Sales Process or Sales Methodology? What's the difference? Is there a difference? Not knowing the answer to these questions can be costly to your organization. Learn the differences and importance of both, as well as valuable insight on how your sales organization can achieve peak levels of performance by supporting and aligning your sales methodology with a defined sales process.
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Sales Webinar | Understanding the Difference and Impact of Sales Process and Methodology
1. Understanding The
Difference and Impact
of Sales Process and
Methodology
Wendy Reed | EVP Solutions
The TAS Group
Will Wiegler | Chief Marketing Officer
The TAS Group
2. Introductions
Will Wiegler
Chief Marketing Officer
The TAS Group
Wendy Reed
EVP Solutions
The TAS Group
Š The TAS Group 2012
3. Poll #1
Our sales process is well understood and executed by the
sales team.
A: Strongly Agree
B: Agree
C: Neutral
D: Disagree
E: Strongly Disagree
F: No Defined Sales Process
Š The TAS Group 2012
4. Sales Process & Forecast Accuracy
Question: Our sales process is well understood and executed by the sales team.
100%
Neutral Neutral
Neutral Disagree
Neutral
80% Neutral
Disagree
Strongly Disagree Agree
Strongly Disagree
60% Strongly Agree
Disagree Strongly Agree
Disagree
Strongly Agree
40% Disagree
Strongly Agree
Strongly Agree
Agree
20% Agree
Agree
Agree
Agree
Close Deals Strongly Disagree Neutral Agree Strongly
as Forecasted Disagree Agree
Š The TAS Group 2012
5. Poll #2
What percentage of your sales team regularly use the
Sales Methodology?
A: 0 â 25%
B: 25% - 50%
C: 50% - 75%
D: 75% +
E: No Sales Methodology
Š The TAS Group 2012
6. Impact of Methodology on Win Rate
What percentage of the sales team regularly use the Sales Methodology?
100%
<25%
<25% <25%
25 â 50%
<25%
80%
25 â 50% 50 â 75%
25 â 50%
60%
25 â 50%
50 â 75%
40% 50 â 75%
50 â 75%
75 â 100%
20% 75 â 100%
75 â 100%
75 â 100%
% Qualified
Opportunities <25% 25-50% 50-75% 75-100%
Convert To Sale
Š The TAS Group 2012
7. Agenda
⢠Sales Process
⢠Sales Methodology
⢠Linking Sales Process and Sales Methodology
⢠Summary
⢠Q &A
Š The TAS Group 2012
8. Super Stars use both Process & Methodology
Superstar:
100%
Others 1. CRM Usage >50%
2. Methodology Usage >50%
Superstars 3. Sales Process Well Defined
80%
4. Method Integrated in CRM
+38%
60%
+86%
40%
20%
Quota Achievement Win Rate
> 50% > 50%
Š The TAS Group 2012
11. Sales Process
⢠Measures advancement through the buying process
⢠Provides a roadmap of successful best practice
⢠Generates more confident forecasts
⢠Get the sales team on the same page
⢠Functions like a pilots checklist
Š The TAS Group 2012
12. Sales Process
Stages
Solution Solution
Qualification Discovery Negotiation Close
Development Presentation
Milestones
Qualified Short Listed Selected
Activities
Gather high level Analyze Develop right Present solution Send Contract Sign Contract
information relationships solution
Deliver proposal Understand Assign
Confirm funding Conduct Determine negotiation items Implementation
interviews competitors Set up reference Team
Understand calls Red Line
buying process Document Create ROI agreement
Business
Challenges Finalize terms
Š The TAS Group 2012
13. Connecting
Buy process to the
sales process using
outcomes = flexibility
Aligning
Tools & Skills
Creating
Forecast confidence
Coaching framework
Consistent execution
Common language
Š The TAS Group 2012
19. Who are the right people? How do we know?
A Buying Role of Approver (s) are senior level people who have Ultimate
Approver Accountability for success of the project. They review the decision, bless it and
typically release the funds. In large organization, there may be multiple levels of
approvers with dollar thresholds used to delineate their approval responsibility
but they are not the Ultimate Approver, we are looking for the Ultimate approver
A here. (Actually can say no, or over turn a Decision Makers decision) The
Approver is at the top of the Political Map and in the Inner Circle.
Decision A Buying Role of Decision Maker has the ability to commit the company to a
Maker vendor or to a certain strategic direction. They also have the ultimate
accountability for the project. Based on this definition, there is no way that a DM
can be outside the political structure. Lots of tribal knowledge here that is
D inconsistent with the TAS formal definition, need to be clear.
Š The TAS Group 2012
20. Can We Win?
Supporters and Mentors with
#11 Influence to the Inner Circle and
Political Structure. Inside
Inside
supporters can also be part of the
Support Inner Circle and Political
#12 Level of relationship and access
Structure. Strong or Weak?
Executiv to the Executives who are in the
e Inner Circle or Political
Credibil Structure for this opportunity.
The extent to which the customer's
ity
#13 Strong or Weak?
culture resembles that of your
Cultural company; exhibited by how it
Compatib operates its business and its
ility behaviours, practices and value.
The unofficial, undocumented
#14 Strong or Weak?
criteria the Key Players will use
Informal to make a decision, often
Decision including personal as well as
Criteria
#15 The number of Key Defined or
company factors. Players with
Undefined?
who, you are actively engaged
Politica
(Good Coverage) that are
l
Supporters or Mentor relative to
Alignmen Key Players who are Non-Supports
t or Enemies. Strong or Weak?
Š The TAS Group 2012
21. Visualize the right people
A P =
Senior VP
D V =
Director of
Director of Sales
Information
and Marketing
Services
E/U x E/U I + E - E L =
Product Operations
Sales Manager Marketing Systems
Manager Manager
Manager
Š The TAS Group 2012
22. Key:
Quality of Business Issues = KBR
Increase = CP
Revenue by
5% = TP
HC
Lengthening Declining
Sales Cycles Win Rates
HC HC
Inability to Sales Teams No time to
collaborate with not effective coach deals
customers
KL KL KL
Not Defined Sales Running deals
communicating Process not being on instinct
businesss value followed
KL KL KL
Š The TAS Group 2012
27. Free Resources
⢠www.dealmakerindex.com
Score your sales effectiveness. Get advice. See how you compare.
⢠www.dealmakergenius.com
Create a customized sales process.
⢠www.dealmaker365.com
Read our blog featuring insights on sales effectiveness.
⢠@dealmaker365
@thetasgroup
Follow us on Twitter.
⢠www.thetasgroup.com
Learn more on our website.
Š The TAS Group 2012
28. Where You Can Find Us
www.thetasgroup.com
⢠US 866.570.3836
⢠UK +44(0)1189 880 149
⢠International +353(0) 1 6788 900
⢠marketing@thetasgroup.com
⢠Twitter: @thetasgroup
Š The TAS Group 2012
29. Understanding The Difference
and Impact of Sales Process
and Methodology
Wendy Reed | EVP Solutions
The TAS Group
Will Wiegler | Chief Marketing Officer
The TAS Group
Hinweis der Redaktion
And itâs even more pronounced in forecast accuracy
Next, we looked at why sales organizations should use sales methodology. As you can see, using the sales methodology has a big impact on win rate.
And at the quota achievement and win rate levels of more than 50%, it is a very sizable delta between the best and the rest. [83% over 60% is a 38% uplift for quota attainment over 50%. 65% over 35% is an 86% uplift for win rate over 50%.
Sales process tells us where we are going, what is next â maybe a map is better Sales process â measures advancement in the dealStagesActivities Internal and Customer facing or better Outcomes What what about the quality or the evidence or how do you know and support where you think you are in the process? Methodology â health of deal, analysis to determine corrective action
Sales process â measures advancement in the dealStagesActivities Internal and Customer facing or better Outcomes What what about the quality or the evidence or how do you know and support where you think you are in the process? Methodology â health of deal, analysis to determine corrective action
Obviouse here â but also had a discussion on Verifiable Outcomes or what we used to call a long time ago Buying Signs but we never wrote them down. This approach allows flexibility in my activires then that I use in each selling situation to achieve the Outcome and I am not forces to execute on every activity because every activity may not be relevant to one particulare sales situation so Outcomes are Key and the Methdology being called out Specifically is Key. The other element here then for discussion are the Marketing tools and everything else we deliver to the field have the mehodolgy imbedded within it
More of the same â helps with Language -so all are using the same language on forcast calls and Test and Improves â because it is in the process
This is just saying it is not linear â it has to map to the culture of your organization â for example you may not agree with Wall of Shame and Wall of Fame but you need to adjust
Sales process â measures advancement in the dealStagesActivities Internal and Customer facing or better Outcomes What what about the quality or the evidence or how do you know and support where you think you are in the process? Methodology â health of deal, analysis to determine corrective action
(05:00)Explain the challenges facing the sales team in identifying the decision makers and approvers in their customer organizations. These roles may be spread across functional areas. Approvers =A Buying Role of Approver (s) are senior level people who have Ultimate Accountability for success of the project. They review the decision, bless it and typically release the funds. In large organization, there may be multiple levels of approvers with dollar thresholds used to delineate their approval responsibility but they are not the Ultimate Approver, we are looking for the Ultimate approver here. (Actually can say no, or over turn a Decision Makers decision) The Approver is at the top of the Political Map and in the Inner Circle.Decision Maker = A Buying Role of Decision Maker has the ability to commit the company to a vendor or to a certain strategic direction. They also have the ultimate accountability for the project. Based on this definition, there is no way that a DM can be outside the political structure. Lots of tribal knowledge here that is inconsistent with the TAS formal definition, need to be clear.
(02:00)This is review - take questions for understanding since they have seen these questions before. This was learned in elearning â but they will need a refresh or test Check for:#11âInside SupportDefinition:Supporters and Mentors with Influence to the Inner Circle and Political Structure. Inside supporters can also be part of the Inner Circle and Political StructureStrong: More supporters and Mentors than non-supporters and enemy's with influence in the Inner Circle and Political StructureWeak: Equal or Less Supporters as compared to Non-supporters that influence the Inner Circle and Political Structure#12âExecutive CredibilityDefinition:Level of relationship and access to the Executives who are in the Inner Circle or Political Structure for this opportunityStrong: You or another person on the team can regularly access an Executive Key Player.Weak: You do not have easy access to an Executive Key Player#13âCultural CompatibilityDefinition:The extent to which the customer's culture resembles that of your company; exhibited by how it operates its business and its behaviours, practices and valueGood: Similar CulturePoor: Different Culture#14âInformal Decision CriteriaDefinition:The unofficial, undocumented criteria the Key Players will use to make a decision, often including personal as well as company factors.Defined: Informal Criteria are attached to the Key PlayersUndefined: Informal Criteria are unknown or not attached to the Key Players#15 â Political AlignmentDefinition:The number of Key Players with who, you are actively engaged (Good Coverage) that are Supporters or Mentor relative to Key Players who are Non-Supports or Enemies.Strong: Greater number of Supporter/Mentor Key Players(with Coverage) than Non-Supporter/Enemy Key Players on the Political Map.Weak: Equal or fewer Supporter/Mentor Key Players(with Coverage) than Non-Supporter/Enemy Key Players on the Political Map.
(02:00)Describe Inside Support (coming from the Product Marketing Manager), Executive Credibility (with the Director of Sales and Marketing), demonstrating Political Alignment with key players in the decision making.
(00:00)
One of the 4 things TTG did that is critical in adoption is Methdolgoy specifically called out in the Sales Process â example next slide
Donât let off the acelerator â get the dominos falling in the right direction and keep up the momentum
Participation Part â who should be using it? Who works with the sales rep and interacts with the sales rep? They should be in the training and adoption planning â the infrastructure support is a key to adoption