the 3d advantage™ webinar with selling power · you didnt really lose –its more that the other...

The 3D Advantage™Webinar with Selling Power

Copyright © Imparta Ltd. All Rights Reserved 2

What value does your organisation bring to its customers?


WHAT WHY

What and why do companies buy?

Products & Services

Company capabilities

People

Other e.g. relationships

Value(Benefits - Costs)

Strategic

Tactical

Political

Individual


How do companies buy?

The BuyingCycle


Buying Cycles in a Channel Environment

Supplier (You)

Direct

2-tier

DistributorRetailer

Etc.

WholesalerIntegrator

Etc.

Retailer OEMEtc.

1-tier EndCustomer

Insight: Create value through disruptive insights into needs, solutions and decision process

Influence: Create outcomes through the ethical use of behavioural science and

decision strategy

Trust: Gain access through credibility, reliability, business

intimacy and customer centricity

How should we sell? The 3D Advantage™


BEHAVIOURAL

• The original Creating Client Value program was a collaboration between Richard Barkey and Neil Rackham, whose research involved a team of 30 people studying 35,000 sales calls in more than 20 countries over the course of 12 years.

• Imparta has continued to use behavioural research since, correlating sales performance against a range of observed competencies across different types of sales role and sales environment

The research baseA 3D approach to research as well

QUALITATIVE

• Behavioural research is powerful, but you have to know which behaviours to use.

• To address this we’ve researched extensively across disciplines including:

• Strategy, which has many applications in sales and service, from uncovering needs, to stakeholder management and positioning against competitors

• Heuristics and Behavioural Economics (BE), which provides insights into how humans make economic decisions.

FIELD

• Sales methodologies also have to be practical and useful in the real world.

• We’ve been working with leading sales teams for over twenty years, consulting on their sales processes, training them, and coaching on hundreds of accounts and deal pursuits

• As a result, we have adapted a number of tools and techniques to make them more practical, added or expanded others, and removed some that were too hard to use.


Case study 1: Alex Cheung

• Abell’s Car-to-X product allows car companies to integrate with a range of tech, including home automation

• Their research show that ‘Customers increasingly buy cars based on bundled services, not the car itself’

• The CMO has said: ‘Use this insight to shake up their status quo. Get them to understand that their world is changing forever, and Car-to-X is the answer!’

• Using LinkedIn and an introductory call, Alex has secured a meeting with Brad.

ALEX CHEUNG, Business Development ManagerABELL ENGINEERING

BRAD BOROWSKYHead of Systems Engineering

NOVA AUTO


Case study 1: Alex Cheung

What was Alex doing? Why didn’t it work?

Alex explains the research into how car buying is changing. “I agree! In fact we’ve done similar

research and I’ve hired a team to work on what I call ‘The Connected Drive’”.

Explains Car-to-X and the benefits of different forms of connectivity.

“I like the idea of home connectivity.”

Explains how it has helped other Heads of Systems Engineering.

Weeks pass with no response.

Alex finally reaches Brad late one Friday.

“The Head of Product Design hasn’t responded, and I have no budget for external software. Sorry!”

“I’m not targeted to look at that but I’ll pass your ideas to Product Design.”

Offers to speak to Product Design directly, but Brad says no thanks.



NOVA AUTO


Debrief: Alex Cheung

• Alex brought INSIGHT – but like beauty, insight is in the eye of the beholder.

• One person’s insight is another person’s statement of the obvious

• Insight on its own is not enough to influence the outcome of a conversation.

• Alex failed to create a sense of urgency around the problem that Car-To-X solved

• Or to identify who in Nova Auto might own that problem enough to act

• To deliver insight well, you need to be trusted.

• Customers are human and the best message will achieve nothing if it’s not listened to

• Alex destroyed trust by not being focused on Brad or his objectives

• That made it hard for her to gain access after the first meeting

Alex was an ‘Insightful Outsider’



NOVA AUTO


BRIENNE KNIGHTLEY Channel SalesXENOCHEM

Case Study 2: Brienne Knightley

• Brienne is pitching to supply Coatings, Adhesives and Building Materials

• She’s called 3 of 7 key stakeholders and probed their requirements in detail

• Decision criteria were: product efficacy, local supply, working capital management, and reputation

• The pitch went well – Brienne brought an engineer to discuss products and established social proof of XenoChem’s reputation

• She followed up with each stakeholder. Most didn’t return her calls though.

• Some weeks later…

JAN ČAPEKCategory Director

CFC CHEMIE (Distributor)


Case Study 2: Brienne Knightley

What was Brienne doing? Why didn’t it work?

“Oh no! Can I ask why?”

“I’m really sorry, but we’ve awarded the contract to another supplier.”

“I see…”

“You didn’t really lose – it’s more that the other company won. They made us completely rethink what we needed.”

“I see. Thank you”

“They pointed out that distributors in Europe only have a 15% market share, vs. 20% in North America. They asked why we felt that was, and suggested ways they could help –improving logistics, specialist laboratory support, training our sales team. They actually reframed our thinking during the pitch!”





Debrief: Brienne Knightley

• Brienne did many of the right things to INFLUENCE the outcome

• Mapped out the decision-makers and explored their decision criteria

• Did a great presentation with the right people present

• But influencing strategies are vulnerable to game-changing insights

• In contrast, the competitor was able to rewrite CFC’s decision criteria

• Reframed from ‘who’s the best adhesives supplier’ to ‘who is the best partner to help us grow our business’

• Influencing activities can also destroy trust

• When Brienne first asked questions, it increased trust

• But her influencing strategies weren’t subtle enough, so trust fell

Brienne was a ‘Pushy Salesperson’





Case Study 3: Carlos Flores

• Argyll & Smith are a PR agency

• Carlos has been the CostLess account manager for 3 years

• His boss, Jules, has asked him to develop the account beyond doing PR for stores in two main regions

• The goal: Get into the other three regions and work at Head Office too

• Carlos had discussed this with Amy, and she had agreed that there was a need to coordinate the local and national campaigns better

• They are meeting for a regular business review…

CARLOS FLORESAccount ManagerARGYLL & SMITH

AMY RODOLPHOHead of Marketing

COSTLESS SUPERMARKETS


Case Study 3: Carlos Flores

What is Carlos’s approach? Why wasn’t it enough?

“That’s great – thank you Amy! Did you get anywhere with the other regions or Head Office? Jules asked me to ask!”

“I must say, Carlos, I’m happy with how the projects are going. I trust you implicitly to keep your team on track!”

“Not much progress I’m afraid the other Regional heads are happy with their own agencies. “And the CMO is focused on our rebrand right now rather than PR”

“A pleasure. I know you’d do a great job with a wider brief, so of course I’ll stay alert for any opportunities for you.”

“OK – well thanks for trying! Will you keep an eye out for me?”

“I appreciate that! And you know I’m always here for you”





Debrief: Carlos Flores

• Carlos was TRUSTED – an achievement in itself

• But trust without insight doesn’t stimulate demand.

• Trust is an enabler, not a driver, of growth.

• In order to stimulate demand, the salesperson needs to bring proactive insight

• These can relate to objectives, the barriers to achieving them, or solutions

• Trust is insufficient to influence outcomes.

• Carlos suggested an idea to his contact, but failed to show why a change was necessary, and then left it to his contact to build urgency and momentum

• Salespeople need to guide customers through the whole buying process.

Carlos was a ‘Friendly Helper’




The 3D Salesperson… and other types


EXAMPLE

The 3D Advantage™ while building momentum


Building momentum


Day-to-day opportunities

Operational issues

Short-term results

TACTICAL

02

Competitive positioning

Impact on customers

Future consequences

STRATEGIC

01

Perceptions

Status

Opposition

POLITICAL

03

Stress

Wasted time

Frustration

INDIVIDUAL

04

Why customers buy: ValueFour levels of value INSIGHT


People act to avoid a loss 2-4x more than they do to achieve a gain

Why customers buy: Loss Aversion

Gain

Perceived Value

Loss

PAIN from not

acting

INFLUENCE


Contrast Bias can be used to increase the PAIN, by contrasting directly with GAIN

Building momentum: Contrast Bias

GAINfrom

taking action

PAIN from not

acting

PERCEIVEDVALUE GAP

PAIN from not

actingPERCEIVEDVALUE GAP

INFLUENCE


Building Momentum: Trust

TRUST = CREDIBILITY + RELIABILITY + BUSINESS INTIMACY

SELF-ORIENTATION

Be genuinely curious about their business

Focus must be on helping them, not

selling to them

Don’t ask basic questions – show you’ve done your homework. Avoid making assertions that

could be wrong

TRUST


TELL

ASK

Powerful questions build Insight, Influence and Trust

Building Momentum: Ask, don’t Tell

“If you don’t fix this, it could cause a loss in revenue”

“What do you think the impact would be if you don’t fix this now?”

“They want my opinion!” (Increased trust)

“That was useful information!”

“Good question. Let me think…” (Instinctive Elaboration)

“Maybe… but anyway…” (Confirmation Bias)

““They’re not listening”(Reduced trust)

“Let me explain what I mean…”


Building momentum

INSIGHT INFLUENCE TRUST


TO WHAT EXTENT DO YOUR SALESPEOPLE:

1. Bring insight to your customers around their sources of pain (1-10)

2. Explore pain at all four levels: Strategic, Tactical, Political, Individual (1-10)

3. Consistently ask about pain rather than explaining it (1-10)

4. Directly contrast pain and gain to build urgency (1-10)

5. Build credibility by doing specific ‘homework’ on each prospect (1-10)

6. Suspend their agenda in meetings and avoid self-oriented behavior (1-10)

RATE YOUR SALESPEOPLE FROM 1 (POOR) to 10 (WORLD CLASS).

A quick quiz


Questions 1 + 2 = INSIGHT

Questions 3 + 4 = INFLUENCE

Questions 5 + 6 = TRUST

ADD UP YOUR SCORES

What kind of salespeople?


Insight

Influence

Trust

3D SALESPERSON

Self-Oriented Disruptor

Trust

Consultant

Insightful Outsider

Influence

Trust

Runner-Up

Pushy Salesperson

Trust

Friendly Helper

Order-Taker



Order taker


Why is this so important?Results

Skill on all 3 dimensions

Going the extra mile:The aggregation of

marginal gains


3D Selling around the Buying Cycle


Any questions?

LET’S TALK!

WWW.IMPARTA.COM

[email protected]

WE’LL SEND OUT A WHITE PAPER TO ALL ATTENDEES

PRE-ORDER LIST FOR THE 3D BOOK: WWW.IMPARTA.COM/BOOK

RICHARD HAS A LIMITED NUMBER OF KEYNOTE SPEECH SLOTS AVAILABLE

Thank you!

LET’S TALK!

WWW.IMPARTA.COM

[email protected]

WE’LL SEND OUT A WHITE PAPER TO ALL ATTENDEES

PRE-ORDER LIST FOR THE 3D BOOK: WWW.IMPARTA.COM/BOOK

RICHARD HAS A LIMITED NUMBER OF KEYNOTE SPEECH SLOTS AVAILABLE

the 3d advantage™ webinar with selling power · you didnt really lose –its more that the other...

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