Value-Driven Sales Process
Upcoming SlideShare
Loading in...5

Value-Driven Sales Process



Linking Value Messaging and Verifiable Customer Outcomes to the Enterprise B2B Sales Process: What You Need to Know - I am often asked how the Value Framework, first presented as part of The Sales & ...

Linking Value Messaging and Verifiable Customer Outcomes to the Enterprise B2B Sales Process: What You Need to Know - I am often asked how the Value Framework, first presented as part of The Sales & Marketing Effectiveness Framework ( ), integrates with the typical B2B sales process. The attached "cheat sheet" does just that.



Total Views
Views on SlideShare
Embed Views



1 Embed 1 1



Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Value-Driven Sales Process Value-Driven Sales Process Presentation Transcript

  • Buying Process Recognize Pain & Launch Initiatives Traditional Sales Process Solution Evaluation Awareness Value-Driven Sales Process Sales SE Discovery Discovery Qualify Tools Sales Collateral Negotiation Consideration Scope Validate Implementation & Monitoring Preference Propose • Identify: oPlayers, Power, and Politics oPain and Implications oInitiatives / Value Paths (Projects) oCurrent Process oCompetition oTimeframe and Compelling Event(s) • Assess Position with Key Players: oExecutive Buyers oManagement Buyers oUser Buyers oChampions vs. Coaches • Qualify Solution Fit oValue Path(s) / Use Case(s) • Develop and Test Champions • Create and Test Value Proposition: oValue Statement oAs-Is and To-Be States oQuantified Pain oRequired Capabilities oCase Studies oAnticipated Solution and Financial Returns (ROI) • Influence Criteria: oDecision Criteria oDecision Process oValidation Criteria oFunding Process oROI Diagnostics • Develop and Execute Competitive Strategy • Establish Timeframe and Potential Budget • Execute Validation: oQualification oPreparation oExecution oFollow Through • Leverage Validation Event Results to Begin Defining ROI/Business Case • Develop & Present Proposal: oQuote with Terms oIntroduce Implementation Team (large accounts only) oDiscuss need for Change Management oDetermine Disruption level client can accept oSubmit SOW, MSA, Deployment Plan oBusiness Case oProof Points oLicense Agreement • Re-Confirm: oPolitical Position oBudget oDecision Process oDecision Criteria oFunding Process oCompetitive Position • Develop Negotiation Strategy • Technical Discovery • Standard Demo • Standard/Custom Demo • Technical Presentation • Standard/Custom Demo • Technical Use Case/Lockout • Competitive Demo (If Applicable) • Custom Demo (Tech Use Cases) • QSG Demo (If Applicable) • Quick Start Guide • Custom Demo Support • Scoping Workshop • Develop Deployment Plan and SOW • Proposal Support • Confirmation with Champion, Management Buyers & User Buyers: o Validation Results o Initial ROI/Business Case • Confirmation with Champion, Management Buyers & Executive Buyer: oProposal oBusiness Case • Confirmation with Legal and Purchasing • Customer Calls Reference Contacts Negotiate & Close Deploy & Value Realization • Execute Negotiation Strategy oNegotiate using Give-Get Framework • Monitor Results • Up-Sell • Cross-Sell • Gather Testimonials • Proposal Support: oArchitecture oProduct Packaging oHardware Sizing Prof. Services Activities Customer Verifiable Outcomes Vendor Selection & Risk Mitigation • Documented Addressable Pain • Documented Implications • Documented As-Is Process (s) • Agreed-to Next Steps (Value Letter) • Buyer Landscape (Personas) • Customer Profiles oValue Navigator (Value Menu / Value Cards) oQualifying Questions oPain Sheets • Solution Maps (Profile/Value Path Aligned) • Account Plan • Opportunity Plan • Value LetterTemplate • Corporate Decks oCore Pitch Deck oTechnical Pitch Deck (Value Path Aligned) • Elevator Pitches Pipeline 10% Forecasting Guidelines Buying Process Discovery • Describe the business problems the customer is trying to solve. • What are the impacts of these pains? • Who is responsible for solving the business problem/pain/need? • What is the customer’s Compelling Event? • How will doing nothing impact the customer’s business? • What is the competitive landscape? • Who is the competition’s champion? How strong are they? • How are we uniquely and comparatively differentiated from the competition? • Confirmation with Champion, Management Buyers & User Buyers: oDecisionCriteria oDecision Process oValidation Criteria oFunding Process • Opportunity Plan • Opportunity Plan • Value Proposition Template • Use Case / Requirements Doc • Discovery / ROI Tool oNeed/Required Capabilities Data Capture oCompany Metrics Data Capture For (ROI/ Baseline Calculation ) • Value Path Aligned Demo •HL User Acceptance Test Plan • RFI/RFP Responses • Discovery / ROI Tool • Scoping Document • White Papers • Webinars • Iterate and Finalize SOW • Executed Contracts • Successful Deployment • Testimonials and Case Studies Pipeline 40% Solution Evaluation Qualify • What are the steps and who are the players in the Technical and Economic buying processes? • What formal decision criteria have we identified? • How have we tested our champion? • What evidence do we have that they are a champion? Scope • How have we influenced the Compelling Event and Decision Criteria? • Who is funding this initiative? • What is the procurement process? What are the contract requirements? • How have we validated these processes with our champion? Most Likely or Best Case 60% • Final Contracts • SOW • Deployment Plan • Success Criteria • Project Management Tools • Value Model • References Pipeline 20% • Proposal Template • Change Management Guidance • SOW, MSA, Schedules • Implementation Timeline • Rate Calculator (Today) • Quote Tool (Future) • Discovery / ROI Tool • Deployment Plan • Standard Contracts • Competitive Collateral • Demos Most Likely or Best Case 80% Vendor Selection & Risk Mitigation Validate • What information is our champion using to sell internally? • How have we aligned our initial pricing to solve the customer’s agreed pains & needs? • What metrics are most relevant? • Was an ROI model done and agreed to by the EB? If no, why not? Propose • What was the outcome of our proposed solution discussion? What are the next steps? • Did we obtain verbal agreement from the EB at our specified price point? • Why would the customer not move forward with us at this point? • Have we walked through the close plan and verified a close date? • Has the customer committed all resources to move forward (legal, marketing, IT, etc.)? • Who is the signatory? • What challenges are we likely to encounter come time for signature? Most Likely 90% Won 100% Negotiation Implementation & Monitoring Negotiate & Close Deploy & Develop • What is the customer’s best alternative to a negotiated agreement? • Who, within our network, has negotiated with this company before? • Is there anything that would prevent the customer from signing today? • Do we have the signatory prepared to sign? • Is the executed contract submitted to Contracts, including PO, if required? • Have we conducted a customer kick-off call to set & confirm deployment expectations? Manager Inspection Questions Value Messaging Component • Execute Deployment Plan • Measure Results • Best Practices Document • EB/ Champion, Influencer Briefings • Business Oriented Papers • Case Studies Recognize Pain & Launch Initiatives Sales Process • Confirmation with Champion: oCustomer-Specific Value Proposition (Value Path/Use Case Aligned) • Iterate and Finalize Contracts • Execute Contracts • Before Scenarios • Negative Consequences • After Scenarios • Positive Business Outcomes • Required Capabilities • Positive Business Outcomes • Required Capabilities • How We Do It…Better • Differentiators (U|C|H) • Positive Business Outcomes • Required Capabilities • How We Do It…Better • Differentiators (U|C|H) • Positive Business Outcomes • Required Capabilities • How We Do It…Better • Differentiators (U|C|H) • Positive Business Outcomes • Proof Points • Differentiators (U|C|H) • Positive Business Outcomes • Differentiators (U|C|H)