1. Learning & Development Partner
Strategic Management Consultant.

2. Objectives of this Program
1. To make the participants aware of the different
aspects of selling and the buyers’ prospective enabling
deeper understanding of customers’ appreciation
2. To imbibe in the participants’ certain behavioral skills
to make them more effective in their sales function

3. Methodology
Concepts session
Simulated games
Group tasks
Psychometric instruments

4. Setting the Agenda
• We generally learn :
- 10% of what we read
- 20% of what we hear
- 30% of what we see
- 50% of what we see and hear
- 70% of what we discussed with others.
- 80% of what we experience personally
- 95% of what we teach to someone else.

5. 5
 Enjoy the Risk and Learn!
 Learning happens outside your comfort zone!

6. MAXIMUM LEAD GENARATION
IN B2B SALES

19. New Concepts Of Lead Generation

20. Core Sales Mantra
‘Out Of Sight, Out Of Mind.”
“If YOU are not in the sight of your
CUSTOMERS, YOU are not in the
MIND of your CUSTOMERS.”
By Late Professor Theodore Levitt.

21. Current Account Information
1. Account name:
2. Account address:
3. Phone
4. Type of business:
5. Number of years in business:
6. Estimated sales volume (total) :
Estimated annual purchases from us:
7. Sales potential this year:
What do you feel will be our greatest obstacle to
achieving this goal:
Account Mapping-I

22. Account Mapping-II
8. Have we had problems with this account?
If so, what has been the nature of the problems
(delivery, billing errors, quality, post sale service,
other) and how have they been resolved ?
9. Other suppliers:
10. Years of repeat business:
11. What is the key determinant in their buying decision
(quality, quick shipment, discounts, price post
sale service)?
12. In what areas of our performance do you feel we can
do a better job?
13. Do you feel that this account now requires a visit of
visits from executives of our company?

23. 14. Does the customer have plans for
expansion?
15. Does the customer plan on becoming part of
a merger or acquiring other companies?
16. Does the customer plan on adding new
products to the existing line?
17. Have you read a report on this account?
18. What is the account’s credit rating?
Account Mapping-III

24. Account Mapping-IV
Buying decision Information-Very Important.
19. Buyer’s influence in purchasing decision:
20. Key influence in decision/Managing
Gatekeepers.
21. Other people involved in final decision:
22. Length of buying decision: (Sales Cycle Time)
23. Do they use a buying/purchase committee?
24. Meeting day of buying/purchase committee:
25. Types of sales presentations least and most
preferred: Tuning according to account’s
need.

25. Major Decision makers
26. Name: Nickname:
Title:
27. Secretary:
28. Social style:
29. Home address:
Account Mapping-V

26. Competitive Differential Advantage (CDA)
Analysis
Product
1. Versatility
2. Efficiency
3. Storage
4. Handling
5. Appearance
6. Design
7. Mobility
8. Packaging
9. Life expectancy
10. Adaptability

27. Service & Deliverables :
1. Delivery
2. Inventory
3. Credit
4. Training
5. Merchandising
6. Installation
7. Advertising
8. Financial
9. Maintenance
10. Guarantees
Competitive Differential Advantage (CDA)
Analysis

28. Source
1. Time established
2. Industry standing
3. Marketplace reputation
4. Community image
5. Location
6. Labor relations
7. Size
8. Source of supplies
9. Financial soundness
10. Policies and practices
Competitive Differential Advantage (CDA)
Analysis

29. Competitive Differential Advantage (CDA)
Analysis
People
1. Personal knowledge and skill.
2. Knowledge and skill of support personnel.
3. Integrity and character.
4. Availability for emergencies.
5. Sophistication on the prospect’s industry.
6. Standing in the community.
7. Flexibility of call schedule.
8. Mutual friends.
9. Interpersonal skills.
10. Cooperation.

30. Preparing a Competitive Differential Advantage
(CDA) Analysis
Product Your Co. Competition Service Your Co. Competition
Versatility Delivery
Efficiency Inventory
Storage Credit
Handling Training
Appearance Merchandising
Design Installation
Mobility Advertising
Packaging Financial
Life expectancy Maintenance
Adaptability Guarantees
User Friendliness.

31. Products/Services Out Sourced.
Source People
Time established Personal knowledge and skill
Industry standing Knowledge and skill of sup-
Market Place Reputation port personnel
Community Image Integrity and character
Location Availability for emergencies
Labor relations Perception in the prospect’s
Size industry.
Source of Supplies Standing in the community
Financial Soundness Flexibility of call schedule
Policies and Practices Mutual friends
Interpersonal skills
Cooperation

32. 1) Order, purpose and coherence:
A sense of direction that occurs by intent rather
than out of habit.
-There is a master plan shared by all members of
the organization that includes common goals and
objectives to facilitate coherent mutual action.
2) Efficiency and objectivity:
Growing out of the mutually shared master plan, the
buying-selling environment becomes efficient and
objective.
Creating a positive buying selling climate

33. 3) Customer centeredness:
It involves adapting the sales strategy and
environment to respond to individual
customer needs.
4) Optimism and high expectations:
A degree of optimism or conviction that
success is inevitable.

34. A framework for interaction in the buying selling
climate
Goals
Relationship Structures
Rules

35. • Goals: Relationships form because of a goal or an
outcome that each person whishes to achieve.
• Structures: Based on two conditions:
a) Dominance/Submission
b) Warmth/ Hostility
• Rules: For a person to make predictions about
another persons behavior, rules and regulations
must exist that govern action in the relationships.

36. Components of Relationship Interaction
Exploits, boasts
competes
Attacks aggressive
Pities, takes
Responsibilities
helps
affectionate
Skeptical, wary
Bitter, suspicious
Compulsively loving
respects, trusts
clings, conforms
Dominance
Warmth
Hostility
Submission
directsdominantssubmitsshy
Modest,obeys

37. Dimensional Model of sales behavior
Dominance hostile strategy
Customers seldom buy willingly.
Sales people must impose their will on
buyer by superior determination and
strength.
Selling is a struggle that the salesperson
must win.
Dominant warm strategy
Sales are made when customer needs
are discovered and when the buyers are
convinced that they can satisfy their needs
by buying.
Salesperson’s job is to satisfy these
needs in a way that benefits the customer
than companies and themselves.
Submissive hostile strategy
Customers buy only when they are ready to
buy, until that time the sales person can do
nothing to get them to buy.
Because persuasion does not work,
salesperson’s only option is to wait until the
buyer is ready to make decision, there is no other
way for salesperson to survive.
Submissive warm strategy
People buy from salesperson they like.
Once a prospect becomes a friend, it is only
reasonable to expect that prospect will become a
customer.
The salesperson’s goal is to make every
prospect a friend.
Dominance
Hostility
Warmth
Sales
Driven
Relatio
nship
Driven
Customer
Driven
Product
Driven
Submission

38. Interpretation Table:

40. Gibbs’ categories of contrasting climates.
Supportive Climate Defensive Climate
•Equality
•Empathy
•Description
•Spontaneity
•Provisionalism
•Problem Orientation
•Control
•Strategy
•Certainty
•Neutrality
•Evaluation
•Superiority

41. The ‘Black Box’-The buyer’s mind
-Black Box represents a view of the customer’s buying behavior, although no
one has ever seen a person think or feel.
- A person’s mind controls the person’s needs, feelings and thoughts.
Stimulus
What the
salesperson says
or does
The Black Box
thinking or feeling
What the
customer says and
does
Behavior activities
Output

42. 3 sets of needs are involved in making a buying
decision.
a) Personal: Social-affiliative/ status needs
b) Business: Requirements by the customer’s
firm for the salesperson’s products or services.
c) Task: Items and conditions that are required
for individuals to perform their work.
Buying Needs

43. Buying Motives
Buying motives is like an onion.
-1st –External layer (visible): Features or factual
characteristics of the product or service.
-2nd Advantage/performance.
-3rd Benefit/satisfaction derived from
advantages of the feature.

44. Rational Motives
 Objective and logical information
 Buying decision with respect to industrial products vis-à-vis
consumer products
Emotional Motives
 Feeling of self-worth and self-fulfillment
 Inclusion, control and affection

45. 4 Components of a sales image
1) Self awareness: research has shown that –
losers mentality rehearse their past defects,
while winners review past victories.
Eg: just before the crucial sales call, the
successful salesperson mentally reviews why
he/she will get the contract, while losers busy
themselves with inventory of why their
product/ service isn’t right for their customer.

46. 2) Self acceptance: the degree to which a person
likes and is satisfied with the self in the role of a
salesperson.
Achieve and maintain self acceptance by
repeating affirmations or positive thoughts.
 I am competent
 I am creative
 I deserve respect
 I own this day

47. 3) Self actualization:
The process of selecting
specific aspects of one’s sales image that one
wants to change and then selling personal
goals and devising a plan for accomplishing
them

48. 4) Self disclosure: Verbally communicating
information about self to another person.
The Johari Window
1
OPEN
2
BLIND
3
HIDDEN
4
UNKNOWN
NotknowntoothersKnowntoothers
Not known to selfKnown to self

49. Emotions
Emotions that are extreme in intensity and
duration are debilitative emotions and opposite is
facilitative emotions.
Rational vs. Irrational thinking:
Rational thinking results in logical conclusions and
promotes facilitative emotions.
Irrational thinking leads to illogical conclusions and
nurtures debilitative emotions.

50. Setting goals for self improvement
Goal Statement: I want to take charge of the
opening of a sales interview with a new customer.
Behavioral description:
1) I will smile and extend my hand when I first
meet a customer.
2) I will offer a verbal greeting, using the
customer’s name.
3) I will be observant of the surroundings and
comment on them in a complimentary way.

51. Behavioral description:
4) I will review my notes before the interview
and make a positive comment about one
aspect of customer’s company record.
5) I will be prepared to state my purpose for
requesting the interview and will do so within
the first minute of the interview.

52. Transforming resistance into opportunity
1) Direct Denial:
To be used with extreme caution although this type of
resistance is caused by having incomplete or
inaccurate information, people do not like to be told
that they are wrong.
2) Indirect Denial:
- ‘Agree and counter’ or ‘yes-but’ method.
- The salesperson appears to agree with the prospect
and then counters with a qualifying statement.

53. 3) Boomerang
It takes the prospect’s resistance and gives it
back to the prospect as a reason for buying.
4) Superior Benefit
Also referred to as the compensation
method is designed to present a benefit that
will outweigh the prospect’s particular
concern.

54. 5) Trial Offer
-Used for those buyers who may resist
because they haven’t used either the
salesperson’s product or services or a
competitor’s product or service.
-It offers them the opportunity to use the
product without making a buying
commitment.

55. What is Negotiation?
• Arriving at a shared solution to a problem – a
solution that benefits all parties involved
• More than getting the best possible price on a deal
• Most beneficial negotiations result in mutually
beneficial, enduring relationships in which parties
trust one other and share expectations about how
their deals will work out in practice as well as on
paper

56. Developing negotiation skills
• Should we negotiate?
• What is my approach to dealing with conflict?
• How do I manage myself?
• How do I prepare for negotiation?
• How do I deal with issues in negotiation?
• Understanding principled negotiation
• Identify your BATNA and ZOPA
• Reflect, practise, reflect…

57. Understanding conflict
• What is conflict?
• What are the conflict situations that I
encounter?
• What the different modes of dealing with
conflict?

58. Sources of Conflict
• Short term pressures vs. long term goals
• Differing perceptions, values, cultural norms
• Ambiguous jurisdictions
• Lack of clarity
• Competition for limited resources
• Needs (power, status, ego, recognition, self-worth)
• Parochial & regional attitudes
• Change – some not willing to let go of the old, others
moving too quickly
• Others???

59. CONFLICT RESOLUTION MODE
COMPETING
COMPROMISING
ACCOMODATINGAVOIDING
COLLABORATING
CO-OPERATIVENESS
CO-OPERATIVEUN-COOPERATIVE
ASSERTIVE
UNASSERTIVE
ASSERTIVENESS
59

60. Distributive Negotiation
• The structure of single issue negotiations
• The negotiation process
• Parties perceive themselves as having
directly opposing interests
• “Fixed pie” What one party gains, the other
party loses
• Usually a single interest, e.g. buying a car

61. Integrative Negotiation
• Referred to as ‘win/win’ negotiations
• All sides look for a solution that maximizes joint gain and
allows everyone to walk away feeling like they won
something
• Involves looking at the issues being negotiated from multiple
angles, considering multiple issues at once (thus allowing for
trade-offs)
• Honestly try to ‘expand the pie’ rather than divide it
• If you see the possibility of doing business with the other
party in the future
• Fosters trust and good working relationships, and leaves all
parties feeling good, not just one

62. Mixed motive negotiation
• Expand the pie and meet the needs of all or
most parties as much as possible and then
claim an appropriate share

63. Resistance Point (Reservation price)
• The ‘worst’ price at which a party is willing to settle
• Party is indifferent between a settlement and
impasse
• If negotiated settlement is better than a party’s RP,
should take the deal
• If negotiated settlement is worse than RP, should
walk away
• To the extent the negotiated settlement is better
than RP, that party benefits from the deal

64. Resistance Points
• Dealer wants to sell car for at least
Rs.8,00,000 (Dealer’s costs - $7,20,000)
• Buyer wants to buy car for no more than
Rs.10,00,000

65. BATNA
• How do I determine your RP?
• Consider your Best Alternative to a Negotiated
Agreement (BATNA)
• What’s your best option if you don’t make this
deal?
• Adjust RP for any differences between the BATNA
and the current alternative
• Bargaining power determined by attractiveness of
your BATNA

66. Zone of Potential Agreement (ZOPA)
• Range of values between the parties’ RPs
• Range within which a mutually acceptable
settlement can be made
• Both parties can do better than their respective RPs
• Width of ZOPA is amount of surplus (joint profits) to
be distributed in the negotiation
• Bigger ZOPA = more likely to find mutually
acceptable agreement

67. ZOPA example
• Dealer and buyer can settle on any price
between Rs.8,00,000/- and Rs.10,00,000/-
• They would come to an agreement
800000
Dealer’s
RP
100000
0
Buyer’s
RP
ZOPA

68. De Bono’s Six Thinking Hats
• White : information hat
• Red : emotions hat
• Yellow : optimism hat
• Black : pessimism hat
• Green : growth and possibilities
• Blue : process hat
68

69. DE BONO’S SIX THINKING HATS
SIX HATS
- INFORMATION
- FACTS
- DATA
- CREATIVITY
- GROWTH
- NEW IDEAS
- OPTIONS
- BENEFITS
- LOGIC
- POSITIVE VISION
- FEASIBILITY
- EMOTIONS
- FEELINGS
- HUNCHES
- INTUITION
- CRITIC
- RISKS
-OBSTACLES
-CAUTION
- OVERVIEW
- CONTROL
- DECISION
- PROCESS
BLUE WHITE
BLACK GREEN
YELLOWRED
69

70. A couple of puzzles
• 1) You enter a parking lot and see a woman
walking towards you,seemingly with an utensil
in her hand.its a frosty morning and you see a
row of cars and immediately know which one
is hers. How?
• 2) A woman walked into a room and saw a
new picture there. She immediately knew that
someone had been killed. How?
70

71. Answers to the puzzle
• 1) The woman had just de-frosted her
windscreen and returning the kettle.
• 2)She just entered the room and saw the chalk
picture outline of a body on the floor.It was
the site of a recent murder and the chalk
marked the position of the body.
71

73. Solution Selling A Complete
Paradigm Shift.
Change Your Thinking Pattern radically about sales.
Align with our prospects/customers as a Solution Centric Organization.
Do a introspection where we stand.
What Fine tuning that we require to get the Opportunity.
How to do the Ice Braking.
Use the end to end value delivery systems.
Develop all your Core Competencies and strengthen your strength in Sol
selling.
Solution Selling has got tremendous potentials in IT & ITeS market
globally.
Solution Selling is the tomorrows BUZZ-WORD.
The margins are high , customer intimacy and cultivations are high.

74. In solution sales, Sales & Cross Functional Teams must have the empathy with the prospect’s problems.
“MAPPING & ANALISYS Of The Problem” Properly is the most important task, after they have to
identified the EXISTING situation and the “Rooms For Improvement”. We are willing to give the RIGHT
solutions for the problem. We will use our “Core Competencies” and “Competitive Advantages” and
to the HILT. Bring in all your past “References, Experiences, Knowledge, Expertise, Multiple Skills” of your
firm to address the solution to the problem. REMEMBER IT’S A TEAM WORK. Continuously Update
YOURSELF KNOWLEDGE WISE. Remember: In IT &ITeS solution business Knowledge
obsolescence is very HIGH. It's Your ABSOLUTE PERSONAL RESPONSIBILITY & your Survival
depends on your Individual Core Competence and that’s your Knowledge of Your Solutions.

75. After Identifying the prospect’s problem, draw FLOW CHART (SADD) carefully with a complete “As Is
Where Is” to “Where They Want To Go ”, it may be e-enabling the firm, up gradation of an existing
systems, implementing ERP, implementation of CAD/CAM solution, CRM,TQM ,Remote Access
Solutions, KPO/BPO. Understand exactly where is the GAP they are facing and our solutions are there
to fill up their GAP which is their problem," We Can Develop” the skills and can give a solution to our
prospect. In the ideal situation the prospect’s problems is within our firm’s “FOCUS AREA”, it requires
little bit tailoring, and “We can give the solutions” with substantial “ VALUE ADDITIONING
PROPOSITION” .
PRO-ACTIVENESS :Start coordination with your “PRE SALES” & “Knowledge Domain Experts", even
“After Sales Service Dept “discuss at length, “COMMUNICATE ,ENGAGE & INVOLVE”.

76. Always seek an appointment with your prospects, and make a complete HOMEWORK about the
prospect’s business nature or in which verticals/industry the prospect belongs. The prospect position in
the industry, both market share wise , and financially, and industry perceptions about the prospect’s
firm. In a typical B2B solution sales these are pre –requisite. If “WE do our HOMEWORK properly”
before meeting the prospects, it’s become easy for us to understand the EXACT problem and identify
the CRITICAL ISSUES to give the EXACT/Correct solutions. Let him feel that YOU are eager and
ENGAGED to solve his problem from your “Body Language". REMEMBER: Every situation in B2B sol
selling is UNIQUE they are not IDENTICAL. Situational Analysis is VERY important in IT & ITeS
SOLUTION SELLING.

77. Listen to your prospect’s problems if possible write it down point by point. Remember: Even in B2B solution sales
80% is listening 20% is talking. Let the customer spell out all the difficulties he is facing with his existing IT
infrastructure and the industry competition.
Keep your sales “Call by Call” OBEJECTIVES clear :” Understand ,Understand ,Understand the prospect’s real
problem , YOU and YOUR TEAM is the part of their solution” .Today with increased complexity and competition
of selling B2B solutions – more people are involved in evaluations, more educated buyers for IT & ITeS, and as a
result, longer sales cycles time. Smart prospects in B2B sales will give the BUDGET ball park & A PRICE TARGET to
YOU.
Remember: Prospects will tell the same problem to other VENDORS, who may be your COMPETETORS. As you
have made HOMEWORK about your prospects, the PROSPECT too have made his HOMEWORK about your firm
‘s capabilities , skills and about your COMPETETORS.

78. (1)Diagnose what’s important to your customer in their business?
(2) Analyze the “comfort zone”: PARTNERS ( IBM, CISCO,ORACLE,SAP…)you know; and your “stretch zone”
PARTNERS and Power PARTNERS you should know, and what’s important to both of them? “LOCK THE CASE
WITH YOUR PARTNERS AT THE EARLIEST”
(3) Analyze your business activity past, current – the value contribution you’ve delivered and future revenue and
profit potential you are expecting from this SEGMENT/Prospect.
(4) Think and plan on how to exploit your business potential when matched with knowledge of your customer,
your offerings, and your relationships? Even building NEW relationships. Analyze the prospects/customers LIFE
Cycles. CULTIVATE CUSTOMERS.
(5) Link potential future opportunities into the early steps of your sales execution process? Keep in mind the
Opportunities & your TOP LINE and BOTTOM LINE TARGETS.

79. In a B2B Solution Selling ,buyers looks two things from sellers:
Situational Knowledge… they want to know that you understand their challenges, within their industry
and within their specific organization…that you can see the world from their viewpoint
Capability Knowledge…they need to know that you understand how your capabilities can uniquely
empower them to solve their problems, not just knowledge of your products and features .

80. Sales Presentations In B2B IT & ITeS Solution Selling.
One of the best ways to demonstrate our Situational and Capability Knowledge is to give sales presentations
that accomplish these two things throughout the entire presentation.
(1)Capture your audience’s attention in a right away in an unpredictable way that draws them into the
moment.
(2)Demonstrate situational knowledge by delivering a custom presentation that shows an understanding of
their unique challenges /problems and can SOLVE and do adequate Value Addition.
(3)Don’t kill them with PowerPoint. Break up your presentation by utilizing white boarding, flip chart use,
video clips or storytelling… every audience likes to be entertained.
(4)Use bullets and expand on the information, or better yet demonstrate it on a flip
Remember people buy from people NOT slides. YOU are the presentation. YOU are most IMPORTANT.

81. OUT OF THE BOX THINKING: The approach Sybase employed is more challenging to the
customer’s thinking: Instead of aligning with a company’s prevailing outlook, it provides a new
angle on the situation.(“You are thinking about your business along the following conventional
lines....But the way we see things, that puts your success in jeopardy. You should be thinking
about it in this completely different way....”) Whereas solution-selling salespeople listen for
“pain points” that the customer can clearly articulate, provocation works best when it outlines a
problem that the customer is experiencing but has not yet put a name to. “Don't Worry Be
Happy” give this feeling to your prospects when YOU go for OUT OF THE BOX.

83. Negotiation is a critical part of the sale. In fact, one can execute perfectly during the sale but at the very end
leave large amounts of money on the table. Especially in today’s IT & ITeS challenging market conditions. First
and foremost make sure that you are negotiating with the right person. One of the challenges we face is
entering a negotiation with lower level procurement people. These people are not your friends. They are
usually very well trained and often very shrewd negotiators. On top of that, they do not understand nor do they
care that you will bring value, or that your offering is strongly differentiated, or even that their very own
company has business pains that will only be solved by your solution! All they care about is getting a better
price. Talk about QUALITY ,VALUE ADDED SERVICES & VALUE FOR MONEY ,FAB talk about YOUR UNIQUE
SELLING PROPOSITIONS.YES the Customers are DEMANDING,FASTIDIOUS,PRICE CONSIOUS .They want
Satisfaction. But, SATISFACTION Costs. Always KEEP YOUR DOOR OPEN FOR Re Negotiations.

84. Negotiation-II. Typically 85% of a customer’s budget gets allocated to existing commitments and only 15%
remained for discretionary spending. With less money to go around, proposals are subjected to higher levels of
review in buying organizations, and the managers you’ve traditionally dealt with are no longer the decision
makers.
Learning to Be Provocative: Underlying provocation-based B2B selling is the idea that the vendor should
help the customer find investment funds even when discretionary spending appears to FUNDS may have dried
up or FUNDS not allocated, HIGHLIGHT the ROI.
Make them understand that many a times prospects/Customers are “PENNY WISE POUND FOOLISH". Go a
Step AHEAD and make the FINANCERS available with them. YOU identified a process that is critical for
customers in the current business environment, developed a compelling point of view on how it can break and
what that meant in terms of cost, and then connect the solution to the PROBLEM that the prospect is looking
for .

85. It’s often been said that B2B selling largely consists of developing a relationship with the
customer. Most sales pros think that a customer relationship should like a friendship. Wrong. You
can be friends with plenty of people and never get any business from them.

88. Preparing a F A B Analysis
Features
(Facts)
Advantages
(Performance
Characteristics)
Benefits
(Satisfaction Derived)

89. Thanking You.
Debashish Brahma .
Strategic Change
Management Consultant.
Kolkata –India.