uba sma training minds&more measuring and … · measuring and upscaling your sales...

03/12/2018

UBA SMA TRAINING – MINDS&MORE

MEASURING AND UPSCALING YOUR SALES PERFORMANCES

AGENDA

2

1. WELCOME AND INTRODUCTION: SHARE

RECENT EXPERIENCE

2. DEFINING VALUE CREATION FOR A (B2B?)

CUSTOMER

3. SEARCHING FOR THE ULTIMATE SALES

PERSON SKILL SET

4. THE ROLE OF THE “MANAGER”: COACHING

AND KPI DEFINITIONS

AGENDA

DEEP EXPERTISE

MARKETING

Market Assessments

Segmentation, targeting & positioning

Product management & marketing

Go to market plans & activation

Communication management

Pricing & value capturing

(Employer) brand management

Omnichannel experience & loyalty

Marketing performance & KPI’s

SALES

Sales & lead management

Large account management process

Creating & managing opportunities

Sales Enablement

Social Selling

Value based selling and pricing

Negotiating success

Leveraging your CRM tools

Partner channel management

TRANSFORMATION

Defining vision & mission

Shifting the paradigm and change management

Building customer centric or solution led

organizations

Organizational design

Innovation & NPD processes

Internal communications

Coaching & capability building

Marketing & sales alignment

Building employee engagement

3

KEY TOPICS

MEASURING AND UPSCALING YOUR SALES PERFORMANCES

EXPECTED BENEFITS

• Understanding & quantifying value from a customer

perspective

• What are the building blocks/components of a

commercial ‘value based’ transformation?

• How to steer and measure change in sales behaviors?

• What are required KPI’s?

• How should today’s sales leaders coach in a value

based context? Different coaching scenario’s.

• Learn and apply ‘value based’ sales concepts to

improve your team results

• Understand where you are in the ‘value based

customer journey’

• Pragmatic tips & trick to enhance your sales

management & sales coaching capabilities.

• How to convince your CEO to move to a value based

strategy?

4

INTRODUCTIONS

5

Your:

• Name

• Company

• Role

Recent initiatives have been taken in

your company to put your customer at

the core of your business?

• What

• Why?

• Outcomes?

Discuss per table, be ready to report “most relevant cases” using sticky notes

INTRODUCTIONS

6

6

Een positieve klanten ervaring kan de waarde van het verstrekte product of de geleverde dienst versterken, waardoor de kans dat de klant terugkeert vergroot

We merken tevens dat verschillende van onze klanten dergelijke projecten uitvoeren om: • verbeteringsprojecten te identificeren (en dit zowel op communicatie, behandeling en dossier afhandeling), • samenwerking tussen verschillende afdelingen te bevorderen of • na te gaan welke tools / technologieën op welk moment ondersteuning kunnen bieden om betere klantenbeleving te

verschaffen• concurrentieel voordeel te halen uit die aspecten die op korte of middellang termijn het verschil kunnen maken vanuit

communicatie / marketing standpunt• Nieuwe offerings uit te werken of hun positionering duidelijker te stellen

Bron:, Vavici,

AGENDA

7


RECENT EXPERIENCE


CUSTOMER


PERSON SKILL SET


AND KPI DEFINITIONS

AGENDA

DEFINING VALUE CREATION FOR A (B2B?) CUSTOMER

The Value Proposition

Canvas applied to

sales situations

Questions to ask

yourselves as part of

your sales activities

Is there a “product

sale” and a “value

sales” ?

Quantifying Value

Creation … and

translate into Pricing,

Negotiations,

Loyalty,..

8

LINK BETWEEN BUSINESS MODEL AND VALUE

PROPOSITION CANVAS

9

THE VALUE PROPOSITION CANVAS - EXPLAINED

10

• Frameworks used to facilitate the discussions

VALUE PROPOSITION CANVAS - EXPLAINED

11


12


13

VALUE PROPOSITION CANVAS

BASIC EXAMPLE – TAXI SMARTPHONE APP

14

VALUE PROPOSITION CANVAS–IN PRACTICE

15

Test Freeze

VALUE PROPOSITION CANVAS – SUMMARY

16

BUILDING CUSTOMER CENTRIC VALUE PROPOSITIONS

THE SALE SIDE OF THINGS - 1

Products

Pain Relievers

Gains Creators

Jobs

Pains

Gains

… for stakeholders, people and organisation

Features

Benefit

Applicable?

Applicable to me?

Unique?

EACH STAKEHOLDER

CREATING VALUE:

THE (COMPLEX B2B?) SALE APPLICATION

Has different pains and gains

Uses a different vocabulary

Quantify value differently

Feel different emotional benefits/drawbacks

Recognises different Unique Strengths

18

MY VALUE PROPOSITION IS GREAT BUT

THE ULTIMATE VALUE PROPOSITION CHECKLIST

19

Does it

differentiate

from the

competition?

Can I

substantiate

it?

How does

our solution

resonate?

WHY DO WE TEND TO SELL DIFFERENTLY THAN THE WAY HOW OUR CUSTOMER BUY?

THE SALES SIDE OF THINGS - 2

20

™ MillerHeiman

VALUE PRICING

21

Main barriers to price / value execution

Does this sound familiar?

TRADITIONAL VS. VALUE BASED PRICING

TRADITIONAL

VALUE BASED

– Capture more margin from high value customers and

– profitable, incremental revenues from low value customers

– Stopping unjustified price erosion

LINKING VALUE, TANGIBLE AND EMOTIONAL BENEFITS

23

Economic Value

Driver

Algorithm Emotional Benefit Value for which

stakeholder

• …. • …. • … • …

Individual exercise:

• Select one your customers in a given industry

• Reflect on his challenges and how you solution can trigger his value drivers (cost & revenue)

• Define the algorithm to reflect how the value can be measures and for whom this applies

AGENDA

24


RECENT EXPERIENCE


CUSTOMER


PERSON SKILL SET


AND KPI DEFINITIONS

AGENDA

YES, “IT”

25

™ MillerHeiman

SEARCHING FOR THE ULTIMATE SALES PERSON SKILL

SET

26

Manage

IndifferenceQuestionning Listening

Answers to

objections and

Drawback

Understand

Business of your

customer

Have an

engagement

strategy, view on

changes in sales

(nr of dmu,…)

WHY GET MORE INSIGHT ON CUSTOMER NEEDS?

QUESTIONING

27

Gather data to prepare proposal development

Help customer to catalyse his pains and gains

Motivate to change

Build trust and reduce price sensitivity

ASK THE RIGHT QUESTIONS

28

To uncover the right needs and build trust

Types of questions Examples Key features include

Open or Closed?Tell me about…?

When do you plan to place the order?

Closed: short answer, control of conversation

Open: gain active participation

Direct or Indirect?Do you have authority to place the order?

Could you describe your buying procedure?

Direct: to the point, blunt, sometime risky

Indirect: not threatening

Neutral or LeadingIs price Important?

Price is important, isn’t it?

Leading: bias involved, risk of defensive reaction,

to be avoided!

DE-RISK YOUR QUESTION

HOW TO ASK A QUESTION YOU DON’T DARE TO ASK

29

1. Write down the questions you

would like to ask

2. Select the one you don’t dare

to ask, and write in on a

Closed/Direct format

3. « Derisk » your question

Open Closed

Direct … …

Indirect … …

HOW TO LISTEN, “CONTROL VS EMPATHY”

LISTENING

Selective

Responsive

Reflective

Empathy

Control

HOW MANY « NO » CAN YOU HANDLE?

HANDLING OBJECTIONS

RESPONSE

• Prepare, Prepare and Prepare!

• See objections in a positive way

• Different types of Objections

• Misunderstanding,

• Skepticism

• Real drawback

• lack of need, budget, authority,…

• from « Yes But » to « Yes And »

• Clarify

• Acknowledge

• Answer depending on type of

objections:

• clarify/inform, review needs, focus

on pain relievers/gains creators

• Check agreement!

31“The sales is never over until one calls it quits” - Tom Reilly

• Know (all of the) the

stakeholder

• What type of relationship are

you (and your customer)

aiming for?

• What is the timeline… from the

customer point of view

• Have a methodology!

ENGAGEMENT STRATEGY

32

AGENDA

33


RECENT EXPERIENCE


CUSTOMER


PERSON SKILL SET

4. THE ROLE OF THE “MANAGER”:

COACHING AND KPI DEFINITIONS

AGENDA

1. 4 key processes – pipeline

2. Metrics

3. Coaching

4. Governance: qualification, funnel management, pricing

WHAT CAN I DO AS MANAGER?

34

RECAP

1. THE FUNDAMENTAL SALES PROCESSES

35

Territory Management

Segmenting customers and prospects to efficiently allocate effort across different customer types.

Call Management

Planning, conducting, and capturing individual sales calls.

Account Management

Aligning selling effort with the client’s strategic priorities in order to maximize long-term value.

Opportunity Management

Strategically navigating individual sales that involve multiple stages of a customer’s buying process.

RECAP

1. THE FUNDAMENTAL SALES PROCESSES - RELATIONSHIPS

36

• Account Management

• Opportunity Management

• Call Management

• Territory Management

RECAP

1. THE FUNDAMENTAL SALES PROCESSES – WHEN NEEDED

37

• Account Management

• Opportunity Management

• Call Management

• Territory Management

Territory Management

• Proactive customer contact

• Need to prioritize effort

Call Management

• Moderate number of unique, high-risk calls

Account Management

• Many opportunities with same account

• Economic justification for the effort

Opportunity Management

• Long, complex buying process

TERRITORY MANAGEMENT

2. KEY METRICS FOR EACH OF THE PROCESSES

38

Sample Metrics

• # of sales calls made• # of customers per seller• % contacts with new buyers• # of calls by customer type

Nature of Coaching

• Analytic• Tactical

Common Tools

• Segmented and prioritized customer lists

• Desired call patterns• Territory mapping software

Common Management Rhythm

• Periodic analysis and prioritization

• Constant execution

Purpose: Deploy optimum levels of effort across different customers and prospects

ACCOUNT MANAGEMENT


39

Sample Metrics

• % account plans completed• % completed tasks per account• # of end users trained

Nature of Coaching

• Strategic• Project management

Common Tools

• Account plans• Key performance indicators


• Periodic• Annually (not recommended)• Quarterly• Monthly

Purpose: Maximize long-term value of select customers

ACCOUNT MANAGEMENT


40

Sample Metrics

• % account plans completed• % completed tasks per account• # of end users trained

Nature of Coaching

• Strategic• Project management

Common Tools

• Account plans• Key performance indicators


• Periodic• Annually (not recommended)• Quarterly• Monthly

Purpose: Maximize long-term value of select customers

OPPORTUNITY MANAGEMENT


41

Sample Metrics

• # of opportunity plans completed

• % adherence to opportunity planning process

• % of qualified opportunities

Nature of Coaching

• Strategic• Contextual

Common Tools

• Opportunity plans• Coaching guides• Pipeline reports


• Opportunity-driven• 1-4 times per month

Purpose: Initiate, qualify, advance, and win multi-stage deals

CALL MANAGEMENT


42

Sample Metrics

• % of sellers doing call planning• % call plan usage• % using call plan process

Nature of Coaching

• Tactical• Interpersonal

Common Tools

• Call plans• Coaching guides


• As-needed– High-risk calls– Prospecting calls

Purpose: Improve the quality of individual customer interactions

DEFINITION - COACHING VERSUS INSPECTION

3. COACHING

43

OPPORTUNITY VERSUS CALL COACHING

3. COACHING

44

OPPORTUNITY COACHING BLUNDERS

3. COACHING

45

CALL COACHING BLUNDERS

3. COACHING

46

CALL COACHING BLUNDERS

3. COACHING

47

4. GOVERNANCE

QUALIFICATION!

8 key areas to

review on order to

evaluate if yes or no

we should be able

to proceed on this

opportunity:

4. GOVERNANCE

QUALIFICATION!

Qualification Questions Answer Y/NAction : What to you

need to do to

SOLUTION

Have they told me they like my solution?

Am I bidding on a new or unannounced product?

Do I have a good reference in this sector?

Are they already our customer in this sector?

Do they accept our contracts?

COMPETITION

Are we on the shortlist?

Does the prospect express a bias against us or for the competition?

Is an existing supplier bidding?

Does the competition have some unique or overwhelming advantage?

Are there any current relationship problems?

ORIGINALITY

Have they committed our unique benefits to their decision criteria, either

formally or informally?

Has the prospect allocated time specifically to examine or strengths?

TIMESCALES

Has the prospect accepted our implementation timescales?

Are the prospects plans realistic?

Is the decision or implementation too far away to be worthwhile?

SIZE

Does the job contribute enough to the target?

I f not, is the potential of the account big enough?

Will the job demand more resources than I can give?

MONEY

Is the quotation within the prospects budget?

Is the budget realistic?

Am I much more expensive than the completion?

Can they afford it?

Can we afford it?

AUTHORITY

Am I taking to the decision makers?

Can I talk to the decision makers?

Do the decision makers know there's a decision to make?

Do I have a bad history or rapport with the decision makers?

Is anyone in the decision group new to their job?

Are consultants involved in the decision?

Do I have an inside salesperson?

Do we addressed the personal needs of the key people?

NEED

Have I understood the outcome requirements of the decision makers?

Have I linked all of the benefits and advantages of the solution to the desired

outcomes?

Do I / they understand the return on investment (ROI)

Have I agreed the decision timetable with the prospect?

Qualification Questions Answer Y/NAction : What to you

need to do to

SOLUTION

Have they told me they like my solution?

Am I bidding on a new or unannounced product?

Do I have a good reference in this sector?

Are they already our customer in this sector?

Do they accept our contracts?

COMPETITION

Are we on the shortlist?

Does the prospect express a bias against us or for the competition?

Is an existing supplier bidding?

Does the competition have some unique or overwhelming advantage?

Are there any current relationship problems?

ORIGINALITY

Have they committed our unique benefits to their decision criteria, either

formally or informally?

Has the prospect allocated time specifically to examine or strengths?

TIMESCALES

Has the prospect accepted our implementation timescales?

Are the prospects plans realistic?

Is the decision or implementation too far away to be worthwhile?

SIZE

Does the job contribute enough to the target?

I f not, is the potential of the account big enough?

Will the job demand more resources than I can give?

MONEY

Is the quotation within the prospects budget?

Is the budget realistic?

Am I much more expensive than the completion?

Can they afford it?

Can we afford it?

AUTHORITY

Am I taking to the decision makers?

Can I talk to the decision makers?

Do the decision makers know there's a decision to make?

Do I have a bad history or rapport with the decision makers?

Is anyone in the decision group new to their job?

Are consultants involved in the decision?

Do I have an inside salesperson?

Do we addressed the personal needs of the key people?

NEED

Have I understood the outcome requirements of the decision makers?

Have I linked all of the benefits and advantages of the solution to the desired

outcomes?

Do I / they understand the return on investment (ROI)

Have I agreed the decision timetable with the prospect?

4. GOVERNANCE

MANAGE YOUR FUNNEL !

Inbound calls/chat Online leads Outbound leads

Qualified Lead

Discovery

Won

Lead generationLead

Universe

QL

“Opportunity”

Leads Quality

Win rate

Conversion

Rate

Average Value of won

opportunities

Sale

s c

ycle

tim

e…

and e

ffort

Negociation

Development

What

isyoru

custo

mer

vie

w?

PRICING / VALUE BASED SELLING GOVERNANCE

GOVERNANCE

51

PRICING / VALUE BASED SELLING GOVERNANCE

GOVERNANCE

52

MINDS&MORE

Parkhill

Jan Emiel Mommaertslaan 16b box 3

1831 Diegem

WE MIND YOUR BUSINESS

uba sma training minds&more measuring and … · measuring and upscaling your sales...

Documents