Improving a B2B sales campaign
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Transcript of Improving a B2B sales campaign
Frédéric Esbert - Copyright 2014
March 2014
Improving a B2B sales campaign
Frédéric Esbert - Copyright 2014
« The nicest thing about not planningis that
failure comes as a complete surpriseand is not preceded
by a period of worry and depression »
John Preston (Boston College)
Introduction 2
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Frédéric Esbert - Copyright 2014
Business Drivers Financial pressure Operational pressure Competition & Partners
Business initiatives Projects, programs & plans to
address business drivers
What drives a customer project?
Businessdrivers
Businessinitiative
Critical SuccessFactors
Compelling event Has an economic owner, a
defined date and is a direct response to a pressure which would cause a real pain
Critical Success factors What is needed to ensure the
success of the initiative
No
Compelling?
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Frédéric Esbert - Copyright 2014
Recognized business value Unique Business value specific to the customer business drivers
People’s Agendas Professional agenda
Defines success for an individualin their specific role or title
Driven by business logic Personal agenda
Defines why success in their professional agenda is important to them
Driven by emotional fulfillment, personal vision advancement, and the need for meaningful achievement
What drives a customer decision?
Professional Agenda
Pers
onal
Age
nda
LOGIC
EMOT
ION
LowCredibility
SalesTraction
LowInterest
Low Involvement
Decision makers & influencers
Addressing the customer business drivers & critical
success factors
Superior and measurable business outcome
Committed time and resources according to the
customer expectations
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Frédéric Esbert - Copyright 2014
When is a supplier really involved?
Issue assessment
Objectives definition
Project Initiation
Solutions evaluation
Proof of Concept
Negotiation and Selection
Implementation
Results assessment
Acco
unt D
ecisi
on P
roce
ss
Vendor CredibleSource
ProblemSolver
TrustedAdvisor
Supplier involvement
Key to successful sales campaigns
Key to customer satisfactionand recurrent sales
Frédéric Esbert - Copyright 2014
Where are you going? Long range goal Visionary Defining the relationship
Starting by defining the sales goal !
6
What has to be known?Opportunity assessmentCompelling eventInner Circle
ProfileObjective
What must be done?SpecificMeasurableTime bound
Strategy
How to achieve the objective?The route to the objective against competition
Tactics
What specific actions?Linked to the strategyIndividual, flexible and dynamic
P STO
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Understanding the decision process
?
Compelling?
Project milestones
No
Yes
Project stakeholdersOrganisation chart
Businessdrivers
Businessobjectives
Businessinitiative
Project
Competition
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Frédéric Esbert - Copyright 2014
Decision makers Belong to the political structure and inner circle
Influencers As opposed to rank or authority, influence flows in not-traditional directions
Understanding the decision map
Wonder
Politicalstructure
Innercircle
Influence
Rank
Watch
Authority Influence
Project Stakeholders
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Managing relationship with the key stakeholders!
CoverageRole in the decision making process
Relationship
Relationship strategy
Peaceful coexistenceClear-up misperceptions
Agree to disagree
Ask for helpMake it EASY
Don’t forget “Quid pro Quo”
Understand & DemonstrateBuild TRUST
Don’t let emotion interfere
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Frédéric Esbert - Copyright 2014
Defining the sales strategy and staying on course« The Key in Victory is not in defeating the Enemy, but in defeating the Enemy’s Strategy »
Sun Tzu – « The Art of War »
Start
Frontal
Flanking
Fragment
Defend
Delay
Exit Exit
N
Y
N
N
N N
N
N
Y Y
Y
Y
Y
Y
New comers
Compellingevent?
Cancompete?
3 to 1 recognizedadvantage?
Can changebuying criteria?
Can addressproject subset?
Anything toprotect?
Can addressneeds in future?
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Frédéric Esbert - Copyright 2014
Example of Project milestones
Defining actions for each key milestone What is the target for this milestone?
SMART and compliant with the selected strategy What actions are needed to achieve the target?
Ownership Internal & external resources Time and sequence
Who should be addressed and how? Stakeholders depending on profile, agendas
& level of relationship Partners, competitors
Planning and executing a structured sales campaign
Customer initiative
InternalStudy
POC RFI Internalreport
RFP LabTrial
DecisionInternalreport
Time
Milestone
Target
Action
People
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Frédéric Esbert - Copyright 2014
Developing comprehensive Tacticscompliant with selected strategy Prove value Retrieve missing information Isolate against competition Minimize weaknesses Emphasize strengths
Selecting the right actions
PRIMEWeakness
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Frédéric Esbert - Copyright 2014
Running a successful sales campaign
Conclusion
Compellingbusinessdrivers
Decision map &
influence paths
Competition strategy & action plan
Sales strategy
Structured action plan
Customer’s initiative
Sales
Opportunity assessment
Professional&
personal agendas
Thank you
Frédéric Esbert - Copyright 2014