Powerful Sales Performance

course SEL005

• Who you are?

• What do you do?

• Your background?

• Why are you here?

Introductions

• Start/Finish Time

• Lunch

• Coffee Breaks

• Emergencies

• Messages

• Toilets

• Smoking Policy

• Mobile Phones

Housekeeping

• To improve your general sales technique

• To provide a process and methodology for selling

• Understand the importance of client qualification

• Understand how and why your clients make decisions

• Be able to project plan the sale up to business closure

Course Objectives

• When you hear a great idea anytime during the course, write it down.

• Where possible, note a prospect to use the idea on

Eureka Page

CHAPTER ONE

Introduction

Chapter Objectives

On completion of this chapter, you will:

• Understand the difference between a Sales Cowboy and a Sales Person

• Understand the sales structure and approach used in this course

• Know how this course will personally apply to you

• Know what we are planning for the next two days!!

Reflects on things

Sees the big picture

Disciplined

Documents routinely

A go-to resource

Works well by themselves

Unconventional approaches

Produces results but unsure how

Dives into things

Laser focus

Spontaneous

Memorises everything

Collaborative

Repeatable work

Transferrable work

Consistent work

Task-oriented

In and Out work cycle

Amasses Knowledge

Self-oriented

Easier to manage

Strategic Resource

Quality & Process oriented

Forecastable, measureable results

Solution-oriented

Start-to-end work cycle

Shares knowledge

Customer-focussed

The “Firefighter”

Fast Responder

Tactical Resource

Professional Traits Management BenefitsCowboy Sales Person Cowboy Sales Person

Exercise : Cowboy vs Sales Person

The Cowboy & The Sales Person

Sales Cowboy Sales Person

Dives into a sale

The Specialist

Self-focused

Amasses knowledge

In-and-out work cycle

Task-oriented

Methodical

Big picture

Customer-focused

Documents, shares routinely

Start-to-end work cycle

Solution-oriented

A “go to” resource

Targeted solutions

Fast responder

Tactical resource

Collaborative

Repeatable

Interchangeable

Consistency

Manageable

Process-oriented

Quality-oriented

Predictable results

Measurable

Strategic resource

Describe the Traits of Each

Structuring the Sale

– Strategy correctness

– Divide-and-conquer the deal

– Reverse engineer

– Measure

– Feedback

Be and Strive to Be a Sales Person Sell while you teach

Achieve benefits for you, your team and your customers

Be strategic, not tactical

Apply structure to the sales role

Analyze flaws

Model

Document

Peer review

Test ideas

Checklists

Collaborate

Re-use past knowledge

Personal Goals

Become a Strategic Sales Weapon– Control the Sales Process

• Systematic, faster, predictable wins

• Save time, grow deals, win more

What You’ll Take Away– Structure, Tools, Action

Major Objective– create a plan of action for your own deals

“Is this a good use of my time?”

“Do I know what I don’t know?”

“How can I win faster?”

Agenda

Day One Introduction

Know Yourself

Consultative Selling

Know Your Prospect

Day Two Analyse the Opportunity

Responding to Decision Criteria

Know How to Win

Presentations & Wrap Up

Review Questions

CHAPTER TWO

Know Yourself

Chapter Objectives

On completion of this chapter, you will:

• Understand Sun Tzu’s approach to strategy as it relates to sales

• Identify important benefits in using a sales process

• Identify how to divide and conquer a sales process

• Understand our definition of technical selling and the process behind it

Sun Tzu’s Components of Strategy

“What must be accomplished?

What must we know to achieve this?

How (in general) will accomplishments be achieved?

What specific tactics shall be used?”

Analysis

Development

???

Technical Sales

Sun Tzu

How do we know when we have achieved this?

Business Closure

Definition: Business Closure

When the final Business Decision Maker says,

“Yes, I am choosing your solution

at the exclusion of all other alternatives

and I will announce this to the business”

The Sales Person owns

Business Closure

Sun Tzu

“What must be accomplished? Business Closure

Technical Sales

Best

Practice

Stacking the Deck in your Favour

Does this seem simple or difficult?

How long do you think this will take?

Tell the instructor when you are done

Card ExerciseFirst Solution Methodology

Model the problem

A 2 3 4 5 6 7

8 9 10

J

KQ

Divide & Conquer

Lessons: Process is Good!

Benefits of Process

Systematic

Efficient

Consistent

Predictable

Scalable

Repeatable

Teachable

Interchangeable

Measurable

Improves over time

Use a Process for SalesBest

Practice

Divide-and-Conquer the Decision

“What Must We Know?”

Opportunity / Decision Process

“What General Approach?”

“What Tactics”

Business Closure

Stakeholders

Decision Criteria

Responses

Alternative Solution

Your instructor will now demonstrate an

alternative way to solve the card trick

This alternative is the “least-cost path” to the solution!

Lesson: “Reverse Engineer” Business Closure

The Fastest Way to Business Closure:– Envision business closure

– Plan tactics backwards from business closure

• The result is a “least-cost” plan

Ensure Correctness– Strategy, Tactics, Testing, Execution

Reverse Engineer

from Business Closure

Best

Practice

It’s all about Business Closure!

Controlling the prospect’s

Decision Making Process

to persuade

the Business Decision Maker (BDM)

to select my solution

in my favour and my timeframe

How Do We… Control a prospect‟s decision? (all chapters)

Persuade people we don‟t control? (chapters 4+6)

Get them to select in our timeframe? (chapter 7)

How? Own (Control) the Decision Process

Definition : Technical Selling

– Sales Methodology• Methodology to achieve fast and predictable Business Closure

• So far: Process, Divide & conquer, Reverse engineer

• Others: Analysis, Modeling, Checklists, Peer reviews, …

“…persuade…”– Influence stakeholder perceptions

• Adapt to their decision style, Prioritize criteria, Leverage allies

“…my timeframe”– Reverse engineer from my close date

– Develop and execute a measurable project plan

We don’t hope for it; we own it!!

Technical Selling

The Technical Sales Process

Decision

ModelOpportunity

Review

Document, Collaborate, Measure, Archive Feedback, Reference History

Responses:

Risks & Value

Qualification

Phase

“What Must

We Know?”

Opportunity

Analysis:

Sales-worthinessDecisionCriteria

Key

Stakeholders

Strategy

& TacticsExecute

TacticsReview

the Plan

Development

Phase

“How in General?”

“What Tactics?”

Achieve

Business Closure

Closure

Typically

Sales

Methodology

Close

Our Sales

Process

Close

Develop

Qualify

Develop

QualifyE

L

A

P

S

E

D

T

I

M

E

IdentifyPre

qualify

Complementary Sales Process

AL

IGN

ME

NT

The Technical Sales Process

Sales Process Benefits

Your Benefits New sales info + strategies

More time for prospecting

Higher ratio of qualified deals

Drive revenue, grow deals, hold price, close faster

Business closure is faster and more predictable

Strategic role on the sales team

More prospects who are more sales-worthy

Business Impact Reduce cost of sales

Do more and earn more in less time

Continuous improvement

The Eagle and the Journeyman

• Instinctive sales person

• Unconsciously competent

• Can’t explain why they are so good

• High Flyers/Rainmakers

• Work independently

• Generate business

Sales is not instinctive

Ready, willing and able to sell

Need a process

Generate 20% of the business

A Journeyman with a good sales process will always beat an Eagle

without one

A sales process allows a Journeyman to emulate Eagle selling

behaviour thus maximising their individual sales performance

The Eagle The Journeyman

Summary: Know Yourself

The Role of the Sales Person: Sell Business Solutions

Customer Referenceability

Own Business Closure

Apply Process

Apply Methodology

Eureka

Page

Important Best

Practices

Review Questions

CHAPTER THREE

Consultative Selling

Chapter Objectives

On completion of this chapter, you will:

• Understand the difference between a product sale and a solution sale

• Understand the Business Decision Value Chain and how to align this with the buying cycle

• Know what to consider when approaching a sale

• Know how to best position yourself into a winning position

Product vs Solution Sale

Doesn’t consider needs of

business

Single detached sale

Often price driven

No scope to upsell

No scope for growth

doesn’t build loyalty or trust

Solution aligned with business

needs

Delivers business value

Helps maintain price/margin

Easier to upsell / cross sell

Potential to enlarge the deal

Builds customer loyalty & trust

Product Sale Solution Sale

Business Decision Value Chain

Business Solutions

Technologies

Business Strategy

Products

Product Driven

Tactical Approach

Compete on price

= low £ sale

Solution Driven

Strategic Approach

Early engagement

= higher £££ sale

Customers Buying CycleSolution Driven

Strategic Approach

Early engagement =

align with buying cycle

Determine Requirements

Evaluate Options

Develop Business Strategy

And define initiatives

Select Solution

Resolve Issues/

Finalise Contracts

Implementation/

Evaluate Success

Buying Phases

Time

Phase 1

Determine

Needs

Phase 2

Evaluate

Alternatives

Phase 3

Evaluate

Risk

Needs

Cost

Solution

Risk

Risk

Needs

Cost

Solution

Le

vel

of

Co

ncern

Phases of Buying a House

Time

Phase 1

Determine

Needs

Phase 2

Evaluate

Alternatives

Phase 3

Evaluate

Risk

Level

of

Co

ncern

Pain:

tired of paying rent

Needs:

- 3 bedrooms

- Safe area

- 40 minute commute

- Good shopping

- Good schools

Budget/Cost:

- Upto 400,000

- 2k per month

Solution:

Which house best fits

their requirements and

fits within their

budget.

Normal to evaluate

alternatives, compare

and shop around

The priority is to buy

the correct house (at

any price)

Risk:

Will slow down their

decision making

process or stop it

completely

Sales person must be

in complete alignment

or risk losing the sale

Price/Cost:

Buyers will always try

and negotiate on

price, no matter what

they said in Phase 2

The Role of the Sales Person

Time

Phase 1

Determine

Needs

Phase 2

Evaluate

Alternatives

Phase 3

Evaluate

Risk

Uncover Pain

Establish/Set Buying

Criteria

Create a vision or re-

engineer one

Position yourself in

Column A – if not,

change criteria

Build Value

proposition

Provide Proof

Minimise Risk

Maximise Value

Close Deal

Le

vel

of

Co

ncern

Solution Selling Skills

Approaching a Sale

• What do we need to consider?– The Perfect Prospect

– Customer Profiling

– Stimulating Interest

– Planning Meeting Objectives

– Put Yourself in Column A

Close

Develop

Qualify

Pre

Qualify

The Perfect Prospect

• Visualise your perfect prospect: (build a straw man)– Profile of the target opportunity

– Defined marketing criteria

• Their industry (vertical), size, revenues, employees

– Key Players

– Pains or critical business issue

– Their attitude to technology

– How they currently communicate

– What technology they currently use

– Reference story and/or initial value proposition

Value your own time – don‟t waste it!!

• Objective: find out as much about your prospect BEFORE you visit them:– The Company:

• Helps you better understand them when you do visit

• Helps you better prepare for a meeting

• Helps you qualify the prospect better

• Shows an interest in their business

– The Person:

• Helps you better understand their position and role within the company

• Helps you better understand their approach and point of view

• Helps you to plan your approach and objectives for the meeting

• Helps you to be customer focussed

Customer Profiling

Customer Profile Checklist

• Key areas to research include:– Company: history, nature of business, mission statement, annual reports

– Offerings: description, type, uniqueness

– Market analysis: size, location, trends, maturity

– Competition: position, strategies, comparisons

– Financials: balance sheet, income statement, track record

– Exec Biographies: work, history, education

– Critical business issues

Do your

Homework

Thoroughly

Best

Practice

Stimulate Interest

• There are many ways to stimulate interest:– Reference stories

– Initial value proposition

– Business Development Prompters

• Designed to create interest; not sell

• Can be used for all types of communication

– Mail, fax, email, face-to-face, telephone

• Explains how you’ve been able to help other people with similar roles and similar business issues

• Takes the pressure off you and your buyer

Prospecting

Prompter Example

Name My name is Fred Bloggs

Company from <Call Centre Solutions>

First-call notice You and I haven’t spoken before but…

Industry Experience I have been working with <call centres>

for the past 3 years and…

Job Title Expertise one of the main concerns I’m hearing from

other telecoms managers …

Pain is scaling their business to a 24x7 solution and

taking it global

You can help We’ve been able to help our customers solve

this issue

Are you curious? Would this be of interested to you?

Personal Credibility

• Would you buy from this man......

Personal Credibility

• We won’t be able to tick any of these boxes unless our prospect thinks we are personally credible

• Personal Credibility is vitalwhen dealing with senior executives

• So let’s practice.......

53

This is a class exercise

Develop a statement that demonstrates your personal credibility to use in front of a prospect.

Your Personal Credibility Statement should focus not on why Cisco, but why YOU.

Draw on experience with other clients, Cisco’s own I.T. messages (Cisco on Cisco), successful engagements you have experienced, or any source of personal credibility.

Nominate a spokesperson and be prepared to present to the other groups. The other groups will then rate you as a potential:

Trusted PartnerSolution ExpertProduct ProviderProfessional Visitor

You have 10 minutes to complete the statement and 5 minutes of mindshare

Personal Credibility Exercise

Personal Credibility Exercise

Points to Mention:

Length of time in industryUnderstanding of their vertical and their problemsPast experience of helping similar companies with similar issuesUnderstanding of their pain points and how to address themBe up-to-date with their current situationTell them something about their company they don’t already know

Meeting Objectives

State meeting objective:

What I would like to do today, is to:

– Introduce you to <my company> and

– Tell you about another <title and industry> we have worked with.

– I would then like to learn about you and your situation

– At that point, we will be able to make a mutual decision about whether or not we should proceed any further

Put Yourself in Column A

Looking

Not Looking

Requirements Company A Company B Company C

Column Fodder

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Looking

Not Looking

•90% of customer are Not Looking

Summary: Consultative SellingThe Role of the Sales Person: Take a consultative approach

Align with the buyers buying cycle

Remember “PPP”

Get there first and control Column A

Develop a personal credibility statement

Don‟t sell too early

Diagnose before you prescribe

Eureka

Page

Be the Good Doctor

“Where does

it hurt?”

Important Best

Practices

Review Questions

CHAPTER FOUR

Know Your Prospect

Chapter Objectives

On completion of this chapter, you will:

• Understand how to profile key stakeholders and adapt to their profile

• Understand how key stakeholders will make a decision

• Understand how we can use persuasive techniques to get the right decision

• Know how to prioritise stakeholders and decide who we should spend our time with

As a “Trusted Advisor”, you ask lots of questions

Divide into Small Teams:

Suppose you are on a first call

with an important stakeholder

What is THE most important question to ask them?

The Most Important Question

“What is Your Decision Process?”

• Recall Technical Selling:– “Controlling the prospect’s Decision Making Process…”

• Discovery begins with “Who”• Stakeholders tell us “What we must know”

– Who else is making the decision?

– Why are they making a decision?

– How will they make their decision?

– When will they make the decision?

– What is their decision criteria?

We Must Know and Control the Decision Process

The Why, the How and the Who– Who is making the decision?

• Know all “stakeholders” with a say

• Other departments, partners, consultants, etc.

– Why are they making a decision?• Business Problems drive Qualified Needs (requirements)

– Why might they decide not to choose us?• Technical Issues, Price,

– Deal stoppers, perceived risks, alternatives

– How are they deciding?• Decision Criteria = Qualified Needs & Technical Issues

Divide-and-Conquer Criteria to be Closed

“…Persuade the Decision Maker…”

• Key Stakeholder• Has a say in the decision

• Help Them Decide Faster• Example:A person avoids risky decisions

Adapt: Don’t sell them futures!

• Stakeholder Profile Analysis– Role in the Sale,

Influencing Role,

Power,

Level of Risk,

Personality

Adapt to the

Stakeholder’s

Decision Profile

Activity 4.1

Use Allies, Consultants, Partners to Learn Profiles

Best

Practice

Role in the Sale

• What is their role in the Sale?

• Need to discover every “stakeholder” – a person who has a say in the decision making process:

– Special stakeholders: BDM, Ally, Gatekeeper, Blocker– BDM – Business Decision Maker : the final person in the decision chain who has

the ability to say “NO” (your priority)– Ally – already sold on your solution – a champion for the cause– Gatekeeper – blocking access to another (e.g. the BDM)

• Why? Job insecurity?, orders? Competitive bias?• Need to convert or go round

– Blocker – someone who is trying to kill the deal• Why? Job insecurity, competitive bias?• Need to convert or neutralise

Advisory Role

• Who advises who and on what basis?

• Two Types:– Recommender – their NO is binding

– Influencer – their NO is not binding

Note: this has nothing to do with “yes” – only “NO”

• Questions to ask:– Do you take input from anyone?

– Have you delegated any part of the decision to anyone else?

Power

• The ability to make decisions and make things happen

• Independent of title and rank

– High power: Self-empowered

Likely to make own decisions

(even before taking input from others)

– Low power: Consensus building and consensus seeking

“rubber stamper”

• Questions to ask:Who makes things happen round here?

Attitude to Risk

Enthusiast

Visionary

Pragmatist

Conservative

Skeptic

Level of Risk:

E V P C S

Enthusiast will take large risks for competitive advantage

Visionary will take risk, but not for mission-critical systems

Pragmatist will take calculated risks if sees advantage in doing so

Conservative will take minimal or no risk – only if have to

Skeptic technology laggard and risk averse

Personality Traits

Beware

Of

“Shifts”Expressive

Type A / Driver

Amiable

Analytic

Co

ntr

ols

Em

ote

s

Asks Tells

Assertiveness

Responsiveness

Need: To be correct, Detail

Decisions: Detailed, critical, objective, two-sided,

logical, methodical

Persuasive Approach: Factual, specific, pros/cons,

step-by-step, talk about “How” it works

Need: Results, Goals

Decisions: Practical, clear conclusions, decisive,

concise, progress towards goals

Persuasive Approach: Listen, Concise, facts, actions,

results. Talk about “What” the impact is

Need: Assurance. Relationship

Decisions: People-oriented, big picture, supportive,

respectful

Persuasive Approach: Relationship. Talk impact on

their peers. Be assuring, supportive, personable. Talk

about “Why” there is impact

Need: Recognition. Ideas. Opinions

Decisions: Strategy aligned with vision, creative,

intuitive

Persuasive Approach: Aligh with their vision. Let them

talk. Talk customers, analysts, creativity. Talk about

“Who” shares their strategy

Exercise: Who are we?

Divide into Small Teams:A sales person calls on the Director of Operations for Q6 Call Centers Ltd.

For each video:

Identify the prospect’s Level of Risk and Personality

Model the Decision

• Who Do We Spend Time With?– Get to the decision faster!

– Prioritize decision criteria

– Visualize “No”s. Not about “Yes”

• Modeling Benefits– Visualize complex problems

– Easy to understand and communicate

Model the

Decision Process

BDM: Simon

High

Robert

Moderate

R

Sarah

Low

I

Jessica

High

Ellie

Moderate

I I

I

Q6 Call Centers Ltd.

Best

Practice

Stakeholder Priorities• Who Do We Spend Time With?– “Who can stop the deal next?”

• High: High power, “R”s

• Low: Low power, “I”s, Allies

• Prioritizes decision criteria

• Subjective: Any priority is good

BDM: Simon

High

Inside-Out

Follow the Power

and Influence

Robert

Moderate

R

Sarah

Low

I

Jessica

High

Ellie

Moderate

I I

I

Direction flows with priority:

Inside-Out, Outside-In, Hybrid, Parallel

Avoid a uni-directional selling culture

Q6 Call Centers Ltd.

Best

Practice

Exercise: Circle of Influence

BDM: James: EVP

Low

Jenny: Director

Moderate

Evan: Architect

Ally, High

Philip: Manager

Moderate

I

Nancy: Ext Consultant

High

I

R

RR

1 and 2 are non-debatable.There are several answers for 3, 4, and 5

Prioritize Decision Criteria. Who Can Stop the Deal Next?

Follow the Power

and Influence

5

1

2

3

4

Summary: Know Your Prospect

Stakeholder Analysis Adapt to their profile: Save time

Model the decision process

Prioritize stakeholders: Focus time

Eureka

Page

To Effectively Persuade, Adapt to Their Profile

Important Best

Practices

Case Study Part I: Stakeholder Analysis

Sales Tool Qualification Worksheet

Introduction (Rows 6-12 only)

Decision Criteria Worksheet

Stakeholders (Col B, C, D only)

Circle of Influence Worksheet

Power, influence, priority

Benefits:

Documentation

Consistent, Repeatable

Peer Review and Test Ideas

Validate correctness

Review Questions

CHAPTER FIVE

Analyse the Opportunity

Chapter Objectives

On completion of this chapter, you will:

• Be able to create a checklist of qualification questions

• Know how to commercially and technically qualify a deal

• Understand how to structure your priorities to make best use of time

• Qualify your case study for sales worthiness

Decision

ModelOpportunity

Review

Document, Collaborate, Measure, Archive Feedback, Reference History

Responses:

Risks & Value

Qualification

Phase

“What Must

We Know?”

Opportunity

Analysis:Sales-worthiness

DecisionCriteria

Key

Stakeholders

Strategy

& TacticsExecute

Tactics

Review

the Plan

Development

Phase

“How in General?”

“What Tactics?”

Achieve

Business Closure

Closure

Is it real Commercial qualification

Can we win it Technical qualification / fit

Is it worth it Competitive fit

Value fit

The Technical Sales Process

Qualification Phase

Qualification: Determining Sales-Worthiness A period of discovery

Leverage your credibility

First find “who”, then:

Do you know what you don‟t know?

Is it worth your time?

Is It Real? Can We Win It? Is It Worth It?

Qualify: Find

Issues Early

Cost to fix flaws in analysis < in development

Best

Practice

Decision Criteria

– Compelling Business Needs (Requirements) Our job is to increase their perception of solution’s value

– Technical/Business Issues (Risks) Our job is to reduce their perception of risk

• Deal stoppers, perceived risks Alternatives

Competition, build internal, do nothing

All It Takes is One “No” to Stop a Deal

Get to “No” as Fast as Possible

What Must We Know

Asking Great Questions = 3 S’s

• Substance – Carries weight and gravitas through its implications and its content.

• Style– The manner in which the question is posed.

– Is it simplistic or is it thought-provoking?

– Does it enhance your personal credibility?

– Is it open? Closed? Socratic?

– Based in the present, past or future?

• Savvy– Demonstrates that you are knowledgeable and have done your customer

research, your extraordinary preparation.

Three essential elements……

Exercise : Asking Great Questions

Step 1• Create a starter question to start a thought-provoking

conversation on a product or solution you are selling

Step 2• Create a ‘follow-on’ question to gather more

information from your prospect

Step 3• Finally, create a ‘next-step’ question to move the sales

process along

Step 4• Work with other people in your group to analyse and

fine tune your questions

You have 15 minutes to complete this exercise

Asking Great Questions Exercise

Starter Question: (must be thought-provoking)

Follow-on Question: (to gather more information)

Next-Step Question: (to progress the sale)

Qualification Checklist“What Must

We Know?”

“Know Your

Position”

-- Sun Tzu

Know

What You

Don‟t Know!

Are There Any

Missing

Cards?

Qualification Checklist: Is It Real?

Verify Commercial Qualification

Seven components (incl: Compelling needs)

Can they do nothing?

Identify Technical Qualification

Obvious deal stoppers (Technical issues)

Identify the Solution Fit

Requirements fit ( + partners)

Competitive fit

Value fit

Prior history of qualifications

Why Checklists?Team-wide Shared Lists of Questions

Lists for industries, solutions, etc.

Checklist Benefits

Team-wide consistency

Collaborative: Quality and thorough

Corporate repository of technical sales intelligence

Know what you don‟t know. No missing cards!

Documentation: Reusable, teachable, interchangeable

Question 1

Question 2

Question 3

Question 4

Maintain Checklists.

Systematic, Repeatable

Best

Practice

Commercial Qualification

Work our stakeholders, allies, partners to verify commercial qualification

What must exist for a deal to be sales-worthy?1. _____________

2. _____________

3. _____________

4. _____________

5. _____________

6. _____________

7. _____________

Time

Budget

Driver

Pain

Need

Fit

Accountable Owner

Can they do nothing? Does the pain compel action?

Articulated by

the Prospect

Consultative Solution-Oriented Discovery Pain* Business problem with quantified impact

The more quantified pain, the bigger the deal

Emotionalized: “concerned”, “bothered”, etc.

Need* Business requirement

Qualified Need: Must pay to fix. “I need to…”

Driver* Project, Initiative, Regulation (compelling event)

Budget* Total Cost of Ownership

Timeframe* Decision Date

Fit Functionality

Qualified Solution: Must pay for the solution

Owner Accountable for success

* According to the prospect

Must They Do Something? Why?

Commercial Qualification

Exercise : Identify Pain

• Exercise: What is the Pain causing the issue?– Small teams are given a technical issue

– Create a checklist of great questions

• “What is the pain causing the issue?”

No Pain!

No Gain!

Best

Practice

Red

Flags!

Technical Decision Criteria Compelling Needs

Technical Issues

Technical Obstacles

Perceived Technical Risks

Alternatives• Competition, Build Internal, Do Nothing

Early in Qualification: Quickly Assess Obstacles It only takes one to kill the deal

e.g. the BDM has a strong competitive bias

Technical Qualification

Prioritise Issues to Save Time

• Importance• Most important issues first

• Obstacles Over Perceived Risks• Obstacles can stop the deal

• Perceived risks stall the deal

• Hurdles Over Pinnacles• Hurdles take less time to overcome

Prioritize

Technical Issues

Best

Practice

Any Unknown Issue Could be The Deal Stopper

Exercise

Technical Issue Priorities for Q6 Call Centre

Circle the type of technical issue

“Going global is our most critical initiative” Important Unimportant

“It is very likely we will build our own solution” Obstacle Perceived Risk

“Your call distribution routing is too slow” Obstacle Perceived Risk

“Our choice must have the fewest lost calls” Hurdle Pinnacle

“The solution must load balance evenly” Hurdle Pinnacle

Touch Point: Fit + Solution

Solution Fit

Qualified Need /

Qualified Solution

Low Support Costs / CRM

Responsiveness / PDAs

No Downtime / Failover

Fast Recovery/Backup

Pro

sp

ect

P

rosp

ect

DB

A N

eed

sE

xec

Need

s

High +Best A+ Differentiated

Moderate =Sufficient --Low

Moderate --Low +Best

Good

Insufficient

Overkill

Importance

of Need

What

They

Want

What We

Have Fit

Low =Sufficient --Low Low but OK

Fit: Extent That Needs Are Met Types of Fit: Solution, Competitive, Value

“Perceived Fit” is a function of:

Activity. S1 C3 R1 A1 B3 B3 L1 E1 ® F4 I1 T1

The Benefits of Qualification

Systematic Assessment of Sales-worthiness Ensure it is real; It is worth your time!

Is It Real? Can We Win It? * Is It Worth It? * Chpt 6

Make the best use of time

Structured Analysis: Detect flaws early

• Less time with unqualified prospects

• More time with qualified prospects

Consistent documentation and communication

• Know What You Don‟t Know

Know the Risks for Success

Summary: Analyse the Opportunity

“Know Your Position” Get to “No” Quickly

Verify Commercial Qualification

Identify Technical Qualification

Identify Fit

Create Checklists

Touch point with your Manager Commercial Qualification

Technical Qualification

Sales-Worthiness

Eureka

Page

A Period of Analysis and Discovery

Important Best

Practices

Case Study Part 2: Qualification

Sales Tool Qualification Worksheet

Col D and E

Structured Analysis

Know what you don‟t know

Is It Real?

Is It Worth Your Time?

Peer Review

Be prepared to present

your qualification

Commercial Qualification / Sales-worthiness

Pain: 1) According to the prospect, what is their Business Pain? Quantify the

business impact of the pain.

Identified

Need: 2) According to the prospect, what is their most important Business

Requirement? "To fix the pain, they need to…"

Identified

Fit: 3) What products/features may resolve their needs? To what extent? Note

any partner products/features that may be required.

Identified

Budget: 4) According to the prospect, how much budget is available to resolve the

total cost of their need? Also note their fiscal year.

Identified

Driver: 5) According to the prospect, what project/directive/regulation is forcing

them to act?

UNKNOWN

Owner: 6) Who is accountable for the success of the solution? In the worst case,

who gets fired or demoted if the solution fails?

NOT SURE

Timeframe: 7) According to the prospect, when must they make the technical

decision? Why, what is driving the timeframe?

UNKNOWN

Do Nothing: Must they do something, or does the prospect think they can do nothing?

Explain. If "do nothing", your plan should create pain.

Must Do

Something

Commercial Qualification Score: 10 is excellent, 1 is poor 6.5

Sales-Worthiness: Is this a good use of your time?

Is It Real? Is It Real? Is this opportunity sales-worthy? Why, why not? Yes

Can We Win It? Who is the competition? Note: "Do Nothing" may be a competitor. Identified

Can we defeat the alternative's strengths? Defend our weaknesses? Why? Yes

(if applicable) Can we defeat "Do Nothing"? If not, why not? Note if a

missionary or demand creation approach will be used.

Yes

Is It Worth It? Have we quantified the Cost of Needs? (ref: Pain, line 16) UNKNOWN

Briefly outline a value proposition (Quantified business impact,

differentiating, unifies "How?" "So What?" Cost of Needs, Wow!)

UNKNOWN

Is it worth it for the prospect? Is it good for them? If not, why not? Yes

Is it worth it for us? Is it good business? If not, why not? Yes

Review Questions

CHAPTER SIX

Responding to Decision Criteria

Chapter Objectives

On completion of this chapter, you will:

• Understand structured persuasive techniques for resolving stakeholder decision criteria

• Be able to create a quantified value message checklist

• Identify the decision criteria for their case study opportunity

• Understand how to deal with the competition and objections

Tools Exercise

Controlling the prospect’s Decision Making Process

to persuade the Business Decision Maker (BDM)

to select my solution in my favour and my timeframe

Assuming your products & capabilities meet the prospects needs, why

would they still say „NO‟?

Persuasively Close Decision Criteria Technical Issues are closed using Comfort statements

Responses that minimize risk

Qualified Needs are closed using Proof statements

Responses that maximize value

Sell While We Teach

Persuading “In My Favour”

Qualification: Decision CriteriaQualification Checklist (cont’d)

Commercial Qualification

Technical Qualification

Solution Fit

Decision Criteria

Technical Issues

Obstacles, risks, alternatives

Responses: Comfort

Qualified Needs

Cost of needs, TCO

Value Responses: Proof

Prior history

“What Must

We Know?”

-- Sun Tzu

Checklist:

Know

What You

Don‟t Know!

Are There Any

Missing

Cards?

Can We

Win It?

Is It

Worth

It?

Is It

Real?

• Stakeholder-specific Responses– Differentiate your alternative– Think before responding

• Why did they ask? Is it a Qualified Solution?• Know when to STOP. It’s ok to say “I don’t know”

• Structured Responses:– Objection Handling

– Competitive Offensive Strategy• Our strengths, Their weaknesses

– Competitive Defensive Strategy• Their strengths, Our weaknesses

Activity 6.1

Think Like the Competition

Technical Issue Responses: Comfort

Competitive IssuesOffensive Strategy Template

1) Targeted Competitor

2) Our strength or their weakness

3) Our attack and benefit

4) Their anticipated response

5) Restate our attack to neutralize their response

Think Like

the Competition

Best

Practice

ExampleOffensive Strategy Template

1) Competitor: Visokio

2) Our strength; their weakness

interactive visual analytic applications

3) Our usual attack and benefit

We provide the ability to build Guided Analytic Workflows which allow you to capture / share best practices and tie results directly to the company work processes they represent

4) Their anticipated response

We provide the same thing via Multiple Linked Visualizations

5) Restate our attack to neutralize their response

In large organizations, workflows touch many people across multiple organizational units. Our centralized server-side deployment model allow you build & deploy enterprise class GAW’s without the application maintenance, application access and data integrity issues associated with using MLV’s in a single desktop model.

Think Like the Competition

ExerciseOffensive Strategy Template

1) Competitor:

2) Our strength; their weakness:

3) Our usual attack and benefit:

4) Their anticipated response:

5) Restate our attack to neutralize their response:

Think Like the Competition

Qualified Need Responses: Proof

Salespeople Establish Value for Qualified Needs Leverage credibility to increase the perception of value

Every presentation, demo, email, …

What is Value? Quantified business systems impact

“Process 20% more orders worth 500k.”

Connect the dots!

Make it personally relevant

Benefit is Not Value

Lacks business impact

Ex: “Process 20% more orders”

Activity 6.2

Quantifying the Pain

Cost of Needs The cost of pain (current)

The cost of doing nothing (future)

Desired payback (over time)

Critical success factors (for a project)

Operational Performance Metrics (bonuses)

Value = sum(Cost of Needs) = Bigger Deals!

Doing Nothing Due to lack of perceived pain

Awareness of numbers can compel action

“How much?”

“How long?”

“What level?”

Establishing Value Requires Quantified Pain

Stakeholder-specific Pain and Need

Bu

sin

es

sT

ec

hn

ica

l

Hierarchy of Needs

Market/trend need

Business problem / pain

Business goal

Business need

Technical goal

Technical requirement

Technology need

Tools

Corporate & Commercial security

Deadlines, Big customer, Injuries

5000 per day, No injuries

From 2000 to 5000 / day

Fast (5 sec/screw), No wrist

Phillips head, Electric

ScrewdriversTechnology

Advisor

Business

Advisor

Applied

Technology

Advisor

The Hierarchy of Need

Unify the “How?” and the “So What?”B

us

ine

ss

Te

ch

nic

al

Hierarchy of Value

Market value

Strategic business value

Strategic benefit

Business value

Technical benefit

Function

FeatureSo What?

How?

WIIFM?

Hierarchy of Needs

Market/trend need

Business problem / pain

Business goal

Business need

Technical goal

Technical requirement

Technology need

The Hierarchy of Value

Effective Structured Value Responses4-Rs Resource Utilization Reduction

Risk Mitigation

Revenue Increase

Recognition / Reputation

Characteristics of a Great Value Message Differentiate

There is no value in sameness

Personally relevant (WIIFM)

Adapted to their decision profile

Be explicit. Leave no doubt

Compelling quantified business impact Wow!

Proof: You prove 500k of value. Maximizes value

Valu

e =

500k

0

Customer

Perceives Risk of 300k,

Decreases Value

200k

Perceived Value = Value (500k) - Risk (300k) + Comfort (200k)

Perceived Value

Ti

me

Comfort:

You cut 200k of Risk

400k

100k

Risk

Remaining

Proof - Risk + Comfort = Value

300kPrice:

Immediate

Quick

Slow

How Much Perceived Value Do We Need?

The more value you establish…

The faster the decision

The more you help hold price and grow the deal

Value = sum(quantified Cost of Needs)

600k 1MPerceived Value: 400k

Decision

Speed:

Decision SpeedPrice < Perceived Value

Exercise: Building Value Statements

Quantified Value TemplateCreate a “Quantified Value Message” for your Case Study

1) Qualified Solution: Differentiate

2) Function: What does it do?

3) Quantified Value: “So What?”. “How?”.

Connect the dots. Wow!

Quantified Business Impact

4) Documentation: Evidence, URL, etc.

Unify the “So What?”,

“How”, “Cost of Needs”Best

Practice

Qualification Summary

Process:– Analysis: Detect issues early

– Model: Decision process

– Document

– Peer review, Test ideas

– Checklists

– Collaborate

– Re-use past knowledge

Decision

ModelOpportunity

ReviewResponses:

Risks & Value

Qualification

Phase

“What Must

We Know?”

Discovery

Opportunity

Analysis:Sales-worthiness

DecisionCriteria

Key

Stakeholders

Is It Real? Can We Win It? Is It Worth It?

Outputs:

Key Stakeholder Decision Making

Profiles

Circle of Influence

Decision Criteria Checklist…

Divide-and-Conquer Decision Criteria

Closed

Simon (BDM) (Ally )

TI1) Doubts our reliability

OH1) Neutralize Objection

QN1) 24x7 tech support

V1) Develop Value Message

Robert (Director) (Ally )

TI2) Likes the competitor's scalability

OH2) Neutralize Objection

QN2) Worldwide load balancing of calls

V2) Develop Value Message

Jessica (Architect) (Ally )

TI3) Believes our integration is a band-aid

OH3) Neutralize Objection

QN3) Integrate legacy data + new systems

V3) Develop Value Message

I

High

Power

R

Moderate

High

Inside-Out

Decision

Criteria

Priority

Circle of Influence

Simon

Robert

Jessica

Output: Decision Criteria Checklist

Summary: Responding to Decision Criteria

Decision Criteria Comfort and Proof

Prioritize Technical Issues

Quantify Qualified Needs

Adapted to profiles

Think like the competition

Quantified Value

Unify “So What?” and “How?”

Collaborative Knowledgebase

Touch Point with Manager Decision Criteria

Eureka

Page

Important Best

Practices

Systematically Resolve Decision Criteria

Case Study Part 3: Decision Criteria

Sales Tool Decision Criteria Worksheet

What are the Issues and Qualified Needs?

Document the Checklist

Review Questions

CHAPTER SEVEN

Know How to Systematically Win

Chapter Objectives

On completion of this chapter, you will:

• Understand structured persuasive techniques for resolving stakeholder decision criteria

• Be able to create a quantified value message checklist

• Identify the decision criteria for their case study opportunity

• Understand how to deal with the competition and objections

The Development Phase

– A period of:

Customer evaluation

Planning and execution

– Must be qualified

May become unqualified

– Inputs:

Stakeholder profiles

Circle of Influence

Decision Criteria Checklist

Strategy

& TacticsExecute

Tactics

Review

the Plan

Development

Phase

“How in General?”

“What Tactics?”

Prospect Evaluation

Decision Criteria Checklist

Closed

Stakeholder 1 ( Ally )

Technical Issue 1

Technical Issue 2

Qualified Need 1

Stakeholder 2 ( Ally )

Technical Issue 3

Qualified Need 2

Divide-and-Conquer the Decision

Stakeholders (sec 3)

Decision Criteria (sec 5)

Responses

“What Must

We Know?”

Opportunity (sec 4)

“What General Approach?”

“What Tactics”Closure “Tactics”

Project Plan

Business Closure

“General Approach”

End

Start

1 2 3 4 5

6 7 8 9 10

11 12 13 14 15

16 17 18 19 20

21 22 23 24 25

End

Start

1 2 3 4 5

6 7 8 9 10

11 12 13 14 15

16 17 18 19 20

21 22 23 24 25

Find the shortest path in the fastest time

from the Start to the End

Puzzled?

Yes

No

End

Start

1 2 3 4 5

6 7 8 9 10

11 12 13 14 15

16 17 18 19 20

21 22 23 24 25

End

Start

1 2 3 4 5

6 7 8 9 10

11 12 13 14 15

16 17 18 19 20

21 22 23 24 25

25

22

21

24

9

19

4

2

1

8 Steps

X

End on an

exact count

Review: Technical SellingControlling the prospect’s Decision Making Process

to persuade the Business Decision Maker (BDM)

to select my solution in my favour and my timeframe

How do we get them to select in our timeframe?

Systematically Divide-and-Conquer decision criteria

Reverse Engineer a plan from Closure

Simon (BDM) Closed

Technical Issue 1

Qualified Need 1

Robert

Technical Issue 2

Qualified Need 2

Simon Closed

TI 1

QN 1

Robert

TI 2

QN 2

Simon Closed

TI 1

QN 1

Robert

TI 2

QN 2

“…In My Timeframe”

Engineering a Sales Opportunity Plan

Sun Tzu’s Components of Strategy “What must be accomplished? Business Closure

“What must we know?” Qualification

“How in general will accomplishments be achieved?”

GOAL) Close the BDM

SOP1) Identify Commercial Sales Strategy

SOP2) Envision Closure

SOP3) Prioritize Decision Criteria

“What specific tactics shall be used?”

SOP4) Sales Opportunity Project Plan

SOP1 : Choose a Sales Strategy

– SOP1) Commercial Sales Strategy

• The “pattern”. Structures the approach and tactics Activity 7.1/2

“How in General?”

Establish a Beachhead: The competition is the incumbent. Coexist with the

competition. Win a small quick deal. Branch out.

Change the Criteria: The prospect is not on your agenda or we don‟t

have a good fit. Influence changes to the project

or evaluation plan.

Attack: It is a competitive battle. The competition can be

beat. We have a good fit. Our strengths are

compelling.

Defend The Fort: We are the incumbent and competition emerges.

Maintain your existing position. Leverage our

benefits and sell against their weaknesses

Walk: The opportunity is not qualified and it won‟t be any

time soon.

SOP2 : Envisage Closure

SOP1) Commercial Sales Strategy

• The “pattern”. Structures the approach and tactics

Touch Point: Agree with your Sales Manager

SOP2) Envision Business Closure

• The Business Closure Event

• The Business Closure Date

Activity 7.3

“How in General?”

Example:

1. Envisioned Business Closure Event: Presentation

2. Estimated Business Closure Event Date: 25-04-10

SOP3 : Prioritise Decision Criteria

SOP1) Commercial Sales Strategy

• The “pattern”. Structures the approach and tactics

Touch Point: Agree with your Sales Manager

SOP2) Envision Business Closure

• Business Closure Event

• Business Closure Date

SOP3) Prioritize Criteria Closure Approaches

• Uses the Circle of Influence

• Identify General Tactical Plan Approaches

“How in General?”

Prioritize from the circle of influence

Activity 7.4

SH1) Simon EVP (BDM) Conservative, Type-A

TI1)

OH1)

QN1)

V1)

SH2) Robert (Director) Pragmatic, Expressive

TI2)

OS1)

QN2)

V2)

SH3) Jessica (Architect) Visionary, Amiable, Ally

TI3)

OH2)

QN3)

V3)

Comfort: References, Evidence, Facts

Brevity: Results of Proof of Concept analysis

Comfort: References, POC (some involvement)

Idea Guy: Corporate visit, Futures pitch

Amiable, Visionary: Corporate visit (Futures)

Coach: Strategy meeting (lunch)

Stakeholder Level of Risk Personality General Approaches

1. Simon Conservative Type-A References, POC

2. Robert Pragmatist Expressive References, Corp. Visit, POC

3. Jessica Visionary Amiable Strategy Meeting, Corp. Visit

SOP3: Stakeholder-Specific Persuasive Approaches

SOP4 : Sales Opportunity Project PlanExample: Reverse Engineer POC Tactical Plan

BC: The Business Closure Meeting is 8 weeks out. Friday

This tactic will close criteria QN1 + QN2

T2: Collect + analyze data, write report Mon, Week 8

T3: Run the testbed Weeks 6+7

T4: Build the testbed Mon-Wed, Week 4

T5: Write test plan. Get buy off Mon, Week 2

T6: Get customer requirements Mon, Week 1

POC: SH1+2 QN1, QN21

1) POC

(close BDM)

8 7 6 5 4 3 2 1Tactical PlansWeek Today

T4BC

T3T2 T5 T6

QN1, QN2

The Critical Path to Business Closure

Map Which Tactics Will Close Decision Criteria

1) POC

(close BDM)

2) References

3) Corp Visit

8 7 6 5 4 3 2 1

Tactical

Plans

Week Today

Prioritized Tactical Plans and Criteria to be closed

POC: SH1+2 QN1, QN2

References: SH1+2 TI1, TI2

Corporate Visit: SH2+3 QN2, TI3, QN3

1

2

3

T4BC

T2 T5 T6T3

QN1, QN2

T1 T2 T3

TI1, TI2

T1 T3 T4T2

QN2, TI3 QN3

Touch Point: Full Sales Opportunity Plan

SOP4: Systematically Divide and Conquer Criteria

SOP4: Accelerate Business Closure

T41) POC

(close BDM)

2) References

3) Corp Visit

BC

8 7 6 5 4 3 2 1Tactical Plans

WeekToday

T2 T5 T6T3

T1 T2 T3

T1 T3 T4T2

T41) POC

(close BDM)

2) References

3) Corp Visit

BC T2 T5 T6T3

T1 T2 T3

T1 T3 T4T2

Accelerate Business Closure by 2 Weeks (25%)!

Visually See Where to Accelerate the Plan

1) POC

(close BDM)

2) References

3) Corp Visit

SOP4: Execute & Close Decision Criteria

Simon (BDM)

TI1: Technical Issue 1

QN1: Qualified Need 1

Robert

TI2: Technical Issue 2

QN2: Qualified Need 2

Jessica

TI3: Technical Issue 3

QN3: Qualified Need 3

I

R

Subplan 1

Closed

Ally?

T2 T3

T4 T5 T6

T1 T3 T4T2

QN2, TI3 QN3

Execute

Subplan 3

Closed

Ally?

Subplan 2

Closed

Ally?

T1

TI1, TI2

T3BC

T2

QN1, QN2

SOP4: Planning TacticsPlan Tactics Backwards from Closure– Each tactic:

• “Sells while we teach”

• Has a predetermined outcome

• Drives the decision forward

• Adapts to the stakeholder’s profile

• Is cost, resource, and time efficient

– Some tactics close decision criteria

• Some use responses: Comfort and Proof

Own the

Business Closure

Project Plan

Best

Practice

Closing The Deal

• Closing is the natural evolution of the sales process

• If you have a problem closing, it is usually because of something you did or did not do earlier in the sales process– Normally this is due to not adequately defining or diagnosing the

prospect’s problem

• Having to deal with hurdles and obstacles near the end of the sales cycle is inevitable

• Close with value

Closing Challenges

Be Aware of the Professional Buyer:– They never sole source

– They know their positions in advance

– Assign sponsors to each alternative solution

– Never let you know you are winning

– Never let you know you are losing

– Negotiate price in reverse preference order

– Take it away from you at least once

– Are aware of your deadlines

As they can drive you mad!!

Dealing with Closing Challenges

– Be prepared to walk – if you’re not ready to walk; your not ready to sell

– Don’t close before it’s closeable

– Give reluctantly and slowly

– Be prepared to resist buyer squeeze

– Don’t give without getting – quid pro quo!

– Manage and contain risk

Business Closure

“Yes, I am choosing your solution at the exclusion of other alternatives,

and I will announce this to the business .”

Correctness: Strategy, tactics, testing, execution

BDM Announcement: Get executive sponsorship

Closure “Tactics”

Project Plan

Business Closure

“General Approach” (subplans)

The Sales Person Owns Business Closure

Controlling Business Closure

Benefits of Project Planning– A visual picture of closure

– Measure progress against goals

– Acceleration is easy to see

– Closure dates become more predictable with practice

– Closing becomes a natural process

Closed Loop Planning– Review and Test the plan

– Measure results

• No. of qualified deals, deal size, win rate, time to business closure, etc

– Review effectiveness of the plan

– Feedback results and effectiveness for future

Summary: Know How to WinControlling the Sale Model a Business Closure Plan

Divide-and-conquer criteria

Reverse engineer from closure

Accelerate the plan

Measure progress against goal

Touch Points Agree your SOP with your manager

The Sales Person’s Role Get to Business Closure Faster

Improve the Business Closure Forecast

Close when it‟s natural to do so

Eureka

Page

Important Best

Practices

Review Questions

CHAPTER EIGHT

Wrap Up

Business Impact of a Sales ProcessResults: More Business Closures in Less Time

More time qualifying and planning

Sales Person Pipe

More wins

in less time

Sales Cowboy Funnel

Tim

e

Number of Sales-Worthy Prospects

Many

losses

Number of Sales-Worthy Prospects

Tim

e

Pre-Qualify

Qualify

Plan & Develop

Close

Sales Cowboy Becomes Sales Person

IdentifyQualify

Plan

&

Develop

Close

Recall: Personal Goals

• Become a Strategic Sales Weapon– Control the Sales Process

Systematic, faster, predictable business closure

Save time, more wins

• What You’ll Take Away– Structure, Tools, Action

• Objective– Create a sales opportunity plan

“Is this a good use of my time?”

“Do I know what I don’t know?”

“How can I get to business closure faster?”

Decision

ModelOpportunity

Review

Strategy

& TacticsExecute

Tactics

Review

the Plan

Achieve

Business Closure

Document, Collaborate, Measure, Archive Feedback, Reference History

Responses:

Risks & Value

Qualification

Phase

“What Must

We Know?”

Development

Phase

“How in General?”

“What Tactics?”

Closure

Opportunity

Analysis:Sales-worthiness

DecisionCriteria

Key

Stakeholders

The Technical Sales Process

Divide-and-Conquer the Opportunity

Stakeholders

Decision Criteria

Responses

“What Must

We Know?”

Opportunity

“What General Approach?”

“What Tactics”Closure Tactics

Project Plan

Business Closure

General Approach

Systematically Conclude the Sale

A Few Important Best Practices• Effective Time Use, Faster Decisions,

• Bigger Deals, Faster Closure

– Commercial Qualification

– Find lots of Quantified Pain

– Adapt to Stakeholder Profiles

– Use Collaborative Checklists

– Circle of Influence

– Think Like the Competition

– Unify How, So What, Cost of Needs

– Reverse Engineer from Closure

– Sales Opportunity Project Plan

– Evolve to a natural close

Own Business Closure

Important Best

Practices

Review Questions