Rvoogt@be.spisales.com

www.spisales.com www.thecollaborativesale.com

Higher rate of change impacting sales teams

Sales professionals facing

increasing levels of change

Most sales organizations are

unprepared to keep pace

with increasing levels of

complexity

Seller agility becoming a new

competitive requirement

Source: CSO Insights, 2013

Solution differentiation getting shorter and shorter

LAUNCH RAMP UP EXPLOIT RECONFIGURE DISENGAGE

RETURNS

Companies in high-velocity industries must learn to cycle

rapidly through the stages of competitive advantage.

New “insights” or

product advantages

have an increasingly

shorter shelf life

Sales organizations will

need to “shift gears”

more frequently

Emerging markets will overtake developed economies

Source: Goldman Sachs Global Investment Research

Customers naturally gravitate

to commoditized offerings

Emerging markets gaining

production capacity

(engineering and efficient

manufacturing)

Sales organizations

increasingly need to be adept

at positioning higher value

solutions, not just price

Changing workforce demographics create selling challenges and opportunities

10,000 Baby Boomers will

reach the retirement age

of 65 each day in the

year 2014

Both buyer and seller

environments are being

shaped by changing

demographics

Sales organizations will be

forced to adapt and

leverage new talents and

perspectives

Time

Level o

f C

on

cern

Admitted Pain or

Missed Opportunity

Planning or

Latent State

Determine

Needs

Evaluate

Alternatives

Evaluate

Risk

Phase 0 Phase I Phase II Phase III

Risk

Price

Solution

Needs

• Strategy

• Initiatives

• Issues

• Priorities

Don’t call us, we’ll call you

80% of buyers find you

Buyers first form their

own “hypothesis”

Sellers must validate or

challenge buyer vision

Situational fluency is

more critical than ever

Sellers need to know

how to engage earlier

93% of buyers begin their buying

process using the internet for research.

Marketo

74% of C-level executives say the Internet is invaluable for

finding information and 53% say they prefer to locate information themselves. Forbes Insight - The Rise of the Digital C-Suite

72% of B2B buyers (last year) used

social media to research a potential solution purchase.

DemandGen

59% engaged with a peer who had addressed the challenge.

37% posted questions on social networks for feedback.

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•

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Characteristics of the new buyer

1980 1985 2000 2007 2012

2014

The original

Solution

Selling®

Solution Selling® for

Sales Execution

Research The New

Solution Selling®

The

Collaborative

Sale

Solution Selling® 2.0

Defining Collaborative Selling

Sales collaboration is buyers and sellers bringing their ideas and perspectives together using a transparent and commonly understood structure, in shared physical or virtual space, to solve mutually recognized problems or to benefit from identified opportunities, and to create measurable value

17

Essential for selling to Buyer 2.0

Aligning with Buyer 2.0 behavior

Not Looking Looking

Latent State Admitted State Vision State Evaluation State

Plan Create Qualify Develop Prove Close

Latent Process

Admitted Process

Early Active Process

Late Active Process

Verifiable Outcomes

Latent

StateAdmitted State

Vision

StateEvaluation State

MICRO-MARKETER

VISUALIZER

VALUE-DRIVER

Micro-Marketers recognize the value of their own situational fluency

2013 © SOLUTION SELLING, INC.

What one word do you want people

to use to describe you?

In your opinion what is

your strongest quality?

What personal quality does your

customer expect from you?

What do your colleagues respect

about you most?

What one quality would you like to

incorporate into your reputation?

BUILDING YOUR BRAND QUESTIONS ANSWERS (QUALITIES)

Not Looking Looking

Strength of VisionLow High

Higher

Latent State Admitted State Vision State Evaluation State

Vision Creation

Vision Enhancement

Vision Reengineering

Bu

yer

Pers

pecti

ve

Sell

er

Pers

pecti

ve

Reasons Capabilities

Pain Vision

Collaborate

Bu

yer

Pers

pecti

ve

Sell

er

Pers

pecti

ve

Reasons Capabilities

Pain Vision

Collaborate

Promote

Differentiation

Apply Situational Fluency

Capabilities

A

B

C

D

E

F

G

H

10

10CUSTOMER VALUE

UN

IQU

ENES

SI

J

SELL

CLOSE

LEAD

Operational(Conceptual)

Financial(Value)

Transitional(Implementation)

Three Sales

within a Sale

Anticipate buyer risks

Address all three types of

buyer risk

Track progress to decision

Improve predictability and

visibility

Provides a basis for

meaningful collaboration

Problem, critical

business issue or

missed opportunity

Has the buyer

admitted that one of

these needs to be

addressed?

People with

influence and

authority

Do we know these

people? Can we

access them? Can we

influence them?

Support us?

Is our “solution”

differentiated?

Do the stakeholders

agree on a vision of a

solution? Can we

provide uniqueness &

differentiation?

Have we agreed

upon a mutual plan

of action?

Are they

collaborating with

us? Are we

progressing to a

decision?

Does the

offering(s) provide

mutual value?

Have we quantified

it? Does it sufficiently

outweigh the pain?

Does the buyer

agree?

Successful Sale =

Pain X Power X Vision X Value X Collaborate

X Compelling Reason to Act

Pain Power Vision CollaborateValue

Is there a time

bound event for

action?

Have they shared a

compelling reason to

act? Do we know the

implications of

inaction?

CRTA

Holistic approach to implementing The Collaborative Sale

The assessment

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•

2014 © SALES

What do OUR people need to

be good at NOW?

BUSINESS REQUIREMENTS

Market Forces

Adaptive

Learning

Just-in-Time

Enablement

Sales Talent

Optimization

PERFORMANCE PAK LIBRARY

REAL-TIME DASHBOARDSSALES PERFORMANCE 360TM

STATE OF

TALENT

STATE OF

LEARNING

STATE OF

SALES

Sales Force Demographics

• Sales Force Achieving Quota

• Revenue Targets Achieved

• Sales Channel Types

• Customer Types

• Sales Focus Areas

• Position in the Marketplace

• Level of Relationship with Customers

• Target Compensation

• Annual Sales Rep Quota

• Compensation Package and Incentive Plans

• Sales Force Size

• Sales Rep Turnover

• Profile of Hires

• Competency Assessments in Hiring New Sales Reps

• Competency Assessments on Hiring Effectiveness

• Sales Ramp-Up Time

• Sales Rep Time Allocation

Sell Cycle Analytics

• Average Deal Size

• Average Sale Cycle Length

• Calls Required to Close a Deal

• Lead Generation Analysis

• Leads that Progress to an Initial Customer Discussion

• Initial Discussions that Progress to a Presentation

• Presentations Resulting into a Sale

• Deals that Close as Forecast

• Outcome of Forecast Deals

Sales Strategy Development

• Ability to Prioritize Accounts upon Which to Focus

• Ability to Develop Strategic Plans for Key Accounts

• Ability to Thoroughly Research New Accounts Before Calling Them

• Ability to Generate the Necessary Number of Leads

• Ability to Qualify and Prioritize Properly the Opportunities

• Ability to Incubate Leads Who Have Interest, but No Time for Action

Sales Cycle Execution

• Ability to Understand Clearly the Customer's Buying Process

• Ability to Differentiate Among Competitive Products/Services

• Ability to Align Solution to Customer's Needs

• Ability to Generate Accurate Bid/Configuration/Proposal

• Ability to Cross-Sell and Up-Sell

• Ability to Sell Value/Avoid Excessive Discounting

• Ability to Close Deals Accurately, in the Timeframe Originally Forecast

• Top Three Reasons Why Companies Win/Lose Competitive Deals

Account Management

• Ability to Effectively Introduce New Products

• Ability to Farm Additional Revenues from Existing Customers

• Ability to Effectively Communicate with Customers

• Ability to Generate Repeat or Renewal Business from Existing Customers

• Ability to Create Customer Loyalty

• Ability to Create /Maintain Case Studies/References

Sales Management

• Ability to Hire Sales Reps Who Can Succeed at Selling Offerings

• Ability to Provide Managers Access to Timely/Accurate Sales Metrics

• Ability to Accurately Forecast Business

• Ability to Easily and Accurately Calculate Sales Commission

• Ability to Regularly Conduct Win/Loss Reviews

• Ability to Continually Adapt Sales Process to Market Changes

• Ability to Proactively Identify Which Reps Need Coaching/Mentoring

• Ability to Share Best Practices Across the Sales Force

• Amount of Change Impacting the Sales Reps

Sales Process

• Annual Investment in Training per Sales Rep

• Change in Amount of Sales Skills Training

• Change in Amount of Product Training

• Change in Amount of Customer Marketplace Training

• Change in Amount of Purchase Justification Training

• Change in Amount of Sales Management Training

• Change in Amount of CRM System Usage Training

• Adherence to use of Sales process

• Impact of Sales Methodology on Performance

• Type of Sales Methodology Used in Sales Process

• Sales Methodology Adherence Rate

Core Customer Relationship Management (CRM) Utilization

• Organizations Having Formally Implemented a Core CRM System

• Type of Core CRM System(s) Implemented

• Length of Time Core CRM Installed

• Core CRM System Adoption Rate

• Access to Customer/Sales Data via Mobile Devices

• Benefits Resulting from CRM Usage

• Satisfaction Rating of Core CRM Vendor

• Buy Fro Again/Recommend Core CRM Vendor

• Plans to Replace Existing Core CRM Solution

• Organization Planning to Formally Implement a Core CRM System

Customer Relationship Management (CRM) 2.0 Utilization

• Additional CRM Technologies Using/Planned

• Implementation of Sales Collaboration Solutions

• Implementation of Lead Generation/Management Solutions

• Implementation of Sales Management Analytics Solutions

• Implementation of Sales Knowledge Management Solutions

• Implementation of CRM/Sales Process Integration Solutions

• Implementation of Incentive Management Solutions

• Implementation of Channel Management Solutions

Internet and Sales Knowledge Management Utilization

• Impact of Internet Usages on Sales and Marketing Performance

• Ease of Access to Sales Knowledge Management Components

• Sales Knowledge Management Improvement Priorities

Sales and Marketing Alignment

• Assessment of Website's Effectiveness at Engaging Prospects

• Assessment of Marketing-Generated Sales Collateral

• Assessment of Marketing-Generated Lead Quality and Quantity

• Marketing's Self-Assessment of Lead Quality and Quantity

• Timeframe for Marketing Programs to Start Generating Sales

Sales Strategy Development

Sell Cycle Analysis

Sales Process

Account Management

Sales Force Demographics

Sales Management

Internet and Sales Knowledge Management

Utilization

Sales Cycle Execution

CRM Utilization

Sales & Marketing Alignment