval layer considers the problem/challenge
  • Sales skill emphasis shifts:
    • corporate sales = listen deeply to identify customer problems, then build presentation accordingly.

Materials & internal operations

  • Corporate sales requires producing clear materials for internal stakeholders; computer/document skills matter.
  • Assistant role (example):
    • after consultations, assistant prepares proposals/sales materials, but must understand who the key approver is and what they’ll need.

Why sales still matters in the “information society” (strategic rationale)

  • Online shopping reduces the need for sales, but sales adds value through:
    • selecting and recommending the most suitable option among many
    • comparing alternatives where consumers struggle to evaluate
    • filtering and surfacing “secret/hidden” comparison factors that aren’t obvious online
    • acting as an intermediary to handle end-to-end processes (e.g., design → production/printing workflows)

Example used:

  • You could outsource design/printing cheaply online, but only if you specify details perfectly—sales reduces that burden and coordinates execution.

Presenters / sources

  • Yukawa (mentioned as a participant)
  • Nagai (mentioned as a participant/source of perspective)
  • Shirakaze (mentioned as a participant)
  • Kawa-san (mentioned as a participant)
  • Tanaka (recruitment administrator; also appears near the end)
  • Inoue (training session referenced; mentioned as a source for upcoming training)
  • Degawa-san (mentioned as a participant)

Credited named speakers in the subtitles: Nagai / Degawa / Inoue / Tanaka / Yukawa / Shirakaze / Kawa-san

Original video