Presentatie over The Collaborative Sale zoals gegeven tijdens de boekpresentatie bij SMA afdeling west op 6 mei 2014.
Collaborative Selling gaat over het aanpassen van verkoopgedrag aan de klant van nu. In de presentatie wordt ingegaan op hoe kopers door de tijd veranderd zijn (buyer 2.0) en welke rollen salesmensen moeten kunnen vervullen om succesvol te zijn.
5. 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
6. 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
7. 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
8. 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
9.
10. Time
LevelofConcern
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
11. 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
12. 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.
15. 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
16. 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
19. 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
28. Not Looking Looking
Strength of VisionLow High
Higher
Latent State Admitted State Vision State Evaluation State
Vision Creation
Vision Enhancement
Vision Reengineering
37. Anticipate buyer risks
Address all three types of
buyer risk
Track progress to decision
Improve predictability and
visibility
Provides a basis for
meaningful collaboration
38. 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
42. 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
43. 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
44. 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