The relationships between society and work are undergoing great changes. In addition to the remote operating model, which is gaining more and more followers, another business front is adapting to a new scenario: sales.
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Good relationships with leads, customers and retention gained even more relevance. With markets and segments still cautious about investments, its own base also hides a “gold mine”.
Cross-selling and up-selling techniques have become great allies on the revenue scale during uncertain periods of the economy. After all, when closings are scarce, it's much easier to sell to those who already trust your service.
Check out, in this article, how diversification in the forms of revenue and sales to the same customer are even more fundamental for the new scenario!
What is cross-selling and up-selling?
First, a quick explanation for those who don't know these concepts yet. Cross-selling and up-selling are sales models in which you market from your existing product or service - whether to customers or not.
Both have great potential to increase the average Ticket of the business, even in a period of scarcity. And, as a result, it increases the lifetime value of customers (LTV), that is, the total revenue it leaves you while in your base.
cross-selling
Cross-selling is offering something complementary, similar to the way beers or wines are sold in combos with glasses. 
In the subscription services market, such as software as a service (SaaS), this could be done through the sale of insurance or the sale of advertisements in payment slips aimed at end customers, for example.
Up-selling
Up-selling, on the other hand, is about selling a more complete or more sophisticated service, in the same way that mobile operators offer larger data packages for a small surcharge. 
In the services segment, this can be exemplified by the progression of plans . The seller thus offers a better plan with more tools and functionality to a customer.
Why does diversifying revenue collection help in the new landscape?

The COVID-19 pandemic brought a series of uncertainties about its economic impact. The immediate response for many companies was to safeguard capital by avoiding new purchases or subscriptions to services.  
However, some realities were highlighted and motivated a reflection on the new scenario that is being drawn. They are mainly aimed at:
Transition and productivity in remote working models , which can save money on rentals and office supplies;
Accelerated digitization of operations, with sales and prospecting teams being able to contact many more leads;
Ways to monetize and sell more, going beyond ordinary contracts.
The last is the focus of this article. Selling more and better, even before the uncertainties, already had the up-sell and cross-sell strategies as tools. However, today even more active customers in the base have become a great center of potential.
While sales may be slower for some segments (especially those involving large contracts), sales for those who are already loyal are much easier. 
These are individuals, or businesses, who already see the value of their service, through good advantages, would be willing to shell out more to get something that can further improve their experience.
Remember : this doesn't mean you should overtly try to sell add-ons or superior plans. It is necessary to understand your context and your needs. Otherwise, this could lead to friction with a promoter, or even a cancellation (Churn) in the future.
Loyalizing and monetizing the base
Before you even start planning and developing products to encourage cross-selling and upselling, it is necessary to take a step back. The success of these contacts will be marked by the loyalty of your customers and the level of satisfaction with your company.
A good way to measure this is to know your Net Promoter Score (NPS) . It's a simple metric, which starts with a question, “On a scale of 0 to 10, how much would you recommend our service to a friend or family member?”. 
The answers should be interpreted as follows:
Whoever answered 0 to 6 is a detractor , with high potential to criticize you or unsubscribe;
Whoever answered 7 or 8 is considered neutral , and they have no inclination to criticize or praise him;
Whoever answers 9 or 10 is a promoter , who may well recommend you to other leads or even progress in your grid of plans.
While promoters will certainly be the focus of your up-sell strategies, don't forget about the others. Especially the detractors, who must demand a good relationship work to reverse the dissatisfaction (and later also buy more from you).
Important steps to establish cross-selling and up-selling strategies
Finally, to start putting your planning into practice, there are still a few prerequisites. This caution allows you to understand what your customers' real demands are, as well as what the best approach will be.
The 4 prerequisites for cross-selling
In the case of cross-selling, 4 elements stand out to guide you to the best decisions:
Knowing how to identify opportunities: new actions require a careful look at what goes beyond your original service. To determine which will be complementary products, through experimentation and research, you and your team need to understand the gaps that exist to cross-sell;
Benchmarking with other players: talk with direct competitors or other companies in the segment to learn about their strategies;
Count on good partners: often, these add-ons are not part of the essence of your business and would involve a lot of creative effort. Therefore, look for good partners who already offer it and close deals so that both can benefit from their bases;
Be transparent: always be clear about your relationship with your partners. To sell and maintain a good connection with your customers you must be ethical and transparent.
The 3 prerequisites for up-selling
In the case of up-selling, planning is internal and involves important business decisions. Three elements are fundamental in developing this strategy:
Think and rethink pricing: you need to differentiate yourself through price, plan names, and feature set. Otherwise, it will require a lot of marketing and customer contact expenses. An efficient practice is to initially focus on a “bait plan”, which will serve as a step for the converted lead to reach its “target plan”;
Have a good relationship with your base: customer success does not only impact experience and retention. Keeping them satisfied and aware of their value greatly influences the decision to progress in their services;
Plan according to your segment: depending on the customer profile served, offer new ones. Some sales may even be more conducive to seasonality. For example, condominium management companies can sell home insurance to residents much better in periods of rain.