SS
Ten Slides in Ten Minutes:
Thinking about Products and Solutions
[Capturing the Hearts and Minds of Prospects & Clients...
One must define the type of Sales Organisation you wish to be…
Fact: Most of the proposals that customers receive have pri...
Client Centric Organisations ‘Resonate’ with their Clients
• They repeatedly strive to please their clients
• They design ...
Articulate Industry Knowledge for Sales-Interaction Credibility
Industry

Challenges

Response

Opportunity

Financial ser...
Account Management assists in the Determination of Solutions
Relevant solutions must be mutually agreed between the Servic...
An Organisational Product Development Process is an Imperative
Input to product development is based on marketplace needs ...
A Well-defined Business Acquisition Flow is Required

Market Penetration

Emerging

Dominant

Pervasive

‘Opportunity Conv...
It is a Necessity to Deploy Relevant Cost-Efficient Solutions
Moment of
Truth

A Common Strategic
Vision with Clients

An ...
A Forced Solution is a Forecast for Failure
Forcing a solution to fit a client’s requirements [commonly referred to as ‘sh...
Pulling it all together…
Product & Solution
selection is not just about
a portfolio, but has its
roots firmly in the actua...
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Ten slides in Ten Minutes - Thinking about Products and Solutions

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Thinking about what is needed to ensure a relevant portfolio of Products and Solutions

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Ten slides in Ten Minutes - Thinking about Products and Solutions

  1. 1. SS Ten Slides in Ten Minutes: Thinking about Products and Solutions [Capturing the Hearts and Minds of Prospects & Clients] Presented by: Bill Graham APM.APMP bill.graham@sales-synthesis.co.za November, 2013 1
  2. 2. One must define the type of Sales Organisation you wish to be… Fact: Most of the proposals that customers receive have pricing that more closely resemble a quotation. “A sales organisation must supply profit [Business Improvement] as their offering vs.. Classical sellers who merely supply product.” “Relevant sales organisations use a Profit/Business Improvement Proposal vs.. Classical sellers who use a quotation.” Building mutually beneficial and sustainable long-term client relationships by crafting solutions that support a clients’ Business Imperatives Source: various Note: Profit also relates to Business Improvement 2
  3. 3. Client Centric Organisations ‘Resonate’ with their Clients • They repeatedly strive to please their clients • They design the correct & relevant offerings for the correct clients • They build their organisations around cross-functional teams • They make decisions that resonate with clients • They seek to create positive, memorable experiences for their clients. ‘Many companies have the client focus of a vulture - they pay close attention to what the clients are up to, but only in order to figure out the right time to pounce and tear at their flesh!’ - Charles Green Source: various 3
  4. 4. Articulate Industry Knowledge for Sales-Interaction Credibility Industry Challenges Response Opportunity Financial services (financing, insurance) Durable goods (appliances) Manufacturing (process & discrete) Oil & gas (exploration & supply) Transportation (rail, aviation, shipping, automotive) Complete a matrix iro your organisation’s position with respect to Industry Knowledge Health (life sciences, telemedicine, bio- engineering) Utilities & engineering (energy, water, design, construction) Professional services (consulting, IT services) 4
  5. 5. Account Management assists in the Determination of Solutions Relevant solutions must be mutually agreed between the Service Provider & the Client Market Management Prompts: Client Abundance of Solutions • Global trends • Industry knowledge • Unfolding opportunities • Emerging risks Account Managers should be “Thought Leaders” in specific industries Source: Sales Synthesis Relationship Building Prompts: • Pedigree/s • Preferences • Requirement/s for advancement • Resource alignment • Communication plan/s Account Managers need to be articulate & be the Single Point of Contact [SPOC] Selection of Solutions Opportunity Scouting Mutually Agreed Solutions Prompts: • Wants vs. needs • Resourcing requirements • Solutions vs. Risks • Ability to deliver • Competition Account Managers need to understand the clients’ needs and deliver against this need 5
  6. 6. An Organisational Product Development Process is an Imperative Input to product development is based on marketplace needs & sales persons feedback from clients/customers Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 New Product Strategy Idea Idea Generation Screening Concept Testing Business Analysis Product Dev. Market Testing Commercialization a. b. c. d. e. f. g. h. Strategy - Objectives, Strategic guidance (Senior Management) Idea Generation - Stimulate perception for new opportunities (All) Idea Screening - Evaluate commercial worth of New Product (All) Concept Testing - Test idea with potential customers (Marketing) Business Analysis - Estimate sales, cost and profits (Marketing, Sales, Engineering, Accounts) Product Development - concept to product actualisation (Engineering, Marketing, Legal, Projects) Market Testing - limited launch of product to assess market response (Sales, Marketing) Commercialisation - Product launch to early adopters (Sales, Marketing) Source: various 6
  7. 7. A Well-defined Business Acquisition Flow is Required Market Penetration Emerging Dominant Pervasive ‘Opportunity Conversion’ is a function of offering relevance Prospect Customer Client Product Solution Policies & Processes Vague Optional Mature Business Necessities Strategy Plans Actions Source: Sales Synthesis 7
  8. 8. It is a Necessity to Deploy Relevant Cost-Efficient Solutions Moment of Truth A Common Strategic Vision with Clients An evolving relationship Competitive Molehill Competitive Mountain Evolving Solutions Value-Added Services Basic Solutions Basic Products The Competitors’ Trajectory of Irrelevance Source: Sales Synthesis 8 8
  9. 9. A Forced Solution is a Forecast for Failure Forcing a solution to fit a client’s requirements [commonly referred to as ‘shoehorning’] will result in lower marketplace credibility and lower long term profitability Profitability and / or Business Fit Hope, Prayers and Wishes do not a robust Solution make The Peak of Performance Ascent of Acceptability The Descent of Despair The Region of Ruined Solutions The Rapid Rise of the Unsound Solution 0% 100% Solution Fit Superfluous Elements in Solution Building mutually beneficial and sustainable long-term client relationships by crafting solutions that support a clients’ Business Imperatives Source: Sales Synthesis 9 9
  10. 10. Pulling it all together… Product & Solution selection is not just about a portfolio, but has its roots firmly in the actual organisation and its ability to operate – and be able to maintain relevancy - in the ever changing marketplace Ensure the deployment of mutually agreed solutions The ascent of acceptability Build a robust Business Acquisition flow process Formulate a Product Development Process Product/Solution Decision Hurdle Account Management to define solution suitability Robust relationship development, based on trust and openness Build Industry Knowledge Build a Client-Centric culture Define type of sales organisation 10 Underpin the process with Strategic Market Development initiatives Consider planning some concurrent stages, depending on availability of resources/budget Source: Sales Synthesis 10

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