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

    1. 1. Understanding TheDifference and Impactof Sales Process andMethodologyWendy Reed | EVP SolutionsThe TAS GroupWill Wiegler | Chief Marketing OfficerThe TAS Group
    2. 2. Introductions Will Wiegler Chief Marketing Officer The TAS Group Wendy Reed EVP Solutions The TAS Group © The TAS Group 2012
    3. 3. Poll #1Our sales process is well understood and executed by thesales team.A: Strongly AgreeB: AgreeC: NeutralD: DisagreeE: Strongly DisagreeF: No Defined Sales Process © The TAS Group 2012
    4. 4. Sales Process & Forecast Accuracy Question: Our sales process is well understood and executed by the sales team. 100% Neutral Neutral Neutral Disagree Neutral 80% Neutral Disagree Strongly Disagree Agree Strongly Disagree 60% Strongly Agree Disagree Strongly Agree Disagree Strongly Agree 40% Disagree Strongly Agree Strongly Agree Agree 20% Agree Agree Agree Agree Close Deals Strongly Disagree Neutral Agree Stronglyas Forecasted Disagree Agree © The TAS Group 2012
    5. 5. Poll #2What percentage of your sales team regularly use theSales Methodology?A: 0 – 25%B: 25% - 50%C: 50% - 75%D: 75% +E: No Sales Methodology © The TAS Group 2012
    6. 6. Impact of Methodology on Win Rate What percentage of the sales team regularly use the Sales Methodology? 100% <25% <25% <25% 25 – 50% <25% 80% 25 – 50% 50 – 75% 25 – 50% 60% 25 – 50% 50 – 75% 40% 50 – 75% 50 – 75% 75 – 100% 20% 75 – 100% 75 – 100% 75 – 100% % Qualified Opportunities <25% 25-50% 50-75% 75-100%Convert To Sale © The TAS Group 2012
    7. 7. Agenda• Sales Process• Sales Methodology• Linking Sales Process and Sales Methodology• Summary• Q &A © The TAS Group 2012
    8. 8. Super Stars use both Process & Methodology Superstar: 100% Others 1. CRM Usage >50% 2. Methodology Usage >50% Superstars 3. Sales Process Well Defined 80% 4. Method Integrated in CRM +38% 60% +86% 40% 20% Quota Achievement Win Rate > 50% > 50% © The TAS Group 2012
    9. 9. Sales Process © The TAS Group 2012
    10. 10. Sales Methodology © The TAS Group 2012
    11. 11. Sales Process• Measures advancement through the buying process• Provides a roadmap of successful best practice• Generates more confident forecasts• Get the sales team on the same page• Functions like a pilots checklist © The TAS Group 2012
    12. 12. Sales ProcessStages Solution Solution Qualification Discovery Negotiation Close Development PresentationMilestones Qualified Short Listed SelectedActivitiesGather high level Analyze Develop right Present solution Send Contract Sign Contractinformation relationships solution Deliver proposal Understand AssignConfirm funding Conduct Determine negotiation items Implementation interviews competitors Set up reference TeamUnderstand calls Red Linebuying process Document Create ROI agreement Business Challenges Finalize terms © The TAS Group 2012
    13. 13. Connecting Buy process to the sales process using outcomes = flexibility Aligning Tools & Skills Creating Forecast confidence Coaching framework Consistent execution Common language© The TAS Group 2012
    14. 14. © The TAS Group 2012
    15. 15. © The TAS Group 2012
    16. 16. Sales is never a straight path © The TAS Group 2012
    17. 17. Sales Methodology © The TAS Group 2012
    18. 18. © The TAS Group 2012
    19. 19. Who are the right people? How do we know? A Buying Role of Approver (s) are senior level people who have UltimateApprover 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 A 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 A Buying Role of Decision Maker has the ability to commit the company to a Maker 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 D inconsistent with the TAS formal definition, need to be clear. © The TAS Group 2012
    20. 20. Can We Win? Supporters and Mentors with #11 Influence to the Inner Circle and Political Structure. Inside Inside supporters can also be part of the Support Inner Circle and Political #12 Level of relationship and access Structure. Strong or Weak? Executiv to the Executives who are in the e Inner Circle or Political Credibil Structure for this opportunity. The extent to which the customers ity #13 Strong or Weak? culture resembles that of your Cultural company; exhibited by how it Compatib operates its business and its ility behaviours, practices and value. The unofficial, undocumented #14 Strong or Weak? criteria the Key Players will use Informal to make a decision, often Decision including personal as well as Criteria #15 The number of Key Defined or company factors. Players with Undefined? who, you are actively engaged Politica (Good Coverage) that are l Supporters or Mentor relative to Alignmen Key Players who are Non-Supports t or Enemies. Strong or Weak? © The TAS Group 2012
    21. 21. Visualize the right people A P = Senior VP D V = Director of Director of Sales Information and Marketing Services E/U x E/U I + E - E L = Product OperationsSales Manager Marketing Systems Manager Manager Manager © The TAS Group 2012
    22. 22. Key:Quality of Business Issues = KBR Increase = CP Revenue by 5% = TP HC Lengthening Declining Sales Cycles Win Rates HC HC Inability to Sales Teams No time to collaborate with not effective coach deals customers KL KL KL Not Defined Sales Running deals communicating Process not being on instinct businesss value followed KL KL KL © The TAS Group 2012
    23. 23. Linking Sales Methodology and ProcessIs the strongest combination © The TAS Group 2012
    24. 24. © The TAS Group 2012
    25. 25. To get the impact, everyone needs to use it! © The TAS Group 2012
    26. 26. © The TAS Group 2012
    27. 27. Free Resources• www.dealmakerindex.com Score your sales effectiveness. Get advice. See how you compare.• www.dealmakergenius.com Create a customized sales process.• www.dealmaker365.com Read our blog featuring insights on sales effectiveness.• @dealmaker365 @thetasgroup Follow us on Twitter.• www.thetasgroup.com Learn more on our website. © The TAS Group 2012
    28. 28. Where You Can Find Us www.thetasgroup.com • US 866.570.3836 • UK +44(0)1189 880 149 • International +353(0) 1 6788 900 • marketing@thetasgroup.com • Twitter: @thetasgroup © The TAS Group 2012
    29. 29. Understanding The Differenceand Impact of Sales Processand MethodologyWendy Reed | EVP SolutionsThe TAS GroupWill Wiegler | Chief Marketing OfficerThe TAS Group

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