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Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
Making the Connection - Sales 2.0 London 2013 presentation
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Making the Connection - Sales 2.0 London 2013 presentation

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I demonstrate why and how B2B-focused organisations need to align and enable the marketing, selling and buying processes

I demonstrate why and how B2B-focused organisations need to align and enable the marketing, selling and buying processes

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  • BOB APOLLO OF INFLEXION-POINT. UK-BASED ORGANISATION – MORE PRACTITIONERS THAN CONSULTANTS – WORKING WITH A BUNCH OF INTERESTING B2B-FOCUSED ORGANISATIONS, HELPING THEM TO FIND WAYS OF ACCELERATING REVENUE GROWTHLIKE TO SHARE SOME OF THE LESSONS LEARNED - MY GOAL TODAY IS SIMPLY TO STIMULATE YOU TO THINK ABOUT WHAT YOU’RE DOING TODAY IN YOUR OWN SALES AND MARKETING ACTIVITIES – AND TO MAYBE OFFER SOME IDEAS THAT COULD HELP YOU DO EVEN BETTER
  • HERE ARE THE 4 CHALLENGES I HEAR MOST FREQUENTLY FROM THE CEOs OF OUR CLIENTS. SOME OR ALL MAY RESONATE WITH YOU
  • BUT IN MOST ORGANISATIONS THERE’S STILL PLENTY OF ROOM FOR IMPROVEMENT. SO WHAT’S HOLDING THEM BACK/
  • LET’S START WITH ONE OF THE MOST COMMON METAPHORS – THE IDEA OF THE SALES FUNNEL. WANT TO ACKNOWLEDGE THE INSPIRATION OF ONE OF STAN’S FELLOW DIRECTORS, DOUG KESSLER. YOU SEE THE FUNNEL IS A FLAWED METAPHOR
  • IN A PERFECT WORLD, AND IN A REAL FUNNEL, EVERYTHING THAT FLOWS IN THE TOP IS DRAWN OUT OF THE BOTTOM THROUGH THE MIRACLE OF GRAVITY
  • BUT IN OUR WORLD, WE ALL NOW THAT DOESN’T HAPPEN: THE FUNNEL LEAKS. ITS CONTENTS WHIRL AROUND. SOME FLOW UPHILL. OTHERS EVAPORATE.AND YOU KNOW? YOUR FUNNEL IS LEAKING RIGHT NOW, IN PLACES THAT MAYBE ARE NOT YET VISIBLE TO YOU
  • I WANT TO ASK YOU A QUESTION. HERE ARE TWO QUITE DIFFERENT FUNNEL SHAPES – EXHIBIT A AND EXHIBIT B. THERE ARE FAR MORE DEALS IN FUNNEL A. WHICH IS THE HEALTHIEST FUNNEL? AND WHY?ACTUALLY,
  • ACTUALLY, IT’S EXHIBIT “B”. THE FATTER FUNNEL IS WASTING FAR MORE TIME AND EFFORT – EFFORT THAT COULD BE SPENT FINDING AMD CLOSING MORE OF THE RIGHT SORT OF OPPORTUNITIES. NOT JUST WASTING EFFORT – WASTING TIME AND ARTIFICALLY EXTENDING SALES CYCLESUNDERWEAR: BLOOMERS OR THONGS? BLLOMERS CONCEALING JUST A LITTLE TOO MUCH OF THE MYSTERY.
  • MOST ORGANISATIONS MEASURE THEIR PIPELINES IN TERMS OF STAGE, VOLUME AND VALUE. BUT THERE’S ANOTHER MEASURE THAT’S EQUALLY IMPORTANT: VELOCITY. WINNING DEALS MOVE THROUGH THE FUNNEL AN AVERAGE OF 2.5 TIMES FASTER THAN DEALS YOU END UP LOSING, OR WHICH DO NOTHING. IF YOU TAKE NO OTHER ACTION FROM TODAY, IF YOU’RE NOT MEASURING DEAL VELOCITY LIKE A HAWK, START DOING SO
  • SHARE TWO SIMPLE CONCLUSIONS. IF YOU’RE NOT MEASURING VELOCITY TODAY, YOU’RE WASTING TIME. AND IF YOU’RE GOING TO LOSE, YOU HAD BETTER LOSE EARLY
  • ANOTHER INCREASINGLY COMMON METAPHOR: BUYER’S JOURNEY
  • IT’S AN APPARENTLY SIMPLE CONCEPT. THE BUYER PROCEEDS THROUGH A SERIES OF DECISION MAKING STAGES
  • BUT, JUST LIKE THE FUNNEL, THIS METAPHOR, ALTHOUGH USEFUL, IS A POTENTIALLY DANGEROUS SIMPLIFICATION
  • I’D LIKE TO SHARE A COMPLEMNTARY PERSPECTIVE WITH YOU. NOT JUST THE STAGE, BUT THE STATE OF YOUR PROSPECT’S BUYING JOURNEY. YOU CAN CLASSIFY ALMOST EVERY PROJECT ALONG TWO SIMPLE AXES
  • THESE DIFFERENT STATES PROVOKE DIFFERENT BEHAVIOURS – ON BOTH THEIR PART AND YOURS. BUT IF YOU DON’T KNOW WHAT STATE YOUR BUYERS ARE IN, YOU CAN END UP IMPLEMENTING A LOSING STRATEGY
  • LETS START WITH PAINTING BY NUMBERS. BUYING IS AN ALMOST MECHANICAL PROCESS.
  • NOW, A FAVOURITE OF MINE - NOT. KNOW HOW, BUT DON’T KNOW WHERE (OR EVEN WHY). TYPICALLY WHERE DEALS HAVE BEEN TAKEN OVER BY PROCUREMENT. THE ORIGINAL REASON FOR CHANGE OFTEN LOST. ASSOCIATED WITH LOW WIN RATES
  • I MUCH PREFER LOST IN THE FOG. EARLY STAGE OPPORTUNITIES.
  • AND QUEST FOR THE GRAIL CAN BE PRETTY PROMISING AS WELL
  • LET’S REVERT TO THE BUYER’S JOURNEY FOR A MOMENT. THERE NO DOUBT THAT INFORMATION POWER MEANS THAT BUYERS ARE ENGAGING WITH SALES PEOPLE EVER LATER IN THE DECISION MAKING PROCESS. RESEARCH BY CEB SUGGESTS THAT ONE AVERAGE THE BUYING CYCLE IS MORE THAN HALFWAY THROUGH…
  • NOT UNUSUAL
  • IF YOU ARRIVE LATE TO THE PARTY, YOU EITHER NEED TO PLAY BY THE RULES THAT HAVE ALREADY BENE ESTABLISHED (TYPICALLY TO YOUR DISADVANTAGE) OR CHALLENGE
  • BUT IF – THROUGH COMPELLING CONTENT – YOU CAN GET TO THE PARTY EARLY – MAYBE EVEN GET THE PARTY GOING…
  • SOME PRETTY PROFOUND CONSEQUENCES
  • PROBLEMS STEM FROM A FAILURE TO ALIGN
  • CONSEQUENCES ARE AN ALMIGHTY AMOUNT OF WASTED EFFORT
  • SURELY, OUR GOAL IS TO ACHIEVE A MUCH GREATER OVERLAP
  • DO THAT BY…
  • ONE SALES AND MARKETING NEED TO GET TOGETHER. DEMOGRAPHICS ARE ALMOST NEVER THE MOST IMPORTANT FACTORS
  • TWO, LEARN MORE ABOUT YOUR KEY STAKEHOLDERS. IN PARTICULAR, NEED TO UNDERSTAND THE BUYERSPHERE THAT SURROUNDS EACH OF THESE KEY STAKEHOLDER TYPES.
  • THREE, FOCUS ON THING THAT ARE INTERESTING, ACTIONABLE AND URGENT TO THEM. BUT BE SELECTIVE - DON’T EDUCATE THE MARKET FOR COMPETITORS WHO MAY BE ABLE TO SOLVE THE PROBLEM EVEN BETTER THAN YOU.
  • HERE’S A LITTLE SNAPSHOT OF THESE PRINCIPLES IN ACTION. ORIGINAL TARGETS WERE BUDGET TAKERS, RATHER THAN BUDGET MAKERS
  • STEP 4. IDEA THAT MKTG DOES BRANDING AND LEAD GENERATION THEN HANDS OVER TO SALES IS DEFUNCT – OR SHOULD BE
  • AS WE’LL HEAR FROM STAN, IF YOU UNDERSTAND THE BUYING PROCESS, YOU CAN WORK OUT WHAT TACTICES ARE GOING TO WORK BEST IN MOVING IT FORWARD. SOME TACTICS ARE CLERALY MORE EFFECTIVE AT THE TOP, MIDDLE AND THE BOTTOM OF THE SALES FUNNEL. AND WHICH CONTENT THEY CHOOSE TO CONSUME CAN GIVE YOU REAL CLUES ABOUT WHERE THEY REALLY ARE IN THEIR DECISION MAKING PROCESS.
  • BUT GREAT CONTENT CAN ONLY TAKE YOU SO FAR. YOU ALSO NEED TO EQUIP THE SALES PEOPLE TO HAVE SMART CONVERSATIONS THAT POINT TOWARDS THE NEED FOR YOUR SOLUTION. IN FACT, I’M GOING TO SAY SOMETHING THAT SOME OF YOU MAY REGARD AS CONTROVERSIAL. NO PIECE OF MARKETING COLLATERAL, NO CAMPAIGN, WITHOUT TALKING POINTS
  • LAST, BUT NO MEANS LEAST. TOP SALES PEOPLE ANSWER TOUGH QUESTIONS IN A WAY THAT SEEM INSTINCTIVE. BUT SHARING EFFECTIVE ANSWERS TO TOUGH QUESTIONS CAN IMPROVE EVERYONE’S SALES EFFECTIVENESS
  • SO LET ME SUMMARISE: SALES AND MARKETING NEED A JOINT PLAN
  • SALES AND MARKETING NEED A JOINT PLAYBOOK THAT CAPTURES WINNING HABITS AND BEHAVIOURS. WE CAN HELP ON BOTH COUNTS
  • SO – WHAT’S IN A GOOD PLAYBOOK?SUPPORTS INITIATIVE AND CREATIVITY, RATHER THAN CONSTRAINING IT.
  • Transcript

    • 1. Bob ApolloCEOINFLEXION-POINTMAKING THE CONNECTIONBETWEEN THE BUYER’SJOURNEY, YOUR PIPELINE,+ YOUR REVENUE GOALS@Sales20Conf • www.sales20conf.com/London2013 • #s20cbob.apollo@inflexion-point.com • @bobapollo
    • 2. CHALLENGE #1:ELIMINATING THEDEPENDENCY ON HAND-TO-HAND SALES HEROICS BYIMPLEMENTING AREPEATABLE, SCALABLESALES PROCESS…CHALLENGE #4:BRIDGING THEPERFORMANCE GAPBETWEEN YOUR “A”PLAYERS AND THE RESTOF THE SALESORGANISATION…CHALLENGE #3:ENSURING THAT EVERYSALES AND MARKETINGACTIVITY IS TIGHTLYALIGNED WITH YOURPROSPECTS BUYINGBEHAVIOURS…CHALLENGE #2:SHIFTING THE FOCUS FROMONE-OFF TRANSACTIONALSALES TO HIGH-VALUELONG-TERM STRATEGICCUSTOMERRELATIONSHIPS…
    • 3. SO: WHAT’S HOLDINGORGANISATIONSBACK?
    • 4. THE FUNNEL[Inspiration: Velocity Partners]
    • 5. [Inspiration: Velocity Partners]
    • 6. [Inspiration: Velocity Partners]THEFUNNELLEAKS
    • 7. A TALE OFTWO FUNNELSEXHIBITAEXHIBITB
    • 8. WASTEDTIMEWASTEDEFFORTBA
    • 9. WINNING DEALSFLOW THROUGHTHE FUNNEL2.5 TIMESFASTER
    • 10. 1: THE SHAPE OF THE FUNNELMATTERS2: VELOCITY IS JUST AS IMPORTANTAS VALUE OR VOLUME3: YOU MUST KNOW WHAT A“WINNING DEAL” LOOKS LIKE4: IF YOU’RE GOING TO LOSEANYWAY, YOU’D BETTER LOSE EARLY
    • 11. THEBUYER’SJOURNEY
    • 12. IMPLEMENTAPPROVESELECTEVALUATEIDENTIFY OPTIONSDEFINE NEEDSRESEARCHAWARENESSSTATUS QUO
    • 13. BUT……THEIR BUYING JOURNEY IS ALMOST NEVER LINEAR…THEY OFTEN DON’T UNDERSTAND WHERETHEY’RE GOING OR HOW TO GET THERE…FROM ANY POINT, THEY COULD CHOOSETO MOVE FORWARDS, TO GO BACKWARDS,TO HOLD FAST OR ABANDON THEJOURNEY COMPLETELY
    • 14. [Inspiration: Professor Eddie Obeng | Pentacle Virtual Business School]4 STATES
    • 15. [Inspiration: Professor Eddie Obeng | Pentacle Virtual Business School]PAINT BYNUMBERSLOSTIN THEFOGQUEST FORTHE GRAILHEADLESSCHICKEN4 STATES
    • 16. PAINT BYNUMBERSIF YOU CAN’T WIN PLAYING BY THEIR RULES,CHANGE THE GAME OR WALK AWAY
    • 17. HEADLESSCHICKENRESHAPETHEIRVISION, INFLUENCE THEIRPROCESS, ORQUALIFY OUT
    • 18. LOSTIN THEFOGGET IN EARLY, GIVE THEM A VISION,SUPPORT THEM IN THEIR JOURNEY
    • 19. QUEST FORTHE GRAILSUPPORT ANDREFINE THEIRVISION, SHOWTHEM HOW ITCAN BEACHIEVED
    • 20. IF YOUR SALES PEOPLEHAVEN’T RECOGNISED WHATSTATE THEIR PROSPECT’SBUYING PROCESS IS IN, HOWCAN THEY HOPE TOINFLUENCE IT?
    • 21. FIRST DEEPENGAGEMENTWITH SUPPLIERS57%[Source: CEB]
    • 22. 57%[Source: CEB]POTENTIAL SOLUTIONS ALREADY IDENTIFIEDREQUIREMENTS ALREADY DEFINEDPRIORITIES ALREADY ESTABLISHEDNEEDS ALREADY SCOPEDFIRST DEEPENGAGEMENTWITH SUPPLIERS
    • 23. 57%[Source: CEB]ARRIVE LATEREFRAME THE PROSPECT’S PERCEIVEDNEEDS, PRIORITIES AND BUYINGDECISION CRITERIAPOTENTIAL SOLUTIONS ALREADY IDENTIFIEDREQUIREMENTS ALREADY DEFINEDPRIORITIES ALREADY ESTABLISHEDNEEDS ALREADY SCOPED
    • 24. 57%[Source: CEB]ARRIVE EARLYOPPORTUNITY TO INFLUENCETHE BUYING DECISIONPROCESS AND CRITERIAARRIVE LATEREFRAME THE PROSPECT’S PERCEIVEDNEEDS, PRIORITIES AND BUYINGDECISION CRITERIA
    • 25. CONSEQUENCESFOR B2B SALESAND MARKETING
    • 26. 80-90% OF MARKETING-GENERATED SALESSUPPORT MATERIALS REMAIN UNUSEDSALES PEOPLE WASTE DOZENS OF HOURSPER MONTH (RE)CREATING MATERIALSONLY 1 in 8 MEETINGS WITH SALES PEOPLERATED “VALUABLE” BY PROSPECTSGROWING TREND FOR COMPLEX B2B SALESCYCLES TO END IN “NO DECISION”[Sources: Forrester, CMM Group, CSO Insights]
    • 27. WASTEDEFFORT
    • 28. MARKETING MESSAGE+SALES CONVERSATION+BUYER’S PRIORITIESALIGNALIGNGROWING THE SWEET SPOT
    • 29. PRESCRIPTIONS
    • 30. 1: IDEAL PROSPECT PROFILESDEMOGRAPHICSTRUCTURALBEHAVIOURALSITUATIONALSTAKEHOLDERS
    • 31. YOU CAN’T DEFINE AMARKET THROUGHDEMOGRAPHICS……YOU HAVE TOUNDERSTAND THEPSYCHOGRAPHICS
    • 32. 2: KEY STAKEHOLDER PROFILESTITLES, ROLES + RESPONSIBILITIESROLE IN DECISION MAKING PROCESSISSUES, CONCERNS + MOTIVATIONSLIKELY PERSONAL PRIORITIESINTERNAL + EXTERNAL INFLUENCESTHEIR “BUYERSPHERE”COMMERCIAL TECHNICAL FUNCTIONALLEGAL+PROCUREMENT
    • 33. YOU’VE GOT TO SATISFYEVERY STAKEHOLDER’S“WIIFM” TESTWHAT’S IN IT FOR ME?FOR MY DEPARTMENT?FOR MY COMPANY?
    • 34. 3:ACTIONABLE ISSUESA PROBLEM YOUR PROSPECT HASTO DO SOMETHING ABOUT……FOR WHICH YOU HAVE APROVABLY SUPERIOR SOLUTION
    • 35. IF THEY DON’T HAVE TO DOSOMETHING ABOUT IT,THEY PROBABLY WON’TWHY CHANGE?WHY NOW?WHY YOU?
    • 36. EXAMPLE: HR SOFTWAREBEFOREEXCLUSIVELYDEMOGRAPHIC APPROACHTO SEGMENTATIONFOCUS ON MID-LEVELFUNCTIONAL MANAGERSCAMPAIGNED AROUNDPRODUCT FUNCTIONALITYAFTERSTRUCTURAL, BEHAVIOURALAND SITUATIONALSEGMENTATIONFOCUS ON C-LEVELEXECUTIVESCAMPAIGNED AROUNDCRITICAL BUSINESS ISSUES10xRESPONSE RATE4xPIPELINE VALUE2xANNUAL REVENUE
    • 37. 4: ONE UNIFIED PIPELINEBASED ON BUYING DECISION PROCESSCLEAR STAGES + MILESTONESAGREED MQL, SQL, SQOLEAD SCORING + OPPT’Y QUALIFICATIONCLEAR RESPONSIBILITIES + HANDOFFSUNTROUBLED IMPLEMENTINGAWARE CONCERNED EVALUATING DECIDING APPROVINGMKTG SALES
    • 38. THE MORE VERSIONS OFTHE TRUTH YOUALLOW……THE MORELIKELY IT IS THATALL OF THEM ARE FALSE
    • 39. 5: STAGE-AND-STATE RELEVANTCONTENTUNTROUBLED IMPLEMENTINGAWARE CONCERNED EVALUATING DECIDING APPROVINGMAKE IT EASIER FOR THE PROSPECT TOMOVE FORWARD WITH YOU TO NEXT STAGE
    • 40. IF YOU HAVEN’T AGREEDWHAT YOUR CONTENT ISINTENDED TO ACHIEVE……THEN IT ALMOSTCERTAINLY WON’TACHIEVE ANYTHING
    • 41. THEIRCHALLENGESYOURCAPABILITIES6: CONVERSATION PLANNERSTALKING POINTS BASED ON ISSUESRAISED BY MARKETING MESSAGESKEY INSIGHTS TO SHAREKEY QUESTIONS TO ASKLEAD TOWARDS, NOT WITH, YOURSOLUTION!
    • 42. IF YOU CREATE CONTENTWITHOUT DEVELOPINGTALKING POINTS……THEN THE SALESCONVERSATION COULD(AND ALMOST CERTAINLYWILL) HEAD OFF IN ANYRANDOM DIRECTION
    • 43. 7: FAQs + TAQsFREQUENTLY ASKED, YET TOUGH-TO-ANSWER QUESTIONSSHARE THE COLLECTIVE LEARNINGOF YOUR “BEST BRAINS”!?
    • 44. IF WE’D EACH HAD TOINDIVIDUALLY REINVENTTHE WHEEL……THEN MOSTOF US WOULD HAVEARRIVED HERE ON FOOT(AND PROBABLY MISSEDALL THE BEST SESSIONS)
    • 45. (DECEPTIVELY SIMPLE)PRESCRIPTIONS
    • 46. …A PLANYOU NEED…
    • 47. …A PLAYBOOKYOU NEED…
    • 48. Ideal Customer ProfilesKey Stakeholder PersonasActionable IssuesClear Value PropositionKey ThemesPoints of ViewConversation PlannersQualification GuidesAnecdotes and QuotesFAQs and TAQs
    • 49. ONE TEAMONE PLANONE PIPELINEONE PLAYBOOK
    • 50. GET ALIGNED…OR GET LEFT BEHINDBob ApolloInflexion-Pointwww.inflexion-point.comSales+Marketing Alignment Counsellorsbob.apollo@inflexion-point.com | +44 7802 313300

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