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Sales Webinar | Understanding the Difference and Impact of Sales Process and Methodology
 

Sales Webinar | Understanding the Difference and Impact of Sales Process and Methodology

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Sales Process or Sales Methodology? What's the difference? Is there a difference? Not knowing the answer to these questions can be costly to your organization. Learn the differences and importance of ...

Sales Process or Sales Methodology? What's the difference? Is there a difference? Not knowing the answer to these questions can be costly to your organization. Learn the differences and importance of both, as well as valuable insight on how your sales organization can achieve peak levels of performance by supporting and aligning your sales methodology with a defined sales process.

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  • And it’s even more pronounced in forecast accuracy
  • Next, we looked at why sales organizations should use sales methodology. As you can see, using the sales methodology has a big impact on win rate.
  • And at the quota achievement and win rate levels of more than 50%, it is a very sizable delta between the best and the rest. [83% over 60% is a 38% uplift for quota attainment over 50%. 65% over 35% is an 86% uplift for win rate over 50%.
  • Sales process tells us where we are going, what is next – maybe a map is better Sales process – measures advancement in the dealStagesActivities Internal and Customer facing or better Outcomes What what about the quality or the evidence or how do you know and support where you think you are in the process? Methodology – health of deal, analysis to determine corrective action
  • Sales process – measures advancement in the dealStagesActivities Internal and Customer facing or better Outcomes What what about the quality or the evidence or how do you know and support where you think you are in the process? Methodology – health of deal, analysis to determine corrective action
  • Obviouse here – but also had a discussion on Verifiable Outcomes or what we used to call a long time ago Buying Signs but we never wrote them down. This approach allows flexibility in my activires then that I use in each selling situation to achieve the Outcome and I am not forces to execute on every activity because every activity may not be relevant to one particulare sales situation so Outcomes are Key and the Methdology being called out Specifically is Key. The other element here then for discussion are the Marketing tools and everything else we deliver to the field have the mehodolgy imbedded within it
  • More of the same – helps with Language -so all are using the same language on forcast calls and Test and Improves – because it is in the process
  • This is just saying it is not linear – it has to map to the culture of your organization – for example you may not agree with Wall of Shame and Wall of Fame but you need to adjust
  • Sales process – measures advancement in the dealStagesActivities Internal and Customer facing or better Outcomes What what about the quality or the evidence or how do you know and support where you think you are in the process? Methodology – health of deal, analysis to determine corrective action
  • (05:00)Explain the challenges facing the sales team in identifying the decision makers and approvers in their customer organizations. These roles may be spread across functional areas. Approvers =A Buying Role of Approver (s) are senior level people who have Ultimate Accountability for success of the project. They review the decision, bless it and typically release the funds. In large organization, there may be multiple levels of approvers with dollar thresholds used to delineate their approval responsibility but they are not the Ultimate Approver, we are looking for the Ultimate approver here. (Actually can say no, or over turn a Decision Makers decision) The Approver is at the top of the Political Map and in the Inner Circle.Decision Maker = A Buying Role of Decision Maker has the ability to commit the company to a vendor or to a certain strategic direction. They also have the ultimate accountability for the project. Based on this definition, there is no way that a DM can be outside the political structure. Lots of tribal knowledge here that is inconsistent with the TAS formal definition, need to be clear.
  • (02:00)This is review - take questions for understanding since they have seen these questions before. This was learned in elearning – but they will need a refresh or test Check for:#11—Inside SupportDefinition:Supporters and Mentors with Influence to the Inner Circle and Political Structure. Inside supporters can also be part of the Inner Circle and Political StructureStrong: More supporters and Mentors than non-supporters and enemy's with influence in the Inner Circle and Political StructureWeak: Equal or Less Supporters as compared to Non-supporters that influence the Inner Circle and Political Structure#12—Executive CredibilityDefinition:Level of relationship and access to the Executives who are in the Inner Circle or Political Structure for this opportunityStrong: You or another person on the team can regularly access an Executive Key Player.Weak: You do not have easy access to an Executive Key Player#13—Cultural CompatibilityDefinition:The extent to which the customer's culture resembles that of your company; exhibited by how it operates its business and its behaviours, practices and valueGood: Similar CulturePoor: Different Culture#14—Informal Decision CriteriaDefinition:The unofficial, undocumented criteria the Key Players will use to make a decision, often including personal as well as company factors.Defined: Informal Criteria are attached to the Key PlayersUndefined: Informal Criteria are unknown or not attached to the Key Players#15 – Political AlignmentDefinition:The number of Key Players with who, you are actively engaged (Good Coverage) that are Supporters or Mentor relative to Key Players who are Non-Supports or Enemies.Strong: Greater number of Supporter/Mentor Key Players(with Coverage) than Non-Supporter/Enemy Key Players on the Political Map.Weak: Equal or fewer Supporter/Mentor Key Players(with Coverage) than Non-Supporter/Enemy Key Players on the Political Map.
  • (02:00)Describe Inside Support (coming from the Product Marketing Manager), Executive Credibility (with the Director of Sales and Marketing), demonstrating Political Alignment with key players in the decision making.
  • (00:00)
  • One of the 4 things TTG did that is critical in adoption is Methdolgoy specifically called out in the Sales Process – example next slide
  • Don’t let off the acelerator – get the dominos falling in the right direction and keep up the momentum
  • Participation Part – who should be using it? Who works with the sales rep and interacts with the sales rep? They should be in the training and adoption planning – the infrastructure support is a key to adoption