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Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
Hp brian hurley
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Hp brian hurley

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  • Efficiency factor increasing Structural changes – m&a Shrinking sales teams due to cost Retention cheapest ..... Longer term payment terms
  • Waiting for sales wont happen any more ---- 1/3 always get 1/3 competitive 1/3 never get ........ Qualify qualify qualify
  • Properr crm system, corrections as you go alone Core sales ratio to turnover /bid budget % Stategy – on page
  • Stages process Pre qual Qual Oppty assessment Bid Negotiate etc Win/ loss review Synch sales process with customer process – environment is there to make a deal happen.
  • Bullet 4 – mature enough to have conversations cannot keep investing without sales retrun Know you walk away, plan plan plan negotiation strategy
  • Internal process should maximise f2f time
  • Transcript

    • 1. Professional Selling in a DownturnB r ia n H u r l e yD ir e c t o r , E n t e r p r is e S e r v ic e s5 t h Ap r il 2 0 1 1 Hewlett-Packard (Ireland) Limited, 63-74 Sir John Rogersons Quay, Dublin 2. Reg No: 34508© 0 1 1 H P C o n f id e n t ia l 2
    • 2. Ag e n d a• Introduction• Context Setting• Getting Strategic To Meet The Challenge• Working The Process• Increasing Your Conversion Rate• Parting Thoughts• Q&A
    • 3. Belfast •HP Storageworks •Sales and Services DublinGalway •Call•European CentreSoftware Centre Liffey Park •Inkjet Supplies Manufacturing •Financial Services •Sales & Services •Global Service Desk
    • 4. HP Businesses in IrelandHP Global Service DeskActivity: strategic multi-lingual customer service desk for EMEAMulit-lingual Centre of Excellence for ‘high value’ support activityHP Financial ServicesActivity: international finance and leasing solutionsCentralised headquarters for HP Financial Services EMEAHP Inkjet Supplies Manufacturing Operation (DIMO)Part of WW Imaging and Printing GroupActivity: R&D, engineering and inkjet cartridge manufactureContinue to evolve as a leading manufacturing and research facilityInitiatives: R&D Centre, Technology Transfer and collaboration withuniversitiesHP Sales & ServicesActivity: Ireland’s largest IT and Services provider. Offices in Belfast &LeixlipHP GalwayActivity: Research and Development and WW software servicesHP Storage Works3PAR - Global Centre of Software Engineering Excellence
    • 5. C o n t e x t S e t t in g Practical Implications for Market Challenges Sales • Economic Phenomenon is a • Competition is increasingly a permanent correction, not a ‘race to the bottom’ on price ‘glitch’ • Constrained Selling • Increase in number of Resources companies ceasing to trade • Customers can confuse ‘lower • Customers need to more price’ with ‘better value’ with less… solution • The more is getting more, • Increasing commoditisation of and the less is getting less core product components • Cash is King, Budgets • Need to understand what value Constrained your ‘solution’ can deliver for your customer • Environmental forces and M&A activity are causing • Retention key to minimising industry structures to customer acquisition costs change • Consider discounts to encourage upfront payments
    • 6. Al l C h a n g e d , Y e t Al l R e m a in sTh e Sa m eBusiness as usual… ..Focus on retaining existing base to avoid acquisition costs ..Replenish lost customers, through proactive new business activity ..Refocus not only your customers problems, but on their customers problems in turnBut with a different perspective… ..More than ever organisations need to focus on sales strategy to align expensive, scarce resources toward the most attractive opportunities in terms of profitability and win-ability
    • 7. G e t t in g S t r at e g ic t o m e e t t h e Ch al l e n g e • Have an articulated strategy & understand: - The markets you are (or want to be) in? - Your preferred customer profile - Your core differentiators - Competitive clusters by product/customer type • Understand your numbers and ratios • Execute against the defined, articulated strategy • Remember, the strategy doesn’t need to be perfect • An imperfect strategy executed effectively will yield superior returns over an perfect strategy with flawed execution“Strategy determines those ‘things’ that you have chosen not to do, as much as it determines those ‘things’ that you have consciously chosen to do”
    • 8. Wo r k in g T h e P r o c e s s (e s )• Create a shared understanding of your sales process and work all deals to the process• If you don’t have a process, create one that reflects best practice, or take advice to build one• Understand your customers buying cycles and decision making criteria• Synchronise your process to their cycles to understand when, if at all, a deal is ‘capable of happening’• The process should include a Win/Loss review to form a learning loop for future opportunities
    • 9. In c r e a s in g C o n v e r s io n R at e s : Q u a l if ic at io n• Have QUALIFICATION at the core of your sales process• A formal and robust qualification process will help you to avoid wasting time on low-probability, less attractive opportunities• Have the confidence to qualify out: there is no obligation to bid for every piece of business or RFx• New economic reality is that vendors need to place sales investments where there is a likely ROI• In negotiations, have an established walk away position and avoid getting caught in the emotion of the moment which can result in negative outcomes
    • 10. C r e at in g Al ig n m e n t• Face-To-Face client time is the single most effective sales tool, but also the most expensive• The internal sales process should align to the overall strategy for your organisation• Once a deal enters qualification all of the tools, processes and systems should support the sales- customer interface• This alignment ensures that the most expensive resources are being invested against the most valuable activities from an organisational perspective
    • 11. Pa r t in g T h o u g h t s• New economic reality presents opportunity, but also challenges• Need to move beyond ‘demand fulfilment’ to ‘demand generation’• Establish a ‘hunter’ new business mentality to backfill• Qualify, Qualify, Qualify to increase your win probability• ‘Sharpen the Saw’ – even in times of economic constraint, sales people and organisations must invest in talent development• Focus on cash flow – consider use special discounting or other terms to incentivise payments upfront• Maintain pipeline balance, between new business and existing clients, large deals and small deals – to avoid over-reliance on any one group/segment
    • 12. Thank You.

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