Solution Selling 2.0 - presented by Jurgen Heyman, SPI at Salesmakeover seminar 21 march 2014 in Stockholm Sweden

4. 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

5. 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

6. 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

7. Changing workforce demographics create selling challenges and opportunities
10,000 Baby Boomers
will reach the retirement
age of 65 each day in
the year 2013
Both buyer and seller
environments are being
shaped by changing
demographics
Sales organizations will
be forced to adapt and
leverage new talents and
perspectives

8. 2013 © SOLUTION
SELLING, INC.
Millennials: Born between 1980 - early 2000s
Sources: mashable.com; kenan-flagler.unc.edu; thenextweb.com; comscore.com; tint.com; pewresearch.org; jom.sagepub.com; yec; buzz marketing group
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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
execu:ves
say
the
Internet
is
invaluable
for
finding
informa:on
and
53%
say
they
prefer
to
locate
informa:on
themselves.
Forbes
Insight
-­‐
The
Rise
of
the
Digital
C-­‐Suite
72%
of
B2B
buyers
(last
year)
used
social
media
to
research
a
poten:al
solu:on
purchase.
DemandGen
59%
engaged
with
a
peer
who
had
addressed
the
challenge.
37%
posted
ques:ons
on
social
networks
for
feedback.

13. •
•
•
•
•
Characteristics of the new buyer

15. 1980 1985 2000 2007 2012
2014
The original
Solution
Selling®
Solution Selling®
for Sales
Execution
Researc
h
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
16

17. Essential for selling to Buyer 2.0

18. Aligning with Buyer 2.0 behavior

19. Not Looking Looking
Latent State Admitted State Vision State Evaluation State
Plan Create Qualify Develop Prove Close
þ þ þ þ þ þ
Latent Process
Admitted Process
Early Active
Process
Late Active Process
Verifiable Outcomes

20. Latent
State
Admitted State
Vision
State
Evaluation
State
MICRO-MARKETER
VISUALIZER
VALUE-DRIVER

23. Micro-Marketers recognize the value of their own situational fluency

24. 2013 © SOLUTION SELLING, INC.
What one word do you want people
to use to describe you?
In your opinion what is
your strongest quality?
What personal quality does your
customer expect from you?
What do your colleagues respect
about you most?
What one quality would you like to
incorporate into your reputation?
BUILDING YOUR BRAND QUESTIONS ANSWERS (QUALITIES)

28. Not Looking Looking
Strength of VisionLow High
Higher
Latent State Admitted State Vision State Evaluation State
Vision Creation
Vision Enhancement
Vision Reengineering

29. Buyer
Perspective
Seller
Perspective
Reasons
Capabili4es
Pain
Vision
Collaborate

30. Buyer
Perspective
Seller
Perspective
Reasons
Capabili4es
Pain
Vision
Collaborate
Pre-empt
Validate orChallenge
Promote
Differentiation
Apply Situational Fluency

31. Capabili4es
A
B
C
D
E
F
G
H
10
10
CUSTOMER
VALUE
UNIQUENESS
I
J

34. SELL
CLOSE
LEAD

35. Operational
(Conceptual)
Financial
(Value)
Transitional
(Implementation)
Three Sales
within a Sale

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