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  • prospectinglistening for pre-ordained needcreate differentiation in sales cyclebuild customer loyalty
  • prospectinglistening for pre-ordained needcreate differentiation in sales cyclebuild customer loyalty
  • prospectinglistening for pre-ordained needcreate differentiation in sales cyclebuild customer loyalty
  • prospectinglistening for pre-ordained needcreate differentiation in sales cyclebuild customer loyalty
  • You can monitor signals to confirm or challenge anticipated market trends. For example, are companies promoting green technologies highly favoured? Or is touch screen technology becoming a ”must have” in new product categories? Alternatively, you can check if public opinion is turning in favor for or against a chosen business model. For example, is there a strong debate gaining momentum to question the feasibility of production plants in certain locations? Or how are people accepting the use of ads to support an online product? Or how are customers reacting to  personnel with a foreign accent in telephone support? You can also gain insights into the regional differences in market maturity. For example, are there discussions in certain markets indicating a higher preference for personal service?
  • Avoid reps getting into “analysis paralysis” in researching accounts – initially need 3-5 key pieces of relevant information to connect with accountSocial “overload” – closely monitor how much time reps are spending on e-mail, social, etc.Lack of centralized controlLack of training for first-line managers who may not be comfortable with social mediaLack of sales leadership buy inDon’t allow it to become Big Brother – but rather a truly enablement tool
  • Integrate with learning system. Live and web-based. Goal is certification then you can do X in social.
  • Ultimately owned by social ops but implemented by sales training/enablement. Social this to sales, get sales leadership involvement

Social Selling From Cold Callto Close Sirius Decisions 8 23 12 Social Selling From Cold Callto Close Sirius Decisions 8 23 12 Presentation Transcript

  • April 2012Social Selling: From Cold Call to CloseJim Ninivaggi − Service Director, Sales Enablement Strategies
  • Executive Summary• Key issues – There is still a lack of understanding on what exactly “social selling” is – For sales, the benefits have not always been apparent – To date, sales organizations have not provided formal social selling training• What you will walk away with – Why social media matters to sales – How social media can be leveraged throughout the sales/buying process – Best practices in using social media to help create a “personal social brand” © Copyright SiriusDecisions. All Rights Protected and Reserved. 2
  • AgendaI. The New Buying BehaviorsII. Using Social Media Across the Sales ProcessIII. Controlling Your Social Media BrandIV. Key Takeaways © Copyright SiriusDecisions. All Rights Protected and Reserved. 3
  • New Buying Behaviors
  • A Long Awaited Trip To Italy © Copyright SiriusDecisions. All Rights Protected and Reserved. 5
  • SiriusDecisions Customer Buying CycleFramework Loosening Committing Exploring Committing Justifying Making of the to Change Possible to a the the Status Solutions Solution Decision Selection Quo Education Solution Vendor Selection © Copyright SiriusDecisions. All Rights Protected and Reserved. 6
  • The Changing Sales Engagement DynamicsSiriusPerspective: B-to-b buyers are engaging with sales reps laterin the buying process; and sales must adapt. Buyers are using social throughout ① Loosening of the Status QuoEducation Phase ② Committing to Change ③ Exploring Possible Solutions Solution Point of Phase Prospect ④ Committing to a Intersectio Solution n With Sales Rep ⑤ Justifying the Decision VendorSelection Phase ⑥ Making the Selection © Copyright SiriusDecisions. All Rights Protected and Reserved. 7
  • Preordained Need/Preconceived Solution SiriusPerspective: By the time a rep first meets with a buyer, need may be preordained and a solution preconceived. NeedWeb sites and Blogs Solution The early dialogues we have with buyers will need to change. © Copyright SiriusDecisions. All Rights Protected and Reserved. 8
  • Buyer Expectations SiriusPerspective: Buyers expect that you have done your homework before calling on them. Research drives theBuyer’s call plan.website Salespeople need to add value from the the very first call. © Copyright SiriusDecisions. All Rights Protected and Reserved. 9
  • Here Come the Digital NativesSiriusPerspective: Generation Y (1984-2002) will continue to playa larger and larger role in buying processes.Fifty-six percent of college students who responded to a recent survey said they would either not accept a job offer from a company thatblocked access to social media in the workplace, or would join and attempt to sidestep the company policy. Source: Cisco Connected World Study © Copyright SiriusDecisions. All Rights Protected and Reserved. 10
  • Using Social Across The Sales Process
  • SiriusPerspective: While the focus on social media has beenprimarily on prospecting, look for ways to us throughout the salesprocess. Find/Engage Requirements Definition/Alignment Value Demonstration Proposal Gain/Share Insights Negotiate Close Nurture © Copyright SiriusDecisions. All Rights Protected and Reserved. 12
  • Find and Engage: Social Intelligence SiriusPerspective: Start using social tools to listen to your buyers, partners, and competitors. Prospects Geographies Influencers Competition Business Units Products Partners BrandEmployees Customers Major Accounts © Copyright SiriusDecisions. All Rights Protected and Reserved. 13
  • Find and Engage: Another ToolSiriusPerspective: Social media provides yet another way to findand engage with prospects. © Copyright SiriusDecisions. All Rights Protected and Reserved. 14
  • Find and EngageSiriusPerspective: Social media provides yet another way to findand engage with prospects. • Build a LinkedIn network Network • Who do you know who knows someone • Look inside your own company • Build a preliminary org chart before your first call Org Chart • Use it to understand the decision dynamics Monitor • Receive notifications on job changes • Track changes to ownership or investors Changes • Trigger events • If you can, connect wit your competitors Competitors • Monitor them for activity © Copyright SiriusDecisions. All Rights Protected and Reserved. 15
  • Find and Engage: Best PracticesSiriusPerspective: Social media is still considered a “safe”environment by participants. Easy does it. Don’t be a stalker. Don’t be disingenuous. Listen. © Copyright SiriusDecisions. All Rights Protected and Reserved. 16
  • Gain/Share Insights: Understand Buyer Roles Shepherd the buying process; act as the key sponsor for a particularChampions purchase Internal or external trusted sources that play a behind-the- scenes advisory role at critical junctures Evaluator Executives (visionaries or decision makers) who generally are involved very early or lateDecision Maker End-users or consumers Evaluators; individuals or groups that will be impacted by a purchase on a day-to-day basis who will be the ones directly interacting and for whom the offering was Users designed for. Professional purchasing, procurement, legal or negotiations groupsApprovers © Copyright SiriusDecisions. All Rights Protected and Reserved.
  • Gain/Share Insights: Best PracticesSiriusPerspective: You can use social media to help build andexecute you opportunity strategy. SiriusDecisions B-to-B Buying Cycle Social strategy 1. Loosening of the Status Quo Ch DMEducation • Understand andPhase prepare 2. Committing to Change Ch • Position yourself as a 3. Exploring Possible Solutions Ch E trustedSolution resourcePhase 4. Committing to a Solution Ch E U • Indirect selling 5. Justifying the Decision Ch E U • Leverage yourVendor network as aSelection resourcePhase 6. Making the Selection Ch DM A © Copyright SiriusDecisions. All Rights Protected and Reserved. 18
  • Nurture: Participate in the Digital CommunitySiriusPerspective: Be a connector to create a network across yourclient base. Social Network • Share success stories • Make virtual introductions • Curate content © Copyright SiriusDecisions. All Rights Protected and Reserved. 19
  • Controlling Your Social Media Brand
  • How Do You Want to Be Perceived?SiriusPerspective: Google yourself. Your buyers are. © Copyright SiriusDecisions. All Rights Protected and Reserved. 21
  • © Copyright SiriusDecisions.All Rights Protected and Reserved. 22
  • © Copyright SiriusDecisions.All Rights Protected and Reserved. 23
  • © Copyright SiriusDecisions.All Rights Protected and Reserved. 24
  • Process, Skills, and KnowledgeSiriusPerspective: Sales will need to incorporate social media intohow they work, and develop new abilities. Process: • Prospecting • Networking • Pre-call research • Deal strategy Skills: • Use of social tools • Social etiquette • Writting, I mean writing, skills • New selling skills Knowledge: • Industry mavens • Company information • Social profile • Competitors • Governance © Copyright SiriusDecisions. All Rights Protected and Reserved. 25
  • Key Takeaways 1. Social media enhances your ability to listen and connect with buyers. 2. The use of social media in sales will not be optional. 3. Ultimately, social media should lead to richer and more impactful conversations with your buyers. © Copyright SiriusDecisions. All Rights Protected and Reserved. 26
  • Thank You!jninivaggi@siriusdecisions.com@JNinivaggi
  • June 2012Social Selling: From Cold Call to CloseJonathan Block – Vice President and Practice Director, TechnologyJim Ninivaggi − Service Director, Sales Enablement Strategies
  • Executive Summary• Key issues – There is still a lack of understanding on what exactly “social selling” is – Lack of centralized ownership has led to an absence of strategy, training and governance – Social platforms have been launched with the “fire, ready, aim” approach, resulting in low adoption• What you will walk away with – How social media can be leveraged throughout the sales/buying process – Best practices in using social media internally for successful collaboration and enablement – The importance of training and certifying sales on social selling effectiveness © Copyright SiriusDecisions. All Rights Protected and Reserved. 29
  • AgendaI. The New Buying BehaviorsII. Using Social Media Across Marketing and SalesIII. Governance and TrainingIV. Building the Social Sales Enablement StructureV. Using Social Media InternallyVI. Key Takeaways © Copyright SiriusDecisions. All Rights Protected and Reserved. 30
  • New Buying Behaviors
  • A Long Awaited Trip To Italy © Copyright SiriusDecisions. All Rights Protected and Reserved. 32
  • SiriusDecisions Customer Buying CycleFramework Loosening Committing Exploring Committing Justifying Making of the to Change Possible to a the the Status Solutions Solution Decision Selection Quo Education Solution Vendor Selection © Copyright SiriusDecisions. All Rights Protected and Reserved. 33
  • The Changing Sales Engagement DynamicsSiriusPerspective: B-to-b buyers are engaging with sales reps laterin the buying process; b-to-b marketing and sales must adapt. Marketing starts the dialogue ① Loosening of the Status QuoEducation Phase ② Committing to Change ③ Exploring Possible Solutions Solution Point of Phase Prospect ④ Committing to a Intersectio Solution n With Sales Rep ⑤ Justifying the Decision VendorSelection Phase ⑥ Making the Selection © Copyright SiriusDecisions. All Rights Protected and Reserved. 34
  • Preordained Need/Preconceived Solution SiriusPerspective: By the time a rep first meets with a buyer, need may be preordained and a solution preconceived. NeedWeb sites and Blogs Solution While most marketing and sales organizations have recognized this seismic shift, many have done little to adjust. © Copyright SiriusDecisions. All Rights Protected and Reserved. 35
  • Here Come the Digital NativesSiriusPerspective: Generation Y (1984-2002) will continue to playa larger and larger role in buying processes.Fifty-six percent of college students who responded to a recent survey said they would either not accept a job offer from a company thatblocked access to social media in the workplace, or would join and attempt to sidestep the company policy. Source: Cisco Connected World Study © Copyright SiriusDecisions. All Rights Protected and Reserved. 36
  • Questions• How have these buying changes impacted your organization?• What changes have you (are you) making to address them?• Where do you see Generation Y’s influence? © Copyright SiriusDecisions. All Rights Protected and Reserved. 37
  • Using Social Across Marketingand Sales
  • Building a Social Marketing StrategySiriusPerspective: Our MEAD model offers a framework fordeveloping a comprehensive social media strategy. MEAD Model Monitor Engagement Awareness Demand © Copyright SiriusDecisions. All Rights Protected and Reserved. 39
  • Social Intelligence SiriusPerspective: Social monitoring tools can efficiently provide powerful market and competitive intelligence. Prospects Geographies Influencers Competition Business Units Products Partners BrandEmployees Customers Major Accounts © Copyright SiriusDecisions. All Rights Protected and Reserved. 40
  • Market Intelligence: Strategic MonitoringSiriusPerspective: Monitoring should be both proactive (research-oriented) and reactive (defense-oriented). Reactive Proactive • Crisis response • Market needs • Conversation/comment routing • Industry trends • Sentiment tracking • Product opportunity • Mentions/activity metrics • Partnership opportunities • Network size (friends/followers/subscribers) • Competitive activity • Campaign/program impact • Competitive strategy • Social Web traffic • Conversation voids • Competitive landscape • Influencer trends/interests • Social personas • Early warning system © Copyright SiriusDecisions. All Rights Protected and Reserved. 41
  • Monitoring ProcessSiriusPerspective: Monitoring should be driven by (and report on)specific objectives and desired insights. • Identify and implement monitoring tool and searches Prepare • Create a process for implementing social data into dashboards and other reports • Develop escalation and routing procedures for support issues • Track brand metrics (reach, share of voice, sentiment) Listen • Collect market, competitive, influencer industry and market intelligence data • Ensure employees follow governance policy • Correlate collected social data and activity with Analyze marketing campaigns • Identify and score key or new influencers • Identify key market trends or product insights • Articulate and share market and product insights Optimize • Target influencer communications • Develop/revise content strategy © Copyright SiriusDecisions. All Rights Protected and Reserved. 42
  • Integrate Social Components Into Demand CreationSiriusPerspective: Targeted social media content should be usedbeyond the top of the funnel within integrated marketing programs. Identify thought leaders and content that can SEED be used as part of traditional programs Use targeted content through social outlets to CREATE drive interest and self-qualification Understand market segment social NURTURE preferences and use targeted thought leader content Use social tools as part of an enablement ENABLE strategy built around an internal community platform Access for specific late-stage prospects to ACCELERATE customer community or private blogs © Copyright SiriusDecisions. All Rights Protected and Reserved. 43
  • Questions• How does your organization use monitoring beyond crisis intervention?• How do you use social media for demand creation?• How do your reps use social media? © Copyright SiriusDecisions. All Rights Protected and Reserved. 44
  • Social Governance and Training
  • Governance FrameworkSiriusPerspective: A well-socialized governance policy provides aneffective social execution framework with built-in oversight. Create • Extend existing policies • Functional-specific policies Communicate • Socializing the social policy • Staff and content permissions Comply • Monitoring • Escalation process © Copyright SiriusDecisions. All Rights Protected and Reserved. 46
  • Governance in ActionSiriusPerspective: More often than not, at least some employees wantto be active on social media but need parameters and guidance. © Copyright SiriusDecisions. All Rights Protected and Reserved. 47
  • Social Enablement: Training and CertificationSiriusPerspective: Create a modular curriculum that is flexibleand can be consumed in multiple ways. Social Media 101 Social Media Best Practices Advanced Applications• What and why • Deeper site dives • Role-specific training• Social outlets • Site mechanics - Field marketing - Sites • Land and expand (demand - Tools • Content leverage creation, pipeline acceleration)• Policies and procedures - Product marketing (competitive intelligence, market requirements) © Copyright SiriusDecisions. All Rights Protected and Reserved. 48
  • Developing Sales-Focused Social Training SiriusPerspective: Embed social selling training into an existing sales training curriculum. Social Boot Training Mentor and Social Best Role Camp Curriculum 101 Practices Specific Monitor All employees For certification Social staff• Level 1: Content mastery • Level 2: In Field Execution – Pass the governance test – Ongoing monitoring for best – Analyze LinkedIn profiles practices and governance – Understand social monitoring – Share success stories searches – Training on new functionality – Tweet and retweet and tools – Sales manager’s certified separately – Linkage with existing tools © Copyright SiriusDecisions. All Rights Protected and Reserved. 49
  • Questions• Do you have a standard governance policy or one that is tailored to individual functions?• Do you have a training curriculum?• Do you do this internally or with a third-party company? © Copyright SiriusDecisions. All Rights Protected and Reserved. 50
  • Building the Social Sales EnablementStructure
  • SiriusDecisions High-Performance Sales FrameworkSiriusPerspective: High performance sales organizations will needto provide structure and guidance on how to use social media. © Copyright SiriusDecisions. All Rights Protected and Reserved. 52
  • Social Media Becomes Part of the Enablement Fabric Processes Skills Knowledge Methodology Definition and Talent and Content and Technology Competencies Programs Sales Sales Training/ ProductDepartments Operations/ Human Marketing/Sales Training Resources Communications SFA Models Sales AssetsDeliverables Forecasting Workshops Content Opportunity Mtg. E-Learning Portals Call Process Certification SME Collaboration © Copyright SiriusDecisions. All Rights Protected and Reserved. 53
  • Enabling Social SellingSiriusPerspective: Sales enablement efforts will need toincorporate social media. Process: • Prospecting • Networking • Pre-call research • Deal strategy Skills: • Use of social tools • Social etiquette • Writting, I mean writing, skills • New selling skills Knowledge: • Industry mavens • Company information • Social profile • Competitors • Governance © Copyright SiriusDecisions. All Rights Protected and Reserved. 54
  • Social OperationsSiriusPerspective: A balance of centralization and decentralizationis necessary to enable functions to best leverage social media. Social Operations Functions Communications Governance Training Product Marketing Field Marketing Social Media Strategy Channel Marketing Innovation Measurement and Insight Sales Support © Copyright SiriusDecisions. All Rights Protected and Reserved. 55
  • Social OperationsSiriusPerspective: A balance of centralization and decentralizationis necessary to enable functions to best leverage social media. Social Operations Functions Communications Governance Training Product Marketing Field Marketing Social Media Strategy Channel Marketing Innovation Measurement and Insight Sales Support © Copyright SiriusDecisions. All Rights Protected and Reserved. 56
  • Questions• Who “owns” social media today?• What is the interlock with sales enablement?• Best practice stories and examples? © Copyright SiriusDecisions. All Rights Protected and Reserved. 57
  • Using Social Media Internallyfor Sales
  • Fire! Ready! Aim!SiriusPerspective: The first attempts at introducing internalsocial platforms were often less than successful. © Copyright SiriusDecisions. All Rights Protected and Reserved. 59
  • Efficiency and Effectiveness SiriusPerspective: As with any sales tool, there must be a clear line of vision to revenue. Show how the tool will provide reps with more capacity to sellEfficiency (time & activities) and/or manage more opportunities. Show how the tool can impact sales performance by improving sales talent. Effectiveness (quality & results) © Copyright SiriusDecisions. All Rights Protected and Reserved. 60
  • WIFS – What’s in It for SalesSiriusPerspective: Show how your internal social platform can beused to enhance current enablement initiatives. INITIATIVE LEVERAGING SOCIAL MEDIAOnboarding • Create a virtual new hire sales “class” • Allows new hires to share best practices • Creates “esprit de corps” and healthy competition • Connect new hires to subject matter experts (SME) • Monitor group to understand challenges and direct trainingSales training • Create a group for each training class • Use social media to promote early wins(e.g. introducing a • Use social to direct class to reinforcement events and resourcesnew methodology) • Connect vendor to field • Monitor group to understand challenges and direct enablement effortsAccount planning • Create a group for account team (with a leader) • Incorporate use of social media into account-planning process • Encourage ongoing plan assessment across account team • Connect account team to SMEs and coachesOpportunity • Create a group for opportunity team (with a leader) • Incorporate into existing opportunity methodologymanagement • Connect team with SMEsCoaching • First-line managers use social as part of their coaching “arsenal” © Copyright SiriusDecisions. All Rights Protected and Reserved. 61
  • Innovation: Leveraging Social Media InternallySiriusPerspective: Only 16 percent of an organization’s socialmedia budget is allocated to using social media internally. Blog Podcast Community Wiki Sales and Product training Sales and Content creation marketing best and new sales marketing Roadmap practices/case rep hires community collaboration studies Collaboration Knowledge Management Enablement © Copyright SiriusDecisions. All Rights Protected and Reserved. 62
  • Questions• How many of you have deployed a social collaboration platform? How successful has it been?• Any examples of other applications used for social collaboration platforms? © Copyright SiriusDecisions. All Rights Protected and Reserved. 63
  • Key Takeaways• Marketing – New buying behaviors are forcing new sales enablement approaches – Close alignment with sales is required for monitoring activity and sharing best practices• Sales – Social media enhances the ability of reps to “listen” to their buyers – Internal social platforms require clear purpose to be adopted by the field © Copyright SiriusDecisions. All Rights Protected and Reserved. 64
  • Recommended Research• Social Selling: The Newest Sales Skill• The Virtual Approach to Onboarding• Building the Social B-to-B Organization• BANT: Need Is Good• Certifying the Sales Force: Best Practices and Benefits• New Sales Skills for a New Selling Environment• Social Enablement: A Sirius Introduction• Three Pillars of Best-in-Class Social Media Governance• Sales Social Media Governance: Applying the Three Pillars• Choosing the Right Social Media Monitoring Solution• Inside a Successful Internal Community © Copyright SiriusDecisions. All Rights Protected and Reserved. 65