sales

eNsight ConsultingRobert MAXIM (+40 788 857 320)

Sinaia, 17 mai 2003

eNsight Network

Winning by designManaging the Complex Sale

© 2003 by eNsight ConsultingAll rights reserved

2

V2, Prep. by CS, RGRev. by RM

Sinaia – Managing the Complex SaleFurther reading

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eNsight - Winning by Design

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Tom Hopkins - Selling for Dummies

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Alan Bones - I Hate to Sell

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Miller Heimann - Strategic Selling

�

Christopher Hermon Taylor - Out in Front

�

Libby Bassett - A Guide to Winning New Business


3


Sinaia – Managing the Complex SaleWhy do we have to sell?

�

Because our competitors are selling!

�

Stand alone consultants without an audit base

�

Aggressive growth targets

�

To build our market presence as consultants

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If we don’t move forward, we are going backwards


4


Sinaia – Managing the Complex SaleWhat is selling?

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Prospecting

�

Original contact

�

Qualification

�

Presentation

�

Addressing concerns

�

Closing the sale

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Getting referrals

It is a controlled process, not a serious of ad hoc actions


5


Sinaia – Managing the Complex SaleWhat selling is not

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Trying to force people to buy something they do not want

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Trying to trick people into buying

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Selling the wrong product or service

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Grinding the target into submission!


6


Sinaia – Managing the Complex Sale

The key elements of selling are…

�

Ask questions

�

Ask more questions

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Find out information

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Find out where the “hurts” are

�

Think of yourself as a doctor not a salesman

�

Show that you understand the issue

�

Ask what relationship the target wants with the ideal consultant and then,

�

Position yourself as the ideal consultant

�

Do not offer to give a proposal until the project is “bought”


7


Sinaia – Managing the Complex SaleLong term business development

�

Non manipulative sales process

�

Look beyond winning the project

�

We want repeat business

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Develop solid referrals

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Long term relationship


8



This course is about understanding why people buy,

not just how we should sell


9


Sinaia – Managing the Complex SaleThe Heathrow Syndrome


10


Sinaia – Managing the Complex SaleThe London Bus Syndrome


11


Sinaia – Managing the Complex SaleManaging the Complex Sale

A complex sale is one in which a number of people must give their input or approval before the decision is made to buy

Typically

�

Buying organisation has many options

�

Selling organisation has many options

�

Many levels of responsibility are involved in both

�

Buying organisation’s decision making process is complex and rarely self evident form outside

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Decision makers are multiple and can change

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Decision makers can be distinguised or inaccessible


12


Sinaia – Managing the Complex SaleStrategy versus Tactics

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Strategy needed to get into the right meeting with the right person at the right time

�

Tactics

� Presentation skills

� Questioning techniques

� Overcoming objections

� Trial closes

�

Be aware of your sales methods and how you are working – what and why

�

Be persistent but smart – qualify constantly and reappraise the options

A good tactical plan is only as good as the strategy that led up to it


13


Sinaia – Managing the Complex SaleLogical Sequence of Strategic Analysis

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Analyse your present position ref the target/ client and your specific sales objectives

�

What are the alternative positions?

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Which alternative position would best secure the sales objective?

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Draw up action plan

�

Implement action plan


14


Sinaia – Managing the Complex SaleProfitable markets and larger projects – the Big Mac Approach

Proposal

cost

Project

overheads

Fees&

profit

Sometimes we should say « NO »


15


Sinaia – Managing the Complex SaleYour current position

�

Who are the key players?

�

How do they feel about you?

�

How do they feel about your proposal?

�

What question do they want answered?

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How do they see your proposal vis a vis alternatives (external or internal)

Get a strong fix on your weaknesses before every sales encounter


16


Sinaia – Managing the Complex SaleThe only Constant is Change

�

The environment in which we learned to operate no longer exists because of

CHANGE

�

Change may cause uncertainty and confusion about appropriate actions to take

�

The greater the change, the greater the confusion or uncertainty

Whatever got you where you are today is no longer sufficient to keep you there


17


Sinaia – Managing the Complex SaleThe Only Constant is Change

�

Change can be in our

� Market place

� Customer base

� Product offering

� Competitive position

� Market strategy and tactics

� Organisation

�

Change can be a gradual deterioration, a sudden event or a continuous growth

�

Change can be seen as either a Threat (out of our control) or an Opportunity (within our control)

What changes do we have at Aims, Gontard, eNsight? How can we use them?


18


Sinaia – Managing the Complex SaleCurrent Sales Objective

�

Must be

� Specific – clear, concise

� Measurable – tangible

� Achievable – realistic

� Relevant – product/ service related

� Timed – identify deadlines

�

Usually not connected by “and”

What exactly do you want your target to sign up to now?


19


Sinaia – Managing the Complex SaleBuying Influences Worksheet

To sell ________________________ to ____________________________

Product/ service Company/ department

For ________________________ by ____________________________

Fees Close date

Coach

Technical

User

Economic

ResultsWins Degree/ mode/ rating

Name/ title


20


Sinaia – Managing the Complex SaleSanity Check

How do I currently feel about closing this single Sales Objective?

�

Uneasy?

�

Not sure of objectives?

�

Grey areas?

�

Need more information?

�

What is the effect of changes?

If cannot change the changes, you can reduce anxiety by being more conscious of what is happening


21


Sinaia – Managing the Complex SaleBuyers

Key ideas:

�

In every sale there are 4 buyers

�

Each has a different influence on this purchase decision

�

One person can play more that one role

If you are to be successful you need to:

�

Identify all Buying Influences

�

Determine which role(s) each Buynig Influence is playing

�

Understand what is important to each Buying Influence

�

Make sure each buying influence is identified and supports your proposal

People buy for emotional reasons and then justify with intelectual reasons


22


Sinaia – Managing the Complex SaleWhat Buying Influence are not

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Friends

�

The people you feel most confortable with

�

The departmental manager because of his job title

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People who helped on a previous sale

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People whose title may suggest they are the buying influence (Technical Director, Buyer, Financial Director)

Look for buying Influences for this particular sales objective


23


Sinaia – Managing the Complex SaleEconomic Buyer - The final Decision Maker

�

Guards the purse strings

�

Can release funds

�

Can reallocate budget from other areas (they always have some money away)

�

Can say yes or no

In a major organisation, the Economic Buyer is interested in strategic issues and the impact on the bottom line


24


Sinaia – Managing the Complex SaleThe User

The person (or the team) who will use or benefit directly from the project

�

Use or supervise the use of your product/ service

�

Day to day and personally affected by your project

�

His personal success will be affected by the success of your project

The User will be more concerned about the operational impact of your project


25


Sinaia – Managing the Complex SaleTechnical Buyer

Looks for ways to screen out – born to be difficult – may pretend to be economic buyer!Can be an external advisor

�

Judge measurable, quantifiable aspects of your proposal

�

May or may not be technology oriented (legal, accounting, regulatory, purchasing, personnel)

�

Gatekeepers

�

Can’t give final approval

�

Can say “NO” based on specification

Does this proposal do what we asked for?


26


Sinaia – Managing the Complex SaleCoaches

Your internal eyes and ears, to help you win the sale

You must have at least one

Give you and help you “ read” information about:

�

Whether this is a real sales opportunity

�

Who are the other Buyers and what makes then thick

�

Your account plan and strategy

You may find them:

�

Inside the client

�

Inside eNsight business Network (Gontard SRL, TRADE, Jinaru Law Office, Dan Mihai Law Office, Net Sun, Bell Gateway, etc, etc)

�

Outside both

They have a personal reason to want you to win the sale


27


Sinaia – Managing the Complex SaleCoaches

What are the essentials for a Coach relationship?

�

You have personal credibility with your target coach

�

The target coach must have credibility with the other buyers for this sales proposal

�

The target coach must want you to win and want what you are offering

If you don’t have all of these in place = red flag


28


Sinaia – Managing the Complex SaleCoach – Your Prime Source of Information

�

At the start of strategy, can identify real key players for your sales objective

�

Each Buyer’s degree of influence

�

Help you identify areas of strength to overcome weaknesses

�

Help you understand each Buyer’s perception of reality

�

Identify Growth modes

�

Identify Results and how to deliver Wins from those Results


29


Sinaia – Managing the Complex SaleCoaching Criteria

�

Your personal credibility with the Coach

� Needs to believe in you

� Trust you

� Often has won with you professionally in the past

� Do I have a track record with this person?

�

The Coach’s credibility

� Needs good credibility with Buying Influences

� Buyers should have won with Coach in the past

� Do the Buying Influences trust this person?

�

Desiring your success

� Wants you to make this sale

� Believes he / she will Win from yous success

� Does this person see their own self interest in my success?


30


Sinaia – Managing the Complex SaleAvoiding false coaches

�

The friend

�

The random/ helpful infromation giver

�

The inside sales person

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Your mentor

Play safe and have networks and more than one Coach

Beware of betting only one horse


31


Sinaia – Managing the Complex SaleThe Ideal Coaching Situation

Have the Economic Buyer as your Coach:

�

He will understand the other buying influences and the buying mechanism

�

If the Economic Buyer is “sold”, much less trouble selling to other Buying Influences

�

Economic Buyer usually a top Manager – carries weight in the organisation

�

Reduces the risk of the sale being vetoed late in the game

Remember – a Coach is for this Single Sales Objective


32


Sinaia – Managing the Complex SaleGolden Rules on Buying Influences

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Sell to ALL four Buying Influences

�

Use Strengths to help leverage Red Flags

�

Do not allow one Buying Influence to dissuade you from selling to the others

�

Keep testing that you are in fact talking to the Buying Influence – qualifying and use the Coach

�

Identify them all as soon as possible to avoid blocking by your original contact

�

Use peer to peer selling if it helps (“boss to boss”)

�

If you have not met them all and “covered the base” they are an automatic Red Flag – your sale is out of control


33


Sinaia – Managing the Complex SaleBuying Influences Worksheet

Coach

Technical

User

Economic

ResultsWins Degree/ mode/ rating

Name/ title

To sell ________________________ to ____________________________

Product/ service Company/ specific area

For ________________________ by ____________________________

Sales revenue Close date


34


Sinaia – Managing the Complex SaleDegree of Influence

Key ideas:

�

Different Buying Influences have varying Degrees of Influence for each Single

Sales Objective (regardless of the role they are playing)

�

There are three Degrees of Influence: high, medium and low

To increase the probability of success you need to:

�

Understand a Buying Influence’s Degree of Influence

�

Develop an approach that recognises each Degree of Influence


35


Sinaia – Managing the Complex SaleWhat affects the degree of influence?

�

Is this project important personally to the Buyer?

�

How will the project affect the Buyer’s home patch?

�

Where does this person fit into the internal politics?

�

How is this person affected by any organisational changes?

�

Who reports to whom?

�

What is the decision making process?

�

Where are the decision makers?

�

How significant is the project’s impact on the organisation?

�

What is the decision maker’s knowledge of your area?


36



Remember that the client’s perception of reality is the “ real”

one, not yours!


37


Sinaia – Managing the Complex SaleDegree of Influence – for this Single Sales Objective

HIGH

�

Dominant influence for this sale

MEDIUM

�

Some influence for this sale

LOW

�

Little influence in this sale


38


Sinaia – Managing the Complex SaleDo not be embarrassed to identify Red Flags

�

Red Flags act as an early warning system, by forcing you to uncover what is hidden. They keep reality visible.

�

Don’t hammer away at Red Flags and don’t ignore them. Keep reassessing and leverage from strengths. Use indirect rather than direct pressure.


39


Sinaia – Managing the Complex SaleBuyer Attitudes

Refers to individuals not the organisation

Helps identify when is the best moment to sell

Key ideas:

�

Every sales proposal is a proposal for change

�

Different Buying Influences see the need to change in different ways

�

Modes describe the Buying Influence’s perception of the situation into which you are trying to sell. They do not describe an overall attitude

�

There are 4 different perceptions or Modes

To increase probability of success you need to:

�

Understand each Buying Influence’s Mode

�

Develop an approach for each Mode

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Recognise when the best buying moment is


40


Sinaia – Managing the Complex SaleGrowth

More quantity – better quality

Probability of taking action is high

Results needed

Discrepancy

Reality today

Does your proposal reduce or eliminate the discrepancy?


41


Sinaia – Managing the Complex SaleTrouble

Probability of taking action is high

CAUSE X

Results needed

Discerpancy

Reality today

Does your proposal reduce or eliminate the discrepancy?


42


Sinaia – Managing the Complex SaleEven Keel

Probability of taking action is low

Results needed

Reality today

Why rock the boat now?


43


Sinaia – Managing the Complex SaleOverconfident

Probability of taking action is nil

Your proposal is seen as negative impact on REALITY

Perception of Reality today caused by:

�

False reading of situation

�

Set sights too low

�

Strong resistance to change

RESULTS needed

« Who needs your proposal? I’ve never had it so good »


44


Sinaia – Managing the Complex SaleChange

�

Your proposal de facto is a proposal for change

�

How will it affect the Buying Influence, both in business and personally?

�

Often perceived as threat

�

No matter how good the product fit, the Buying Influence’s perception of reality is the deciding factor

�

Reality for this specific situation

�

Not personality or attitude


45


Sinaia – Managing the Complex SaleMatches and Mismatches of Modes

�

Four buying Influences may be in different modes or levels of receptivity

�

Cover all the bases – do not ignore the difficult ones

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Work first on “Trouble and Growth”

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Get them to work on Even Keel and Overconfident

�

End objective is a match of modes


46


Sinaia – Managing the Complex SaleRatings

Ratings describe how the Buying Influences feel about your

proposal


47


Sinaia – Managing the Complex SaleSome Do’s and Dont’s on Ratings and Modes

�

Take out your own perception and views of “reality”

�

Do not assume that your perceptions of reality are the same as those of the Buying Influence

�

Beware of recognising that the perceptions are different, but concluding that yours are “correct” and his are wrong or irrelevant


48



+5 Enthusiastic advocate

+4 Strongly supportive

+3 Supportive

+2 Interested

+1 Will go along

-1 Probably won’t resist

-2 Uninterested

-3 Negative

-4 Very negative

-5 Antagonistic anti - sponsor


49


Sinaia – Managing the Complex SaleRatings and Response Modes Relate to this Single Sales Objective

Same person may be in different modes

+4G+5TCoach

-3T-3EKTechnical

+3T-3EKUser

-2EK-3TEconomic

RatingMode RatingMode

Single Sales Objective 1 Single Sales Objective 2

ideal ideal


50



A word of warning…If your Coach isn’t in Growth (possibly Trouble) Mode

and is not strongly in favour of your proposal…

Find yourself a new Coach very quickly!


51


Sinaia – Managing the Complex SaleWin/ win

If we are striving for:

�

Satisfied customers

�

Long term relationships

�

Repeat business

�

Referrals

Just getting the contract for the project is not enough


52


Sinaia – Managing the Complex SaleWin/ win

I WIN YOU WIN

I WIN YOU LOSE

I LOSEYOU WIN

I LOSEYOU LOSE

High prices in Trouble

Oversell capabilities

Relationship with Buyer, not with Account

Open ended discounts, free time, unsustainable

Face reality together and find Win - Win


53


Sinaia – Managing the Complex SaleWin - Results

Key ideas:

�

People Win in their own ways

�

personal wins vs business wins

�

The Win you would get in a particular sales situation is different from the Wins each Buying Influence would get

�

Categories of Buying Influences tend to look for similar business results but each one Wins in a personal way

To increase the probability of success you need to:

�

Learn how people Win – satisfy their personal interests

�

Not just focus on Results

What are the specific business Results I need to produce for this Buying influence personally to Win?


54



RESULTS PROCESS

PRODUCT SERVICE

�

Impact of the product on the process (e.g. easier, faster, lower cost, higher quality)

�

Tangible, measurable,

quantifiable

�

What a person buys?

To improve:

�

Product design

�

Operations

�

Quality control

�

CommunicationsBusiness

We offer:

�

Knowledge

�

Tools

Value proposition


55


Sinaia – Managing the Complex SaleResults Reference Sheet

1. Improved reliability2. Increased efficiency3. Upgrading of skills4. Improved performance5. Best problem solution

6. Do job better/ faster/ easier7. More versatility8. Improved service

1. Higher return on investment (ROI)2. Increased sales3. Reduced costs4. Increased efficiency/ productivity5. Reduced cost of ownership

6. Flexibility7. Profitability 8. Smoothed cash flow

User Buying InfluencesRole: Judge product impact on the jobFocus: The job to be done

Economic Buying InfluenceRole: Final approval; release fundsFocus: Bottom line and impact on organisation


56


Sinaia – Managing the Complex SaleResults Reference Sheet

Note:Coaches don’t have their own Results, only Wins. Coaches only have results if they are playing another Buying Influence role, but:

1. Recognition2. Visibility3. Get strokes

4. Make contribution

1. Meets specifications2. Exceeds specifications3. Timely delivery4. Best technical solution5. Discounts/ low bid/ price6. Terms and conditions7. Meets legal requirements

CoachesRole: Give data guides to other Buying influencesFocus: Your success with this proposal

Technical Buying InfluencesRole: judge match to specifications: screen outFocus: Match to specifications in their areas of expertise


57



BUYINGINFLUENCE

WINSELF INTEREST

Needs to:

�

Satisfy personal interest

�

Excel

�

Feel important

�

Belong

�

Survive

�

Help others

�

Make contribution

�

How the Buying Influence’s self – interest is served

�

Reflects and reinforces values and attitudes

�

Intangible, not measurable

�

Why a person buys

Personal


58


Sinaia – Managing the Complex SaleWins Reference Sheet

�

Remain in power

�

Achieve control over others

�

Get more leisure

�

Remain in a given location

�

Increase skill development

�

Increase personal productivity

�

Be an instrument of change

�

Be looked on as a problem solver

�

Contribute to the organisation

�

Increase mental stimulation

�

Gain recognition

�

Increase growth potential

�

Improve social status

�

Have more time with family

�

Get more power

�

Increase self – esteem

�

Be more flexible

�Feel more secure or safe

�

Put in a quality performance�

Be seen as a leader


59


Sinaia – Managing the Complex SaleWins Reference Sheet

�

Offer uniqueness

�

Repay debt

�

Increase responsibility and

authority

�

Pursue a lifestyle

�

Get more freedom

�

Get a promotion

�

Make someone indebted

�

Autonomy

�

Education

�

“One – upmanship”

�

Increased confidence

Avoiding a Lose

�

Loss of credibility

�

Loss of recognition

�

Loss of job

�

Continuous worry�

Demotion�

Go out of business


60



BUYING INFLUENCE

SELF INTEREST(needs to meet the value proposition)

WIN RESULTS PROCESS

PRODUCT…


61


Sinaia – Managing the Complex SaleWin – Results Statement

A short statement of the personal Win that a Buying Influence attains and the important measurable business result which delivered it.


62


Sinaia – Managing the Complex SaleWin – Results Statement Worksheet

Single Sales Objective: ________________Company/ Specific Area

________________ __________________Product/ Service Sales Revenue

________________Close Date

Buying Influence Name:________________Key Wins

____________________________________Key Results

____________________________________Win – Results Statement

Single Sales Objective: ________________Company/ Specific Area

________________ __________________Product/ Service Sales Revenue

________________Close Date

Buying Influence Name:________________Key Wins

____________________________________Key Results

____________________________________Win – Results Statement


63


Sinaia – Managing the Complex SaleResults& Wins

Results…are product/ service related; they describe your product’s impact on the Buying Influence’s business processes

Wins…are personal and describe how the Buying Influence’s self interest is served

Organisations obtain Results

Only People can Win


64


Sinaia – Managing the Complex SaleGetting to the Economic Buyer

�

Float factor – perceived risk to organisation

� The value of the sale

� Business conditions

� Experience with you and your firm

� Experience with your product or service

� Potential organisational impact

�

At what level would this type of approval be in eNsight?

�

Considering the level of risk, should you look higher in the organisation?


65


Sinaia – Managing the Complex SaleWill the real Economic Buyer please Step Forward?

�

Ask the buyer directly

� When the decision is made, whose budget will the funds come out of?

� Is there anyone who can veto this proposal?

� After your approval, how does the decision process work?

� Is there anyone else at senior level whose approval we need?

�

Get coaching

�

Do not guess!


66


Sinaia – Managing the Complex SaleHandling the Blocks to the Economic Buyer

�

Show the blocker how they can win personally by getting you to the Economic Buyer

� The blocker can get the credit for being the person bringing the knowledge to the

Economic Buyer

�

Go around the Blocker

� Sometimes inevitable, but should be last resort

� Beware ignoring the Blocker’s resistance

�

Going along with the Blocker

� Sometimes inevitable, but should be last resort. May be better in the long term


67


Sinaia – Managing the Complex SaleThe Discomfort Zone – Your Own Blocks

�

The Economic Buyer will be senior

�

May not be your regular contact

�

To reduce discomfort

� Obtain information about the EB from your coach and develop win – results statement before the meeting

� Always have a valid business reason for taking up their time

� Bring him information that will help him see the strategic future of his business


68


Sinaia – Managing the Complex SaleEstablishing Credibility with the Economic Buyer

�

Use peer to peer selling – sales teams, not individuals

�

Use past successes with this client or others which are valid – references, visits

�

Executive briefings on valuable subjects, not just this one

�

Bring in expert Gurus on relevant subjects

Sales Teams not Individuals


69


Sinaia – Managing the Complex SaleHow receptive is the Economic Buyer to my Proposal?

�

Growth mode

� Does he understand the improvements my proposal will bring?

�

Trouble mode

� Does he see that the proposal will fix the problem? Is he convinced I understand the

urgency of the problem?

�

Even keel

� Can I show him a discrepancy? Can another Buying Influence alert him to Trouble?

�

Overconfident

� Try to sell now or wait? Prepare to solve problems when they arise


70


Sinaia – Managing the Complex SaleAm I playing Win – Win with the Economic Buyer?

�

Can I deliver a positive Result that will create a positive impact on one or more business

processes?

�

Does the result translate into a personal Win?

�

Does he know I am producing a Win for him?


71


Sinaia – Managing the Complex SaleDo I Have a Valid Business Reason for Seeing the Economic Buyer?

�

Do I have knowledge on future trends which will affect his business?

�

Is the knowledge concept related, not just nuts and bolts?

�

How does this knowledge and my contribution also establish eNsight’s credibility?

�

How does it distinguish eNsigh tbusiness partners from our competitors?


72



Economic Buyer Checklist

�

What do I need to find out from the Economic Buyer or someone else, to help me better

address the required Results and personal Wins?

�

What do I want the Economic Buyer to know?

�

What do I want the Economic Buyer to do?

�

How do I want the Economic Buyer to feel?


73


Sinaia – Managing the Complex SaleGetting to the Economic Buying Influence Worksheet

Reasons Possible actions

to minimise or overcome


74


Sinaia – Managing the Complex SaleCompetition

Key ideas:

�

Every sale is competitive

�

Focusing on the competition can be just as dangerous as ignoring it

�

To deal with competition you must leverage Strengths and eliminate Red Flags

�

There are 4 possible types of competition for every sale


75


Sinaia – Managing the Complex SaleTypes of Competition

Competition is defined as any alternative solution

�

Buy from someone else

�

Use internal resources

�

Use budget for something else

�

Do nothing


76


Sinaia – Managing the Complex SaleWhy focusing on the Competition doesn’t work

�

It allows the competition to write the rules of the game

�

It advertises your weaknesses not your strengths

�

It invites price cutting

�

It makes you look stupid

�

It deflects attention away from the customer’s concerns


77


Sinaia – Managing the Complex SaleWhy is Competition so Tough ?

�

The bold line fades

� Lack of differentiation is the modern reality

� Rate of change in technology makes real differentiation fleeting

�

The sophististication factor

� Customers are getting smarter

� They check out the competition too

�

Constant stream of new market entrants

� Mergers and acquisitions – spin offs

� Diversification


78


Sinaia – Managing the Complex SaleThe Proactive Alternative – Restoring Differentiation

�

Focus on providing solutions to individual’s problems

� Being proactive, you set the agenda and the standards

� Devote your energies to the job in hand

� Efficient use of skills and resources

�

Focus on the customer, not the product

� Keep focused on the customer’s concept

�

Enable the customer to recognise a significant contribution

� Focus on eliminating the customer’s discrepancy

� Research their business needs and frame your contribution


79


Sinaia – Managing the Complex SaleFour tricky cases

�

The competition is entrenched

� Meet more people

� Exploit opportunities where they are not

� Establish low pressure relationships – watchful waiting

�

You’re firmly entrenched

� Understand your strategy – why successful?

� Has anything changed? Open to new vendors?

� Revisit past contributions

� Reassure buying influences – good decision


80


Sinaia – Managing the Complex SaleFour tricky cases

�

You’re the higher – priced supplier

� Higher price is not the same as expensive

� Client’s perception of the price that counts

� Demonstrate that your contributionm is cost – effective

� Price – cutting can be lose – lose

�

The client just wants you to bid

� Sometimes you should say “no”

� If no contact with Buyers, setting yourself up to lose

� Bidding is not selling

� Always aim to get to the person to person relationship


81


Sinaia – Managing the Complex SalePosition vs. Competition

�

From your customer’s perspective, what is your position for this Single Sales Objective?

Exclusive You are the only one being considered

Dominant There is competition but you are the front runner

Shared There is competition and the decision could go to anyone

Zero Your competition is firmly positioned


82


Sinaia – Managing the Complex SaleCompetition Worksheet

Their Red Flags

Their Strengths

Do NothingCompetitor 2Competitor 1


83


Sinaia – Managing the Complex SaleIdeal Customer

Key ideas:

�

Ideal Customer profile can also be used as a diagnostic tool to anticipate Red Flags and

to identify Stregths

�

Ideal Customer profile can also be used as a qualifying tool

�

The closer the fit to your Ideal Customer criteria, the fewer problems and the easier the

sale

�

The poorer the fit, the more problems are likely


84


Sinaia – Managing the Complex SaleIdeal Customer Worksheet

WorstIdealBest


85


Sinaia – Managing the Complex SaleeNsight Ideal Customer Profile

�

Have the willingness and ability to pay our fees

�

Have a technical environment in which we can add value

�

Have a project team available to work with us

�

Clear and concise decision making

�

Open and honest communication

�

Clear objectives

�

Win – win business relationships

�

Nice people to do business with

�

Opportunities for further work

�

Good referral


86


Sinaia – Managing the Complex SaleHow to Use the Ideal Customer Profile

�

In targeting – don’t chase clients we don’t want

�

Qualifying an enquiry – cherry pick

�

Diagnose problems as they arise – back out before too late

�

Use to rank the probability of winning the deal


87


Sinaia – Managing the Complex SaleProspect Evaluation #1

50

GoodMarginal

Fit to client needseNsight BP expertise

50

YesNo

Start date knownTimescale

1050

01-23+

Number of Unique SellingPropositions

Originality

1050

eNsight BP exclusiveeNsight BP dominantShared

Competition

50

YesNo

Proposal issuedSolution

Percentage probability of winning the project

Notes: Any “don’t knows” or “not sures” = No


88


Sinaia – Managing the Complex SaleProspect Evaluation #2

5

0

5

0

50

10

0

Yes

No

Yes

No

YesNo

Yes

No

Met Economic Buying Influence

Met User Buying Influence

Met Technical Buying Influence

Do you have a coach

Authority

05

10

Business case not producedBusiness case produced

Business case payback < one year

Need

10

5

0

Very good

Good

No

Good relationshipExisting eNsight BP client

5

0

05

Yes

No

Client has budget for project

eNsight BP > competitor pricing

eNsight BP < competitor pricing

Money


89


Sinaia – Managing the Complex SaleSales Funnel (Sales Management System)

Key ideas

�

There is never enough selling time

�

Selling priorities and time allocation are not synonymous

�

Every sale requires four different kinds of selling work


90


Sinaia – Managing the Complex SaleSales Funnel

A device that can be used as a tool to help focus sales people and managers

The Sales Funnel helps to:

�

Define where you are in the selling process

�

Track Single Sales Objectives

�

Manage selling time

�

Prioritise selling activities

�

Bring balance to the four kinds of selling work


91


Sinaia – Managing the Complex SaleWhat is selling?

�

Prospecting

�

Original contact

�

Qualification

�

Presentation

�

Addressing concerns

�

Closing the sale

�

Getting referrals

It is a controlled process, not a series of ad hoc actions


92


Sinaia – Managing the Complex SaleSales Funnel

Universe

Above Funnel

In Funnel

Best Few

Place to identify opportunities where there is a potential fit

Data suggest a possible order

Data verify a possible order

Clearly defined next steps.

Little or no luck involved

PROSPECT

COVER THE BASES

QUALIFY

CLOSE ORDER


93


Sinaia – Managing the Complex SaleIn Order To Allocate Selling Time, You Need To Consider:

�

Number and type of tasks to be performed (action oriented) to move to next Funnel step

�

Difficulty of work required

�

Amount of sales revenue from this Single Sales Objective

�

Potential of account

�

Accommodation of buying cycles for the product/ service (e.g. SAP/Oracle = month)

�

Product or service mix - resources


94


Sinaia – Managing the Complex SaleFunnel Worksheet

Best Few

Universe

Above Funnel

In Funnel

Company Product Sales Value Close date Next action Time allocated


95


Sinaia – Managing the Complex SalePutting the theory into action - focus

�

Your single sales objective, with a realistic date

�

The buying influences involved in that objective

�

The response mode of each buying influence

�

The win- results of each buying influence

�

The level and nature of your competition

Examine each one to uncover red flags – then consider which actions can turn them into opportunities


96


Sinaia – Managing the Complex SaleSome helpful tips - Strengths

�

Past history of win – win

�

Exclusive or dominant competitive

position

�

First sales consultant at this client to

identify need, so influence the specs

�

Excellent match to Ideal Customer

Criteria (which?)

�

Key buying influences in Trouble or Growth Mode Addressing Win –Results well

�

Positive (+) rating

�

Personal credibility of the sales consultant

�

Product strengths, fit to need

�Support/ service strengths


97


Sinaia – Managing the Complex SaleSome helpful tips – Red Flags

�

Lack of information

�

New Players

�

Uncovered bases

�

Reorganisation

�

Negative (-) ratings

�

Negative Ideal Customer match

�

Even Keel or Overconfident Economic Buying Influence

�

Past history of lose – lose

�

Position vs Competition shared or Zero

�

Not understanding client alternatives (other uses of budget)

�

Poor product/ service/ support fit

�

No Coach

�

Unknown Economic, Technical or User Buying Influence

�

Feeling of Concern, Discomfort, Worry, Fear or Euphoria Panic

�

Rating with Coach < +3

�

Even Keel or Overconfident Buying Influence with + rating

�Business Results your product/ service cannot deliver

�

Timing for priorities for Work it in of Later


98


Sinaia – Managing the Complex SaleSome helpful tips – Red Flags

�

Close date and Timing for Priorities not in sync

�

More than one Economic Buyer listed

�

Categorising someone as a Growth person or Even Keel personality

�

Categorising a company as being in Trouble mode

�

Confusing the fact that a Buying Influence likes you with liking your proposal

�

Confusing an information with a Coach

�

An unclear Single Sales Objective

�

Believing there is an Economic Buying Influence for an account vs for this SSO

�

Buying Influence with high degree of influence and < +3 rating

�

Lack of evidence for rating


99


Sinaia – Managing the Complex SaleIdeas For Other Possible Actions

�

Check “Changes Worksheet” for threats and opportunities that apply to this SSO

�

Check Worksheet for Competition for additional Strengths and Red Flags

�

What would it take to make each Buying Influence a +5 rating?

�

What would it take to develop a Buying Influence rated +3 to +5 into a Coach for this sale?

�

Is there an action for every Strength and every Red Flag?

�

Does every action leverage a Strength or minimise a Red Flag?

�

What reasons could lead to the Close Date being postponed? What can you do before that happens?

�

When should the Blue Sheet be reviewed with your Coach for additional

coaching?

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