Webinar | Win the Deals You're Working

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    23-Aug-2014
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Matt Close lays out 4 key principles to start winning more of the deals you're working. You'll walk away with clear direction on how to start winning more deals by using smart software and proven methodology to focus on the right deals and the factors that matter to win.

Transcript of Webinar | Win the Deals You're Working

  • Win the Deals Youre Working

  • ' The TAS Group 2014

    Matt CloseEVP Sales

    Maureen BlandfordEVP Marketing

    Use new photo

  • ' The TAS Group 2014

    Understand the Key Sales Velocity LeversKnow your customer Engage in the RIGHT dealsPlan your sales calls

    Four points to win more deals

  • Sales Velocity EquationTM

  • Averagedeal value

    Win rate

    Your Sales Velocity

  • Averagedeal value

    Win rate

    Increase all by 10%

    What happens if you

    Your Sales Velocity

    Decrease this one by 10%

    and

  • Averagedeal value

    Win rate

    An increase of: 47%

    Your Sales Velocity

    Increase all by 10%

    What happens if you

    Decrease this one by 10%

    and

  • So, where should you be spending your time?1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle

    Challenge: Win the Deals you are Working

    Problem:If focus is filling the pipeline (not unimportant),there is less time for these.

    Thats bad math. For all of us.

  • 1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle

    What happens to your sales velocity if you don ?

    Sales velocityimproves by 34%

    Challenge: Win the Deals you are Working

  • Our Sales Velocity Challenge

    1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle

  • Always start with the customer in mind

    Confidential

  • ' The TAS Group 2014

    But who is the customer?

    Sales Productivity

  • ' The TAS Group 2014

    But who is the customer?

    Sales Productivity

  • ' The TAS Group 2014

    But companies don t buy, people do

    Decision Maker: The buying role or persona that has the ability to commit the company to a vendor or to a certain strategic direction and has accountability for selecting the solution. This is the person who owns the problem your solution addresses.

    To whom do you target your primary messages?

    You may also have secondary personas for whom you will need to craft separate and distinct messages. Your primary messages should be targeted to your primary buyer, and your secondary messages to other influencers.

  • ' The TAS Group 2014

    PollHow well do you feel your companyunderstand your primary buyers business goals and pressures:A) We understand them at a surface levelB) We do a good job at a tactical levelC) We do a very good job and link it to our strategyD) It is at the core of what we do and how we do it

  • ' The TAS Group 2014

    Primary Persona Center of your Universe

    CFO

    HR

    SalesRep

  • ' The TAS Group 2014

    Customer Map

    Goals

    Pressures

    Obstacles Something that isnt working; a task, situation or process that is broken and needs to be fixed or is required to deploy initiative but does not exist.

    Initiatives Specific projects created to address the pressures and achieve the goals and owned the Decision Maker

    An end result to be achieved by the Decision Maker (ideally) with a measurable outcome and a specified timeframe.

    The internal and/or external pressures that significantly impact the Decision Maker and serve as the catalyst for initiatives or action.

    SolutionA set of capabilities or products that help the customer to remove obstacles to relieve business pressures.

  • ' The TAS Group 2014

    Customer Map Example: Increasing SalesHow do they measure success?

    What does this person care about?

    Revenue growth Sales productivity Forecast accuracy

    Quarterly targets Visibility Pipeline

    Goals

    Pressures

    Obstacles

    Initiatives

    Grow revenue by 15% in FY 2015

    Missing quarterly targets because:- Competitive losses- Poor growth in current accounts- Inadequate pipeline- High sales attrition

    Key account program Strategic Comp Plan

    Cant access key players

    No account plan method

    Limited cross-sell / upsell

    Product not solution sale

    Plans not aligned to GTM

    No collaboration

    Delay in payout

    Multi-currency issues

    SolutionA set of capabilities or products that help the customer to remove obstacles to relieve business pressures.

  • ' The TAS Group 2014

    Get in the customer

  • Why can it be so hard?

  • ' The TAS Group 2014

    The Customer Buying Process

    CustomerDiligence

    Begins

    CustomerPurchases

    Source: CEB

    of the

    purchasedecision is complete beforea customer evencalls a supplier.

    57%CustomerEngagesSupplier

  • ' The TAS Group 2014

    Some Resources for you

  • ' The TAS Group 2014

    Qualification Matters

  • ' The TAS Group 2014

    Qualification Matters

  • ' The TAS Group 2014

    Qualification Matters

  • ' The TAS Group 2014

    Flanking Strategy: Shifts the focus of a customeror additional issues that they had not taken into consideration that drive additional value & favor your solution.

    RULES

    Donthe rules

    Executive support

    Make your move last

    Don t open the door

    Flanking Strategy

  • ' The TAS Group 2014

    Qualification Matters: Reminder

  • ' The TAS Group 2014

    Flanking Strategy: Flank to Someone

  • ' The TAS Group 2014

    Then Plan your Sales Call

  • ' The TAS Group 2014

    Are Sellers Prepared for Customer Calls?

    13%

    61%

    26%

    100%

    50%

    0%TotallyUnprepared

    SomewhatPrepared

    AdequatelyPrepared

    Source: Forrester Research

  • ' The TAS Group 2014

    Source: Forrester Executive Buyer Insight Study

    Why are Smart Call Plans Important?

    Executives dont believe that salespeople are well prepared to engage with them...

    because they know about theirown offerings, not the realitiesand needs of executives.

    Salespeople are knowledgeable about:

    Their own productsand services

    Buyers rolesand responsibilities

    Buyers specificbusiness

    Questionsbuyers ask

    40% 36% 43%71%

  • ' The TAS Group 2014

    10 Elements of a Smart Sales Call Plan1. Logistics2. Setting Expectations3. Sales Call Strategy4. People and Problems5. Objectives and Outcomes6. High Yield Questions7. Collaboration8. Smart9. Mobile10. Cloud

  • ' The TAS Group 2014

    2. Setting Expectations

  • ' The TAS Group 2014

    3. Sales Call Strategy

  • ' The TAS Group 2014

    5. Objectives and Outcomes

    how DO YOU KNOW you have made progress?

    what do you want toACHIEVE in the meeting?

  • ' The TAS Group 2014

    5. Objectives and OutcomesSub-optimal Objectives Advance the relationship (how do you know?) Make progress in the sale (from where to where?) Demo the software (to what end?) Help them understand our value (why?)

    Good Objectives Have Pat Morello, the business sponsor, verbally confirm that we

    understand their requirements Work through the cost of their production inefficiencies today to get

    Helen Hastings from the finance committee, to describe the daily cost of inaction.

    Mitch Boyle to confirm the business pressure that underlines the fact that security and performance are key decision criteria.

    Get agreement from Pat Morello to a Phase1 deployment to validate that our solution is a good fit for their requirements

  • ' The TAS Group 2014

    Understand the Key Sales Velocity LeversKnow your customer Engage in the RIGHT dealsPlan your sales calls

    Four points to win more deals

  • The OrganizationalSales Velocity Problem

  • ' The TAS Group 2014

    Sales Process Drives High Performers

    * High Performers are companies where more than 75% of sales team makes quota. All data on this slide ' The TAS Group, Dealmaker Index Study 2013, n=750

    Predictable Business

    Defined Sales Process?

    and

    30% 40% 50% 60% 70%

    % Companies with a defined Sales Process

    High Performers*

    Good Performers

    Medium Performers

    Poor Performers

    Accurate

    Accurate

    Inaccurate

    Inaccurate

    0% 20% 40% 60% 80% 100%

    No Sales Process

    Defined Process

    Sales Process Improves Forecast Accuracy 200%

    40% NO 60% YES

  • ' The TAS Group 2014

    of reps can access key players

    54%Only

    of companiesdo not have

    a definedSales Process

    40%

    of sales repsare good at

    uncoveringcustomersproblems

    61%

    Are you working each deal the right

    way?

    of reps aregood at opportunityqualification

    59%Only

  • Win the Deals Youre Working