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Salesengineering.com Webinar Series: Discovery Skills for SMEs

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Phil [email protected]

Discovery Skills forCustomer-Facing SEs,

Consultants, and Engineers

Discovery Skills forDiscovery Skills forCustomerCustomer--Facing SEs,Facing SEs,

Consultants, and EngineersConsultants, and Engineers


AgendaAgendaDiscovery Skills for CustomerDiscovery Skills for Customer--Facing SEs,Facing SEs,Consultants, and EngineersConsultants, and Engineers

● Why Do Discovery?● Discovery: What Must We Know?

● Stakeholder Analysis● Qualification Elements● Effective Questioning

● Pre-Sales/Post-Sales Hand-offs


Case: Discovery Case: Discovery ---- Web Ordering SystemWeb Ordering System

● The customer tells the Sales Rep:● This is board mandated ● Funding has been secured● Solutions are needed this quarter

● The technical sponsor tells the consultant:● Two prior attempts have failed● The project manager’s job is on the line● The system’s new data center is 6 months late● Many execs don’t believe the promised payback● The board will pull funding if the prototype fails

Why Are SMEs Able to Do A Better Discovery?




Customers Prefer TechiesCustomers Prefer Techies!!

Wants to take my money

Why Not Leverage Pre-Sales’ Credibilityto Drive Business?

Wants to solve myproblems


Why Discovery Skills for Pre/Post Sales Why Discovery Skills for Pre/Post Sales Consultants + Engineers?Consultants + Engineers?

● Improve Win Rate: Prioritize high % deals

● Save Time: Get to “No” faster

● Grow Deals: Find more pain

Leverage Technical CredibilityLeverage Technical Credibility● Validate the sales rep’s qualification● Identify technical qualification● Go fishing: Find new opportunities● Improve pre/post sales hand-offs● Appropriateness test for on-site visits, trials, POCs, etc

✔✔✘✔


What Must We Know?What Must We Know?

Sun Tzu: Components of StrategySun Tzu: Components of Strategy● What Must Be Accomplished?

● What Must We Know?● How in General Is This Achieved?

● What Tactics Will We Use?

Activity:What Is the

Most Important QuestionDuring Discovery?

Activity:What Is the

Most Important QuestionDuring Discovery? *

* Time, Jan 29, 2007, vol 169, no 5, pg 142, by Jeffrey Fisher9

Strictly Confidential

What Must We Know?What Must We Know?

● Who is involved in the decision

● Why are they making the decision

● When are they making the decision

● What criteria will be used to make the decision

● How will they make the decision

The Question:The Question: ““What is Your Decision Process?What is Your Decision Process?””


Start With Start With ““WhoWho””Case: The Ally Case: The Ally ---- Web Ordering SystemWeb Ordering System

● The technical sponsor says he:● Loves our stuff● Owns the project and has staff to evaluate the solution● Can introduce us to key players in the org

● 6 months later…● We asked the sponsor for his decision● He said he needed to ask his boss!● The boss had a strong bias for a competitor● 6 months down the toilet

What Went Wrong? Why?11

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Q: Who Should We Prioritize Time With?Q: Who Should We Prioritize Time With?A: People Who Can Make Decisions FasterA: People Who Can Make Decisions FasterLetLet’’s Build a Model:s Build a Model:Influence (Advisoryship)Influence (Advisoryship)● Recommender: “No” is bindingInfluencer: Opinion is valued

● Not about “Yes”

PowerPower● Ability to decide, Make things happen.

Independent of job title● High: Self-empowered

Low: Consensus builder

RI

?

High

Low

Moderate




Discovery of Discovery of ““WhoWho””Getting Faster Decisions: Circle of InfluenceGetting Faster Decisions: Circle of InfluenceModel the Solution DecisionModel the Solution Decision● Influence-centric

● Not an org chart● # of levels to the SDM

● About “No”, not “Yes”

Prioritize the InfluentialPrioritize the Influential“Who stops the deal next?”

● More: High Power, R’s● Less: Low, Allies, I’s

SDM: BobbyModerate

SDM: BobbyModerate

SDM: BobbyModerate

SDM: BobbyModerate

CeciliaHigh

CeciliaHigh

RR

DeeDeeModerateDeeDee

Moderate

II

SDM: BobbyModerate

SDM: BobbyModerate

CeciliaHigh

CeciliaHigh

RR


Moderate

II

EddieLow

EddieLow

II

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Follow the Power and Influence 13Strictly Confidential

SDM: AaronHigh

SDM: AaronHigh

BobbyModerate

BobbyModerate

RR

CeciliaHigh

CeciliaHigh

DeeDeeLow

DeeDeeLow

EllieHighEllieHigh

IIII

II

II

TDM: AaronHigh

TDM: AaronHigh

TDM: AaronHigh

TDM: AaronHigh

TDM: AaronHigh

TDM: AaronHigh

SDM: BobbyModerate

SDM: BobbyModerate

CeciliaHigh

CeciliaHigh

RR


Moderate

EddieLow

EddieLow

II

II

Circle of Influence:Circle of Influence:Validate the Solution Decision Maker (SDM)Validate the Solution Decision Maker (SDM)

“Can they say ‘No’ fortechnical reasons?”“Yes”

● If Yes Wrong SDM!

“Who does the SDM bring their recommendation to?“Aaron, the BDM”

The Wrong SDM is a DisasterThe Wrong SDM is a DisasterAaron

BDM


SDM: Lyle: EVPLow

SDM: Lyle: EVPLow

Mimi: DirectorModerate

Mimi: DirectorModerate

Otto: ArchitectAlly, High

Otto: ArchitectAlly, High

Philip: ManagerModerate

Philip: ManagerModerate

II

Nancy: ConsultantHigh

Nancy: ConsultantHigh

II

RR

RRRR

➊

➋

➎

➍

➌

Get Faster Decisions: Follow the Power and Influence

Who Can Stop the Deal Next?

Activity: Visualize Who To Spend Time WithActivity: Visualize Who To Spend Time With


WhatWhat’’s Happening Here?s Happening Here?

DiscoveryDiscovery

Discussion: Why Are They Doing This?


● What needs to exist for a deal to be sales-worthy?

1)2)3)4)5)6)7)

Checklists Ensure Completeness and Repeatability

Discovery: Qualification ChecklistDiscovery: Qualification Checklist


7 Elements of Qualification: A Checklist7 Elements of Qualification: A Checklist

Pain: The business problem

Need: The requirement to fix the problem

Driver: A compelling event, project, regulation

Budget: The funding for the project

Timeframe: The date of the decision

Fit: Our solution fixes the business problem

Owner: Who is accountable for success

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Checklists Ensure Completeness and Repeatability




Score Qualification to Assess Future Risk and Effort Score Qualification to Assess Future Risk and Effort

[email protected]

Qualification ChecklistQualification Checklist

•••


More QualificationMore Qualification““Readiness and ability to make a decision and purchaseReadiness and ability to make a decision and purchase””

Technical Qualification ChecklistTechnical Qualification ChecklistObstacles: Stop the dealPerceived Risks: Stall the dealAlternatives: Confuse the deal

Competition, Build internal, Do nothing

SalesSales--Worthiness ChecklistWorthiness ChecklistIs It Real? Will/can they make a decision?Can We Win It? Fit: Solution, Competitive, ValueIs It Worth It? For us / you / the customer?


1) What are your technical issues?

2) How does it work today?

3) How would you like it to work?

4) Who makes the final decision?

5) What are your performance requirements, and why?

Activity:Which Discovery Question is “Best”?

Activity:Which Discovery Question is “Best”?


Discovery: Digging for PainDiscovery: Digging for Pain

Dig For Pain Dig For Pain More Solution More Solution Grow Deals!Grow Deals!● What pain is driving the criteria?

● Why do they have issues?● Why do they have needs?

● Don’t accept responses on face value● Dig below customer’s responses● More pain More solution More $● Quantify pain High value No-brainer decisions


Effective Provocative Discovery QuestionsEffective Provocative Discovery Questions

● Effective: Quantify the pain!● “What is the impact and cost, and why?”● “What level are you trying to achieve, and why?”● Time, staff, transactions, floor space, power, $, etc.

● Ineffective:● “What are your performance requirements?”

● Effective: Try to grow the deal!● “What is driving your performance requirements?”● “What is being impacted by insufficient performance?”● “What would be the performance implications of ___ ?”

(Something they haven’t thought about)


Discovering Quantified Pain: Cost of NeedsDiscovering Quantified Pain: Cost of Needs

Need Numbers to Establish Compelling ValueNeed Numbers to Establish Compelling Value● The cost of pain (current)● The cost of doing nothing (future)● Desired payback (over time)● Critical success factors (project)● Operational Performance Metrics

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

Doing NothingDoing Nothing● From lack of perceived pain● Numbers help visualize pain and compel action

“How much?”“How long?”“What level?”




PostPost--Sales to PreSales to Pre--Sales HandSales Hand--offs offs

What Does PreWhat Does Pre--Sales Need from PostSales Need from Post--Sales?Sales?● 7 elements of qualification

● Pain, need, driver, budget, timeframe, owner, fit. Numbers, numbers, numbers

● Technical qualification● Showstopper obstacles, risks, alternatives, competition

● How to sell post-sales services● A whole solution: Analyze, design, develop, test,

deploy, migrate, integrate, document, train, and re-skill● What services can and cannot do● Value proposition


PrePre--Sales to PostSales to Post--Sales HandSales Hand--offs offs

What Does PostWhat Does Post--Sales Need from PreSales Need from Pre--Sales?Sales?● Project implementation/deployment

● Quantified pain / problem● Numbers, numbers, numbers

● Constituents/owners, needs● Scope, obstacles, risks, constraints, alternatives● Quantified impacts of AS IS and TO BE● Technical environment● Resources, staffing, skills● Integrators, consultants, partners


HandHand--offs Best Practice offs Best Practice

Create Documents for the Engagement ModelCreate Documents for the Engagement Model● Post-Sales to Pre-Sales ● Pre-Sales to Post-Sales

AdvantagesAdvantages● Information flow is clear and well-defined● Each team knows what data is needed● Discovery for the other party is proactive● Hand-offs are smooth● There is a paper trail

Define Reward System for Good Discovery, HandDefine Reward System for Good Discovery, Hand--offoff


Summary:Summary:Discovery Skills for CustomerDiscovery Skills for Customer--Facing Facing SMEsSMEsStructured DiscoveryStructured Discovery● Cleanse Funnels: Prioritize high % deals● Save Time: Get to “No” quickly

● Who can make the decision faster?● Do you know what you don’t know?● Assess risks: Is this a good use of time?

● Grow Deals● More quantified pain More solution More $● Dig for Pain. Ask Why?

Create Documents for Pre/Post Sales HandCreate Documents for Pre/Post Sales Hand--offoff● Clear and well-defined


Fast Lane and Salesengineering.com Fast Lane and Salesengineering.com Partnered Together for Partnered Together for Partner SuccessPartner Success

Phil [email protected]