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Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
Thought Leadership as Sales Strategy
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Thought Leadership as Sales Strategy

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  • 1. SMA WebcastThought Leadership as Sales StrategyBuilding a Sales Force That Customers Find Credible14 June 2012Presented by © Copyright 2012 The Sales Management Association.
  • 2. About The Sales Management Association A global, cross-industry professional association for sales operations and sales management. Focused in providing research, case studies, training, peer networking, and professional development to our membership. Fostering a community of thought-leaders, service providers, academics, and practitioners. Learn More: www.salesmanagement.org © 2012 The Sales Management Association. All rights reserved. Slide 2
  • 3. Today’s Speakers: Jeff Baker and Adrian Logan 3 © 2012 The Sales Management Association. All rights reserved. Slide 3
  • 4. Agenda• Welcome and Introductions• Point of View Selling Overview• Siemens Customer Case Study• Advice for Sales Managers Implementing Point of View Selling• Questions and Answers 4 © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 4
  • 5. Increasingly Challenging Sales Environment INCREASED COMPLEXITY OF MARKETS VUCA: Volatility, Uncertainty, Complexity, Ambiguity SMARTER, MORE GLOBAL, MORE DEMANDING Selling SOPHISTICATED BUYERS Organisation COMPETITORS Impact on Your Business • Longer selling cycles • Greater pressure on prices/lower profitability • Higher cost of sales 5 © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 5
  • 6. Polling Question Which one of the following describes your sales organization’s strongest response to today’s challenging selling environment? o Working harder o Working smarter o Providing new incentives o Using thought leadership selling o Other or no changes planned © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 6
  • 7. The Customer Business ContinuumGuiding the executive’s decision making allows you to get involved early in thecustomer business planning process Setting Needs Enterprise Unit Generating Analyzing & Sourcing Implementing Planning and Planning Options Selecting Suppliers Solutions Specifications Point of View Selling Traditional selling © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 7
  • 8. Point of View Selling A key to this approach is understanding how a senior level customer makes decisions – including potential purchase decisions Who? What? How? Who can best What are the issues What are the deliver the right we should address? possible solutions? solution?Entry point for a Entry point forPoint of View Selling-based traditional sellingapproach © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 8
  • 9. Basic Needs of a City• Efficient transportation of people and goods• Reliable and efficient supply of energy• Health, security and comfort• Low emissionsRequirements are drastically changing from siloed solutionsto interdependent and intelligent infrastructure solutions © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 9
  • 10. Case Study: Energy Reduction Yields Cash  City energy consumption growing – Significant percent of budget – Crowds out other programs  65,000 sets of traffic signals in city – Significant energy consumption – Annual maintenance expenses for frequent bulb replacements  Compare current energy use and annual maintenance to LEDs  Finance LED replacement using energy savings  Results: – Zero cash expenditures by city to convert to LED – Increased free cash flow in years following LED conversion – “Green” success story – Increased traffic safety due to reliability and longer life LED"What we have achieved is something that will effectively cut our energy bills byalmost two-thirds, and which will also result in some of the latest technology beinginstalled on our network that will offer real benefits in maintenance and reliability.” - Chief Executive for the Integrated Transport Executive © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 10
  • 11. How Does Point of View Selling Differ?Traditional Selling… Point of View Selling…Respond to the customer’s point of Lead with your point of viewviewAsk questions to uncover the Educate customers about their unseencustomer’s needs opportunitiesSeek to understand known “pain Advocate capturing lost or hiddenpoints” value or identifying and mitigating riskMeet budget constraints Establish investment frameworksAlign with the customer Challenge the customerAssure the customer Provoke the customer’s interest © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 11
  • 12. Sources of Rep Credibility• The power of the point of view itself• Industry knowledge and customer specific business knowledge• Business acumen• Executive teaching skills: ability to quickly convey a powerful idea linked specifically to relevant business value driver• Advanced dialogue skills to withstand the inevitable challenges to the idea• High confidence © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 12
  • 13. Polling Question To what extent does your sales force demonstrate these aspects of credibility today? o Our sales people are masterful now o Our sales people are fairly good o We have some of the basics in place o We have a long way to go o We are not going there © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 13
  • 14. Implications For Sales LeadersDeveloping New SkillsEnsuring your sales people are equipped with the necessary skills to developcompelling points of view and educate customers Point of View Traditional Selling Selling Discovering needs  Thinking innovatively Solving problems  Generating insight Matching product features and  Educating customers benefits to customer needs  Engaging in skillful dialogue  Testing validity of ideas © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 14
  • 15. How Provocation Changes the Sales Cycle Source: “In a Downturn Provoke Your Customers.” Harvard Business Review, March 2009 © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 15
  • 16. Implications For Sales LeadersManaging the Opportunity Pipeline The cadence of the selling cycle changes in Point Of View Selling so requires a shift in how sales leaders monitor the health of the sales opportunity pipeline and help their sales people to find and advance deals Traditional Point of View Selling Selling  Responding to customer  Initiating new value conversation trigger events  Confirming value  Confirming needs & budgets  Guiding decision framework  Proposing solutions © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 16
  • 17. Implications For Sales LeadersObtaining Internal Support Resources Point Of View Selling requires additional resources to support sales people Traditional Point of View Selling Selling  Product expertise  Customer industry experts  Research about and positioning  Research and analysis of against competition customers’ business  Pricing support  Business case support © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 17
  • 18. The Point of View Selling Approach is Appropriate In Complex Selling Environments Situations Where Point High of View Selling is appropriate POV SELLING • Large-ticket, complex solutions often involving Opportunity multiple products andfor Educating Full Business services Client about Business Solution Medium CONSULTATIVEOpportunities SELLING • Target buyer is an and Risk Single executive who can find (not Product/ just manage) budget Bundled Service Offer Services/ Products • Ultimately, the solution has TRANSACTIONAL a significant impact on the SELLING customer’s strategic business objectives Low Low Medium High Seller’s Knowledge of Client’s Business and Industry © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 18
  • 19. From Educating to Provoking: Questions for SalesLeaders to ConsiderSelected questions from Forum Corporation’s POV Selling Maturity Assessment*1. Business Fit: The degree to which you have a sales strategy and value proposition adequately focused on engaging senior level decision-makers and guiding their thinking.2. Compelling Points of View: The degree to which your sellers have available to them fully developed and compelling points of view that they can use to educate and engage senior-level buyers.3. Foundational Skills: The degree to which your sales reps have the necessary foundational business and selling skills for effective POV Selling4. Advanced Selling Skills: The degree to which your sales reps have the necessary skills required by sales people who engage in POV Selling5. Sales Structure and Support : The degree to which your sales structure and supporting resources are sufficient for the successful deployment of POV Selling* contact Forum to arrange for a POVS Maturity Assessment for your sales organization © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 19
  • 20. From Educating to Provoking: Questions for SalesLeaders to Consider1. Business Fit: – You are able to target customer decision makers who can find budget, not just manage budget – Your target buyers are interested in novel ideas for improving business performance – Your solutions have a significant impact on a customers business value drivers – Your solutions and POVs are sufficiently differentiated so that you become the obvious “supplier of choice.”2. Compelling Points of View: – You have client-ready POVs that educate the market about ways to generate or capture new/more value and which differentiate you as industry experts. – Your client-ready POVs allow the customer executive to quickly understand the opportunity/risk that your idea addresses. – Your POVs address quantitative business drivers (e.g., revenue, cost, quality, time) as well as qualitative drivers (e.g., brand value, customer loyalty, employee engagement). – Your POVs give an estimated range of the size of improvements that are possible for key business drivers – Your POVs compel immediate action from your customer © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 20
  • 21. From Educating to Provoking: Questions for SalesLeaders to Consider3. Foundational Skills: General Business Acumen, Industry Knowledge, Customer Business Knowledge, Products and Services Knowledge, Consultative Selling or Solution Selling Skills4. Advanced Selling Skills: Your sales reps: – Can generate insight for creating new business value or managing major risks for customers – Understand how an idea/point of view impacts relevant customer business value drivers and performance – Can develop methods to test with customer the validity of the new pov/idea – Know who to go to in your company to help them develop new povs and create ways to test validity with each customer – Have the ability to develop and convey a brief and compelling narrative about a new point of view. – Can graphically illustrate (draw) essential ideas of the point of view – Have the ability to develop and consider with customer viable solution options. – Can influence the establishment of customer’s buying decision framework and criteria. – Have the ability and confidence to guide the customer team through a complex decision process © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 21
  • 22. From Educating to Provoking: Questions for SalesLeaders to Consider5. Sales Structure and Support: – You will use POV Selling as a way to differentiate our company and our sellers in the marketplace and/or for positioning new solutions – You are prepared to redesign your selling processes and pipeline management process. – You are prepared to establish a new resource model to support sales efforts (e.g., create collateral material or provide subject matter expertise) – You have internal resources who can develop new POVs (e.g., Marketing, Product Development, Business Intelligence resources) – Your performance measurement system and rewards systems can accurately measure and reinforce POV selling (e.g., pipeline metrics, performance-based compensation metrics) – Your Sales Managers are capable of coaching POV style selling skills © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 22
  • 23. Your Questions ? © 2012 The Forum Corporation. Used with permission by The Sales Management Association. All rights reserved. Slide 23
  • 24. Strategy Accelerated Contact: Forum mobilises people to embrace the critical strategies of their Call: +44 (0) 20 7017 7150 organisation and accelerate results. Email: steve.barry@forum.com When you need to swiftly align your people to tackle an opportunity or tear down a roadblock, Forum is an essential business asset. www.forum.comwww.forum.com 24
  • 25. Thank You. © Copyright 2010 The Sales Management Association

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