ideas for sales enablement training

1. Secret
What gear is your sales organization in?
Adhoc Linkedin
enhanced
profile
Linkedin
Managed
connections
Traditional &
Value Creation
selling
Systemized
Value Selling
Traditional
Internet
Marketing
Internet
Permission
Marketing
Internet
Permission
Marketing
Quick Sale/
Create
Elevate
Capture
Executive level
messaging
(dedicated)
Product Focused
Brochures/
Solutions Story
Brochures
White Papers
Social Selling
Tailored messaging
Market Dev
Sketches/
Customized
Ltd. Sales
enablement
Sales Enablement
team
Cold Calling Linkedin invite
Linkedin message
Email promo
Targeted Selling
Market Lists/case
studies
You/competition
Comparisons
Executive
conversations
crafted
Trade Show
Marketing
Customized
solution selling
Executive first
Budget creating
Youtube
Slide Share
Youtube
Slide Share
Dedicated sales
enablement
1 2 3 4 5

2. Secret
Customer Conversation Continuum
Break Status Quo
Competitive Difference
Stop Leaks
Increase Price
Avoid DiscountingIncrease Price
Avoid Discounting
MAXIMIZATION
Capture ValueElevate ValueCreate Value
DIFFERENTIATION
Break Status Quo
Competitive Difference
Stop Leaks
-3 -2 -1 +1 +2 +3
Status Quo
Threatened
Identify
New Needs
Define
Solution
Review
Vendors
Choose
Vendors
Terms and
Conditions
Pivotal

3. Secret
Create
Elevate Model Value Leak Value Steps
Create Difference Unconsidered Needs/Value Value Steps
→
H

4. Secret
Create (pg. 2)
Picture Superiority Magic 3’s Whiteboard Benefits
Whiteboard Timeline Whiteboard Structure
←
Sales Gear
H

5. Secret
Elevate
Insight Matrix Deliver Insight Elevate Conversation
Conversation Quadrant Return on Research
←
Overcoming Fear
H

6. Secret
Justification
Economic Justification ROI Tips Triple Metric
Money Flow
←
H

7. Secret
Capture
Buyer’s Perspective External Factors Business Initiatives
Elevate Conversation Elevate Checklist
←
H

8. YOU
YOUR
COMPETITION
Value leaks vs. Creating value
Pivotal
H
Agreement Types
←

9. Secret
Types of Pivotal Agreements
Exchanging value during process: not giving things away
1. Access to power (senior decision makers and influencers)
2. Access to information (analytics; historical data)
3. Proof opportunities (referral site visits; proofs of concept;
pilots)
4. Deal structure (goals and volume)
5. Expansion opportunities (quarterly business reviews with
executive-level access and commitment; inspections)
H
←

10. Value Steps Strategy for engagement
First
engagement
of customer
You focus on 3
points not all
Customer
valuates you
unique
2nd inquiry
regarding
your offer
Your offer is
higher net
profit
Customer
asks for price
list
You are
compared by
price only
You reply
with price list
Customer
counters with
lower price
Price
discount
You are seen
as common
You reply
with 10
reasons to
buy
They ask for
quick intro
You cannot
be compared
as common
Perform
unique
comparisons
You offer
additional
feature
Customer
gets higher
ROI/use
Final Quote
request
Lowest price
wins
Marginal
profits
VIEW VIDEO
Implement a sales process and methodology that actually sticks
http://corporatevisions.com/solutions/the-right-skills/maximization-skills/
H
←

11. Differentiation of Offerings
“COMFORT ZONE”
Differentiation = Lower Price
Specified
Identified
Needs
Solutions
Ascend out of
Comfort zone
H
←
Creating Insight
Unconsidered
Value
Unconsidered Needs

12. Sweet Spot―
Scalable Across
Sales Force
Relevance (+)
INTERESTING BUT IRRELEVANT
(-)
RISKY WITHOUT DEEP SKILLS
( YOU’LL LEARN IN Section II Justification)
Time
Stale Too “Far Out”
Third-Party
Data
Customer’s
Own
Data
Insight (def.)―for selling, is telling your customers
About 1. something they didn’t know or
2. a problem they weren’t aware that they had
That you can fix in a unique or advantageous way
Relative to your competition.
Create Insight, “DON’T Just deliver factoids.”
Ask yourself these ?’s
Insight Sweet Spot
H
←

13. Secret
Old Passive New, Active and Engaging
Transactional oriented, price sensitive Solution Oriented, Better margins
Concede to every customers demand or
objection
Assertive, Pushing back,
taking control of sale
Diffuse tension Constructive tension
Relationship building Business building
Fight to what consumer wants Fight to what supplier thinks customer
needs
Consensus purchase Founded on business value
Personal relationships, means to end Company relationships, perpetual
Selling products Selling new ideas, complex sales
Simple product centric Solution and support centric
Selling product features Selling behavior change
Sales to generate revenue Sales to protect investment, higher
corporate value
The Value SaleThe Traditional Sale
H
←

14. Secret
Buyer’s Perspective
EXTERNAL
FACTORS
BUSINESS
CHANGE FINANCIAL
METRICS
BUSINESS
INITIATIVES
$ ₤
€ ¥
H
←

15. Secret
External Factors
Weather Government
regulations
The economy Customer behavior
New Technology Competitive
activities
Trade Issues Availability of raw
materials
Cost increases Media coverages Social media trends Population trends
Natural disasters Political change Interest rates Infrastructure
changes
Taxes Exchange rates Events Security issues
←
H

16. Secret
Business Initiatives
Company Priorities
And its direction for the future, as told to it shareholders
They layout any shifts the company plans to make
Find a way to establish your solution to the company’s known business initiative― you have
opened up the door to speak to an executive-particularly one that is associated with that
specific business initiative.
Related to: any area of the business ―cutting costs, improving efficiency, retaining employees,
moving into new markets, fixing environmental concerns.
Initiatives may be 1 project, but in larger companies, it is multi projects under one budget.
GREAT OPPORTUNITIES ― to SELL, by aligning your solutions with your customer’s business
initiatives.
2 CHALLENGES
1. Overcome the status quo
2. You need to become relevant in the face of a stated commitment to invest for your
customer’s initiatives.
3. HOW is the prospect prioritizing the initiatives. Make sure it is prioritized high and funded.
←
H

17. Secret
Elevate ‘Conversation’ Anatomy
Elevate conversation
1. Describe your customers current situation
2. Describe how the customer will operate with your solution
3. Quantify the difference between these two descriptions.
Articulate Information in a meaningful way
1. You get ‘Zero’ credit for being the smartest person in the
room.
2. You get credit for only what you speak out of your mouth.
3. Message must be 1simple, 2direct, and 3clearly connected so
you buyer that is listening to you, realizes that your not just
here to sell your products, but to talk about things that are
meaningful to the business he/she is running.
4. After that you need to quantify financials to your client.
Preparation
←
H

18. Secret
Elevating Value ‘Conversation’
Elevate conversation
1. Can you find a direct link to executive compensation or
strategic financial measures.
2. Which ones are aimed at increasing revenue? Aligning with
initiatives to drive revenue should always rank highly, even
above reducing costs.
3. Which ones are aimed at reducing costs? Hard returns are the
easiest to measure
4. Which ones assist regulator compliance, such as new
environmental or healthcare requirements? These aren’t the
most exciting, but they must be done
5. To what degree can your solution have an impact, and to
what degree is it dependent on partners?
6. Do you have the ability to measure and/or quantify the
financial impact?
←
H

19. Secret
Conversation Quadrant
INTERVIEWING CONVERSING
SURVEYING INFORMING
High
Low High
Your
Degree
Of
Business
Inquiry
(DIQ)
Quality of Their Information
Depth of Customer Relationship
Buyer’s
Perspective
H
←

20. Secret
Return on Research
Value
Time
Return on Research
EFFECTIVE DIFFERENTIATING
INEFFICIENTMINIMUM
Management
Presentations
Shareholder Letter/
Mission Statement
Customer
Website
Social Media
Annual
Reports
Executive Profiles
Trade Associations,
Events, Publications
Analysts
Reports
Articles and
Press Releases
Industry
Analysis
Financial
Analysis
Advanced
SearchRegulatory Filings
Executive
Compensation
Secret
H
←

21. Secret
Overcoming Fear of Heights
80% Decisions
10%
Executive Contacts
Fear
Don’t start from the doggie door!
H
Engagement Tips
Concessions
Before you meet
Door to
executive suite
←

22. Secret
Before you meet with an Executive
Answer these questions, before scheduling a meeting
1. What external factors and/or business initiatives have I tied
this to?
2. How am I enabling the executive to do something he can’t
do internally at the company?
3. How am I proving my case with hard numbers and
references?
4. Why does this need the executive’s attention? Why
shouldn’t this be delegated to someone else?
H
←

23. Secret
Executive Engagement Tips
Exchanging value during process: not giving things away
1. Trusted Advisor approach― the myth of being a trusted advisor is
not enough. You have to do the work to be an advisor, and have
courage to tell them to bad, not just the good.
2. Executive respect (not)― don’t bow to the king. You need to
approach your prospects as a peer. If you don’t, they won’t follow you.
3. Don’t give up your status― you have a choice to give it away or
not. You have a distinct point of view to be heard or not. Believe you
are a part of your prospect’s tribe, and you will more likely be heard.
H
←

24. Secret
Concede according to your plan
Exchanging value during process: not giving things away
1. Test the customer’s resolve― don’t rush to concede. Test your
prospect’s resolve.
2. Give and Get ― when the prospect asks for something, you ask for
something in return. This accomplishes 2 things.
1. It shows the customer tat you value your solution enough not to
give it away.
2. It sends a message that this is a partnership that’s going two ways.
People don’t value something that is free.
3. High Value/Low cost― Plan for concessions that are of high value
to your customer, but low cost to you. E.g. pivotal agreements
4. How you concede is as important as what you concede ―
Slow and reluctant beats fast and eager. If you rush to concede
without asking for reciprocation, he will think he can ask for more, and
will.
H
←

25. Secret
Picture Superiority Effect
Using a simple concrete graphic to accent your message
can increase memory and recall of your conversation by
nearly 7x’s.
10% Memory 65% Memory
 Engagement- whiteboard participants, found presentation more interesting, paying
more attention, and thinking more deeply about its content.
 Credibility―found presentation to be more credible, and rated speaker more
trustworthy.
 Presentation quality―viewers perceived an 8% increase in perceived credibility
 Recall―white board participants, were able to remember significantly
H
←

26. Secret
Can you deliver insight?
Construction of your insight
1. What are your prospects doing today that they don’t even
realize is potentially harmful to their critical business issues?
2. What evidence can you provide to show them that their
current assumptions are actually holding them back?
3. Do you have stats and facts that confirm these
counterintuitive concepts?
4. And can you tell them a story?
H
←

27. Secret
H
Whiteboard Benefits
←

28. Secret
Why you? whiteboard story sequence
Insight
New
Safe
Unsafe Proof
Whiteboard timeline
1. Start with Memorable Insight
2. Show your customer that the status quo is unsafe.
3. Contrast that unsafe situation with the new safe place you
can get your customer to go.
4. Prove it.
p. 77, page 76 1-4
H
←

29. Secret
Why you? whiteboard structure
Grabber
Problem /Fix 1
Story
with
Contrast
Whiteboard timeline
1. Show your customer the unconsidered, unmet, or
underappreciated challenges she faces now that she’s
decided she must change.
2. Contrast that challenge with our differentiated approach to
solving the problem
3. Prove it.
4. Rinse and repeat for the other 2 stories in your Value Wedge.
Pg. 77, figure 5.9 of the book
Problem /Fix 2
Problem /Fix 3
PowerPositions
H
←

30. Secret
Investment
Returns
Key Initiatives
Soft R’sHard R’s
Strategic Rs
Fully Recognized? Any Quantifiable?
Creating ROI’s
Triple Metric
Economic Justification
Money Flow
←
H

31. Secret
1. Make sure your counting all the Hard Rs
i.e. if you’re going to reduce inventory, what else does that effect.
 Reduced Cost of goods sold
 Reduced Real estate cost
 Less equipment needed to move inventory around
 Lower insurance
 Lower utility cost
 Fewer workers needed to deal with inventory
 Lower theft
 Lower taxes
 Less obsolescence
2. Quantify any soft returns you can
3. Capture multiple budgets
4. Involve people within the company
5. Don’t underestimate the investment required
6. Don’t lean on a calculator
ROI Tips
←
H

32. Secret
Triple Metric
Budget
Variance
Revenue Cash Flow
ROS/ROA/
ROE/EPS
Operating
Margins
Revenue per
Transaction
Headcount
Maintenance
Costs
Inventory
Levels
Implementation
to achieving Full Operational Status,
Project completed with no variance in
plan, plan against cost benefit ratio.
What is relevant to them
like improve operating margins, better
management of inventory levels
Big-Picture Ratios
Ratios only relevant when comparing
period to period or against competitors
and industry as whole
←
H

33. Secret
Money Flow
Revenue
Costs
Profit/Loss
Capital
• Equity
• Debt
Assets
• Current
• Long Term
←
H

34. Secret
Selecting 3’s
Determine Your Value Wedge
Prospect
CompetitionYOU
Value Wedge
Value Parity
Magic 3’s. Normal 3’s unique attributes
1
2
3
1
2
3
Dynamics
H
←
Magic 3’s
Worksheets

35. Secret
Selecting your Magic 3’s
When a message is coming from a source with persuasion motive, then the optimal number
of positive claims is three.
i.e. once the sufficiency of 3 claims is exceeded, then the claims
are seen with skepticism, regardless of how many are presented.
From the Article, ‘When Three Charm’s, but Four Alarms” Identifying the Optimal Number of
Claims in a Persuasion Setting. Kurt Carlson from Georgetown University & Suzanne Shu, UCLA.
Method of determining magic 3.
If the feature or function is really unique to ETEP, and no competitor has anything better, score it a 2.
If the feature or function listed is something other competitors have, but you can prove your company does this better
or in an advantaged way, score it a 1.
When the team is honest, and admit that your competitors can do more or less the same thing, score it a 0.
GET RID of all the 0’s scored features. ‘Don’t waist time talking about something another company can do the same.
3 Questions to determine your best 2 -3 arguments for differentiation
1. Are you identifying an unconsidered, undervalued, or unmet need that is real to the prospect and can be shown to put the
status quo in jeopardy.
2. Can you attach that ‘new need’ to a unique or advantaged strength that isn’t obviously available or typically specified
by every competitor
3. Can you defend that story as being different from your competitors, as well as defend the positive business impact
that you are claiming. H
←

36. Secret
Dynamics of Magic 3’s
Identifying your magic 3’s
1. The easier you make it for people to process your story―
The more likely they will agree with you.
2. A large list actually beings to generate unrequested thoughts.
That support this argument.
Is this going to be too complex?
Will I really use all these things?
Am I paying for things I don’t really need?
H
Don’t create choice overload—only 3
1. Buyers are more likely to delay choosing or not choose at all.
(You’ll see no decision, and the customers will stick with their status quo.)
2. Buyers are more likely to make choices that are worse for them.
(You’ll see no decision, and the customers will stick with their status quo.)
3. Buyers are more likely to choose things that make them less
satisfied (They are unconvinced and worried about whether they made the best
choice) Addition of potentially attractive feature proves useless to the reasons
someone is making a decision and reason to reject your offering, to one with no
wasted features.
←

37. Magic 3 worksheet Product Name
Magic 3
1
2
3
Full List of Feature/Attributes
1
2
3
4
5
6
7
8
9
10
11
12
←
H