Mitel 100422

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Overview of potential intro webcast for Mitel partners

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  • Why we don’t call on C-Level (Attitudes)?? Try to understand what their hesitation is…. Ask how many are calling at the Ex level… what happened??? What would you have done differently??? How comfortable are they???
  • This is a good place to talk about Personal Pain that an executive may feel which could lead to Emotional decisions to the extent you think this is viable at this level – could open this up for discussion since the connect between personal pain and emotional decisions is taught an the LSP (Lenovo Selling Process Key Questions Where are you calling now? Are you calling in the right place? Where do you want to call? Are your current contacts really decision makers?
  • Mitel 100422

    1. 1. Executive Overview of C-Level Selling Training for
    2. 2. Mitel’s Objectives <ul><li>Advance Mitel’s sales partners’ ability to: </li></ul><ul><ul><li>Increase average revenue and margin per sale </li></ul></ul><ul><ul><li>Shorten average sale cycle </li></ul></ul><ul><ul><li>Increase close ratios for “big ticket” deals </li></ul></ul><ul><ul><li>Sell additional services </li></ul></ul><ul><li>Expose Mitel partners to more sophisticated patterns of C-Level selling </li></ul><ul><ul><li>Understand and communicate Mitel’s business value at higher levels by: </li></ul></ul><ul><ul><ul><li>Focusing on a more intelligent pursuit of opportunities </li></ul></ul></ul><ul><ul><ul><li>Understanding the “business” part of the sale </li></ul></ul></ul><ul><ul><ul><li>Becoming more business savvy </li></ul></ul></ul>
    3. 3. Kirby and Associates Value Proposition <ul><li>Our programs and services will teach your sales organization to: </li></ul><ul><ul><li>Recognize the motivations and values of senior level executives </li></ul></ul><ul><ul><li>Position the business & financial value of Mitel solutions at the “Executive” or higher level using the language of business not the language of technology </li></ul></ul><ul><ul><li>Create a Value Proposition that will link your Mitel solution to the customer’s operating problems / opportunities so that the Customer’s strategic & financial performance is advanced </li></ul></ul>Business Solutions |
    4. 4. Outcomes <ul><li>Increase the business acumen/savvy of the sales force across the customer’s operational, strategic and financial dimensions resulting in: </li></ul><ul><ul><li>Extending Mitel’s revenue growth </li></ul></ul><ul><ul><ul><li>Close larger deals, faster </li></ul></ul></ul><ul><ul><li>Increasing Mitel’s operating margins/reduce discounting </li></ul></ul><ul><ul><ul><li>Effectively sell Mitel solutions/services based on business value vs. product /technology only </li></ul></ul></ul><ul><ul><li>Developing long term relationships at the Executive or higher levels </li></ul></ul><ul><ul><ul><li>Speak the Language of Business </li></ul></ul></ul>Business Solutions |
    5. 5. K&A Custom Program Objectives <ul><li>Assure participants leave the workshop ready to proceed toward a sale as they have: </li></ul><ul><ul><li>Identified the customer's objectives, strategies, and the operating issues that constrain the achievement of market and financial performance </li></ul></ul><ul><ul><li>Linked your solutions to the customer’s business issues and created a competitively advantaged, well-positioned solution that provides compelling business and strategic value for the customer </li></ul></ul><ul><ul><li>Articulated, with executive level feedback, the financially-focused business value of their solution </li></ul></ul>Business Solutions |
    6. 6. Why Sell at the Executive Level <ul><li>Shorter sales cycle </li></ul><ul><li>Higher margins </li></ul><ul><li>Larger deals </li></ul><ul><li>Establish longer term relationships </li></ul>So why don’t we call at this level?
    7. 7. Pressures of the Sales Executive Customers Management
    8. 8. Pressures at the C-Level Customers Management Competition Economy Suppliers Board of Directors Shareholders Analysts/”Market”
    9. 9. Why Executives Buy/Invest <ul><li>Executives and Managers buy or invest based on their view of Value provided </li></ul><ul><li>Value = Benefit – Investment </li></ul><ul><li> </li></ul><ul><li>Executives and Managers assess value and justify decisions based on their enterprise responsibilities </li></ul>Executive Mid. Mgmt. Operations CARES ABOUT Why? How? What ?
    10. 10. MIDDLE Management Responsibilities Middle Management Responds to set objectives Competes for corporation’s assets Monitors use of assets Success is measured by performance of assigned financial measures/budget Can only say “NO” – can recommend “YES”
    11. 11. C-LEVEL EXECUTIVE Responsibilities Middle Management EXECUTIVE Management Responds to set objectives Sets and evaluates corporate objectives Competes for corporation’s assets Responsible for the effective use of the corporation’s assets Monitors use of assets Paid to invest in the corporation’s assets Success is measured by performance of assigned financial measures/budget Success is measured by Financial and Shareholder Value Can only say “NO” – can recommend “YES” Can say “YES”
    12. 12. Decision Makers – Decision Level? CXO Mid-Level VP Director Tech Mgr Professional Tactical / Operational Strategic Investment Strategy, return, ST and LT Investing for Share Holder Value Reliability, Security, Scalability, Flexibility Within Budget Price, Cost, Execution, Short term, Buying for Budget
    13. 13. What’s YOUR Job? CXO Mid-Level VP Director Tech Mgr Professional Tactical / Operational Strategic Investment Strategy, return, ST and LT Investing for Share Holder Value Reliability, Security, Scalability, Flexibility Within Budget Price, Cost, Execution, Short term, Buying for Budget Help Executives Create SHV
    14. 14. Identify Business Solutions | Homework To Learn Financial Analysis Secondary Research Primary Research Goals – Strategies - Issues Income Statement Trends Balance Sheet Trends Ratio Trends Annual Reports/ 10k-Q Analyst Reports Articles Web Casts Client Meetings Customer Experience Market and Financial Initiatives Market, Operational and Financial Strategies Operating Problems/ Opportunities (and cause) Needed to create your Business-Based Value Proposition
    15. 15. Identify <ul><li>Objectives: Understand the customer's objectives and strategies as well as the operating issues that constrain achievement of the customer’s strategic and/or financial performance, by… </li></ul><ul><ul><li>Rapidly securing / extracting customer information that is key to the creation of a powerful solution using </li></ul></ul><ul><ul><ul><li>Secondary source information </li></ul></ul></ul><ul><ul><ul><li>Historic financial performance </li></ul></ul></ul><ul><ul><ul><li>Primary source information </li></ul></ul></ul><ul><ul><li>Learning the relationship between the customer’s operating processes and the achievement of the goals and strategies important to the Executive </li></ul></ul><ul><ul><li>Isolating the goals and strategies of the target customer that your company’s solution can advance </li></ul></ul><ul><ul><li>Interpreting basic financial statements and associated ratios or budget requirements, to </li></ul></ul><ul><ul><ul><li>Assist in understanding the customer’s problem </li></ul></ul></ul><ul><ul><ul><li>Help the seller to be seen as “metric savvy” when in conversation with executives </li></ul></ul></ul><ul><ul><li>Interpreting the benchmarking of their target customer’s financial performance and key ratios against their closest competitors and industry/marketplace </li></ul></ul>Business Solutions |
    16. 16. Link : Business Value Framework - Manufacturing Business Solutions | Time spent selling Sales Process Days Sales Outstanding Collection Process Cost (OpEx) Capital (CapEx) Mitel Solution Executive KPI (Direction) Core Financial KPI Operating KPI (Direction) Process/ Functional Measure Business Initiatives Strategy/Priority Language etc EPS/ROA (Increase) Increase Sales Productivity Streamlining Operations Lower Debt Revenue Operating Profit Margin (Improve)
    17. 17. Link <ul><li>Objectives: Link your solution to the customer’s business and strategic issues to create a competitively advantaged, well positioned value proposition that provides compelling business and strategic value for the customer </li></ul><ul><ul><li>Position your solution as a strategic investment that will improve the targeted customer’s </li></ul></ul><ul><ul><ul><li>Operating process measures </li></ul></ul></ul><ul><ul><ul><li>Revenue, Operating Expense and/or Capital Expense performance </li></ul></ul></ul><ul><ul><ul><li>Strategic and financial ratio or cash performance consistent with customer executive team’s need </li></ul></ul></ul><ul><ul><ul><ul><li>Strategic Examples – Improve “time to market”, “improve plant operating productivity”, etc. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Financial Examples – Improve Operating Profit margin, EPS, ROA/ROE and or Cash Flow (NPV/IRR/Payback of solution investment) </li></ul></ul></ul></ul><ul><ul><li>Learning the steps needed to create a value proposition that will clearly demonstrate the business value of the Mitel solution </li></ul></ul><ul><ul><li>Applying solution justification methodologies (ROI, NPV, IRR and Pay-back) to the value proposition </li></ul></ul><ul><ul><li>Perfecting your business based value proposition through role plays, presentations and feedback </li></ul></ul><ul><li>  </li></ul>Business Solutions |
    18. 18. Articulate The Short Financial Value Proposition <ul><li>Mitel can help you increase operating profits by $ 70 million/year to put upward pressure on your ROA, while providing you with an additional one time $ 55 million increase in Cash Flow </li></ul><ul><li>We can do this by… </li></ul><ul><ul><li>Increasing your global sales team’s “time spent selling” by 10 hours / month to yield increased revenue of $ 125 million / year </li></ul></ul><ul><ul><li>Lowering your DSO’s 2 days ( $ 55 million) by enhancing your collections process and supporting information system.. </li></ul></ul><ul><ul><ul><li>speed needed information to your collections team </li></ul></ul></ul><ul><ul><ul><li>provide Contact Center personal with information and training to support the collection process on an “as appropriate” basis </li></ul></ul></ul><ul><li>What we propose will directly support your strategic focus on “Increased Sales Productivity” and “Streamlining Operations” </li></ul><ul><li>I would like 15 minutes with you to explain how we can do this with an investment that yields a 9 month payback and an IRR well in excess of your hurdle rate </li></ul>
    19. 19. Articulate <ul><li>Objective: Communicate the competitively advantaged business value of the Mitel solution effectively to decision makers at all levels within the organization by.... </li></ul><ul><ul><li>Defending a written value proposition by using suitable and justifiable metrics / logic to demonstrate support for the business and strategic goals of the customer </li></ul></ul><ul><ul><li>Articulating the solution’s value proposition in appropriate strategic and financial terms through </li></ul></ul><ul><ul><ul><li>Role plays with the Executive Leader using participants’ target account opportunities </li></ul></ul></ul><ul><ul><ul><li>Final presentations that use all the concepts taught in the class </li></ul></ul></ul><ul><ul><ul><li>Comprehensive and candid feedback on the role plays and final presentations from the Executive Leader </li></ul></ul></ul>Business Solutions |
    20. 20. Current References <ul><li>Eric Entzeroth, EVP of Sales, Genesys Labs (Alcatel Lucent) </li></ul><ul><li>Jay Connor, VP Global Account Management, Hewlett Packard (HP) </li></ul><ul><li>Philippe Marceau, EVP EMEA, Intergraph </li></ul><ul><li>Rick Allen, VP Global Sales, Intergraph </li></ul><ul><li>Barbra Sher, Director of Workforce Development - Global, Hewlett Packard </li></ul><ul><li>Ted Ross, Director of Learning, Lenovo Global (presently with Informatica) </li></ul><ul><li>Fiona Downs, Director of Learning, Lenovo EMEA </li></ul>

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