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Sales training for an IT consulting firm

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Sales training for an IT consulting firm

  1. 1. Sales Training SME software development in Pakistan
  2. 2. Why  Small companies and young entrepreneurs have difficulty understanding how to sell to a western markets  Large companies want predictable-stable growth but are usually faced with a sporadic pipelines that are very hard to plan against.
  3. 3. What  A training exercise that  Takes an average consultant on bench and transforms them into an inside sales asset  Takes an average MBA-marketing and converts him into an IT services sales rep  Focused on professional education that develops awareness of patterns, techniques
  4. 4. What it isn't  Doesn’t address long term grooming aspects
  5. 5. Who would be interested?  Small software houses looking to grow their sales  Companies looking to develop their projects into products  Mid-sized companies looking to make their pipelines more predictable  Mid-sized companies looking to efficiently use their bench
  6. 6. How?  Gather up various sources  Compile a sales execution manual  Validate  Develop a delivery methodology against it  Validate  Develop teacher-training material
  7. 7. Why should you participate?  Skill development for senior consultants
  8. 8. High level course content / Questions answered  Lead Generation  Lead Nurturing (Follow ups)  Call Setup  Familiarity with a CRM / Other Lead management system  The IT Services Eco-system
  9. 9. Defined focus areas  Services vs. Products  Inside sales vs. Outside sales  DIY vs. Building a team  What part of the sales process (early vs. closing)  Size of company? (Fortune companies vs. SMEs)  Geography  New Sales vs. Expanding accounts  Who will deliver it. First trainers…
  10. 10. Pricing?  Trainees  Trainer *******************************************
  11. 11. Begin Content Thoughts worth sharing about sales
  12. 12. Stages of Sales  Prospect  Lead  Client
  13. 13. Sales is a pipeline  Revenue depends on  How many prospects you can talk to  Their conversion to Leads  Persistence and perseverance  How good a job you do to turn leads into clients
  14. 14. Know the forest  Types of players  Customers  Services firms  Infrastructure vendors  License resellers  Value added players  Interdependencies  List Sellers  Companies that setup interviews
  15. 15. Tools  Contact Generation and Enrichment  Net Prospex  Jigsaw  Hoovers  Linked In  Intelligence and Prospecting  InsideView  beenverified.com  Rain King  Discover Org
  16. 16. Tools (cont’d)  CRMs  SugarCRM  Dynamics  Sage ACT  Maximizer  Salesforce  Mass-Mailing  MailChimp
  17. 17. Value chain  People who bring business (~30%)  Business to technical mapping (from project on a budget to a job post) ..
  18. 18. Keys to success  Follow up  Be clear who your ideal client is
  19. 19. Lead Generation Ideas  Look for Pakistani Names
  20. 20. How to warm up a cold-mail  Know the company basics (Size, Partners, Industry, Location)  Know the partners  Review their social profiles (Google, linkedIn, facebook etc.. )  ENGAGE  TO COME WITH  Something that makes it look like you have done your research (talk about the location, an event on their facebook page, something interesting on their website.. )  Presenting something that they would value (advice on the website, tools that can help their cause… )  Make the research count  KEEP IT BRIEF  Research the key people on LinkedIn  Prove that you are not a bot  Mention the location
  21. 21. Emotional Triggers  Fear: Insurance companies often appeal to the emotion of fear with messages like "Don't get caught with too little insurance."  Guilt: Nonprofit organizations use the guilt trigger effectively in copy such as "Don't let them suffer anymore.“  Trust: Financial companies are leading the way with messages like "no hidden fees.“  Value: "If you find a better price for the same product, we'll match it" are effective in piquing feelings related to value.  Belonging: "You're part of the family."
  22. 22. Emotional Triggers 2  Competition: Copy like "Make them drool" is a great example of a message that elicits feelings of competition.  Instant Gratification: Use words like now, today, in one hour or less, within 24 hours, and so on to appeal to the emotional trigger of instant gratification.  Leadership: Phrases such as "Be the first on your block" effectively appeal to the emotional trigger of leadership.  Trend-setting: Variations of "all the cool kids are doing it" are commonplace in copywriting and can be used to market a wide variety of products and services to an even wider audience.  Time: Marketing messages that appeal to that desire for more free time are extremely effective, such as "Cut the time it takes to vacuum your house in half."
  23. 23. Follow-ups  Categorize your people  Ping every week  Ping every month  Don’t ping
  24. 24. The Importance of Partnerships  How to get them right?  Types of Partnerships (IT eco system)
  25. 25. Developing perspective  How to build your ideal customer  How to see the world from his eyes  How to view him from the eyes of your competition
  26. 26. How to keep your spirits high
  27. 27. Differentiate  New sales vs. account growth
  28. 28. Time Management  How much attention to give to each kind of client  Typical day
  29. 29. Success in numbers  # of opens for your cold-mails
  30. 30. Trusted Advisor  Trust  Advisor
  31. 31. Roles – which to focus on?  Prospectors  Follow-up-ers  Closers
  32. 32. Other sources  Referrals Work your network (LinkedIn)
  33. 33. Types of players
  34. 34. Who do I Sell To?  Influencer - Judgers Some people are there to give an opinion of you and your services. Their sole goal is to apply some form of expertise (often technical) to allow the decision-makers to make a good decision. Find out what criteria these folks are using and give them lots of detail to let them see what great services you have and how helpful you are.  Influencer - Blockers Blockers are a bit like gatekeepers in that they have a solely negative function in shutting you out. They tend to have more power, however, in influencing the decision-maker. A financial director, for example, may put his or her foot down to say that your product is too expensive. A technical expert may say that you lack the latest gizmos. You often cannot go around blockers, so find out their negative criteria they use to shut you out and find ways of getting through them.
  35. 35. Who do I Sell To?  Decision Makers These are the real people you want to get to, though you may have to go through a lot of others. They are the people with the actual authority to decide to buy your services. They have the budget and the ability to spend it. Whilst courting these individuals is of course important, do remember that you have to keep the rest of the client’s organization happy as well. Any one of them can make or break your day.  Users Users may have one or more of the roles above. They may also have no say at all in the proceedings. Remember that the benefits of the product that you are selling are mostly for these people. Also remember that the influencers themselves often do not understand the users very well. It can be a helpful act to bring these people into the equation. If you can get a naive user into a state of trust, they can become effective champions.
  36. 36. The SPIN Model  Situation Questions About the existing client situation to establish the background and framework to ask…  Problem Questions About client challenges, difficulties, or dissatisfactions which reveal Implied Needs. This is a client statement of challenges with the existing situation. You then develop these problems using…  Implication Questions About the effects or consequences of the client’s challenges so that the challenges become clearer and more significant, leading to…  Need-Payoff Questions About the value or importance of a solution to the client’s challenges so that the attractiveness of your solution is increased. This leads to Explicit Needs or a client’s statement of a clear want and desire in which your products or services can resolve. You are then able to show the benefits of how your products or services can resolve the Explicit Need.
  37. 37. How do I Handle the Sales Call?  Opening  Identify yourself and your organization.  Establish the purpose of the sales call.  Gain agreement for you to ask questions and take notes.  Investigating  Use the SPIN sales questions.  Demonstrate Capabilities  Show how your product or service Benefits the client by resolving Explicit Needs which have been expressed.  Obtain Commitment  Check that you have covered all key concerns.  Summarize the benefits.  Propose an appropriate commitment and advance.
  38. 38. Reading List  Managing professional Services, David Maister  Predictable Revenue, Aaron Ross
  39. 39. Action Plan (asked for by Bilal)
  40. 40. Push Marketing (40% of your effort)  Contact generation  Bought Leads  Custom/Make your own  Jigsaw: 1$ / contact, cheaper if you can get a data entry guy to upload your contacts  ZoomInfo: ??  NetProspex  Bundled  Example/ Cost ???  LinkedIn  Your contacts  Create groups of interest  Facebook  Twitter  Company listings  Chambers of commerce  Public Directories  Network with local partners  ELance type regional search, PSEB listing   Appointment setting firms (meeting with qualified leads)  Salesify.com , 600-1000$/meeting (5000$ or so minimum)  Trade shows  Telemarketing  Cold Calling  Inside Sales  Email marketing
  41. 41. Pull Marketing (60% of your effort)  Search engine optimization (SEO)  800$ or so per month  Pay per click (PPC) advertising  Google AdSense: $$??  Blogging and leveraging the blogosphere  SMM  Seesmic – good tool to broadcast to linkedin, facebook, twitter etc. Wish it could also do company blogs since that is supposed to be the most effective way to get in touch.  Buzz marketing  Targeted landing pages  Conversion tools  Sophisticated analytics  You tube  Get a video made about Allied/Products
  42. 42. Common activities Article writing 3-4000, for a 1 page, high quality formatted article Company research Manta.com
  43. 43. Follow the money  Growth or Revenue?  Company growth usually has a high correlation with IT project activity  High growth is usually strongly correlated to geography and industry.  Growth in one industry usually spills over to supporting industries (e.g. Discovery of Oil also supports Resellers, Logistics suppliers, Professional services etc..)
  44. 44. Experiences with Lists  Live with the hunted  Categories of lists  By Tech  By Types of people  By Geography  By Industry  By Job function  Pros and Cons
  45. 45. How to keep going
  46. 46. Contact Harvesting
  47. 47. Nets, Spears, Seeds  How to
  48. 48. IT Networking Hardware Software Pre-packaged Products License Services Custom Solutions Install, Maintain Customize/Extend VAR Business Solutions
  49. 49. Difference in selling Products vs. Services Products Services Predominantly Referral based
  50. 50. Price  How is it determined?  Comparative options  US Bill rate

Hinweis der Redaktion

  • Characteristics of each…
  • <draw up a sales scape>