10 Ways Sales Can Deliver a Great Buying Experience
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10 Ways Sales Can Deliver a Great Buying Experience

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Buyers care more about the experience they have with a company than they do about product or price. Here's how sales organizations can deliver a great buying experience.

Buyers care more about the experience they have with a company than they do about product or price. Here's how sales organizations can deliver a great buying experience.

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  • 1. 10 Ways Sales Can Deliver a Great Buying Experience Scott Albro October, 2013 blog.topohq.com @scottalbro © 2013 TOPO TOPO
  • 2. TOPO helps marketing and sales design and deliver great buying experiences learn more at: blog.topohq.com © 2013 TOPO
  • 3. The buying experience is a new way of thinking about sales and marketing What is it? How people perceive the experience of buying a product or service in your market 1. It’s the entire journey that the buyer has as they move from status quo to purchase 2. It’s the entire experience (emotions, objectives/wants, interactions, information…) that the buyer has during that journey 3. Your objective is to deliver experiences that exceed the buyer’s expectations so that they buy your product or service note: all of this is really different than buyer personas © 2013 TOPO
  • 4. Great buying experiences have a huge impact on revenue growth Companies that provide great buying experiences see: • More traffic/leads • Higher conversion rates >2X • Larger average deal sizes • Shorter sales cycles • Lower customer churn • More referrals And grow >2X faster than companies that provide average experiences © 2013 TOPO
  • 5. That’s because the best salespeple give buyers what they want Buyer Preference Buyer Behavior Example Best Practice Simplicity Buyers are 86% more likely to buy during simple experience Turn home page into a really simple landing page Relevance 64% of buyers cite understanding customer as most important Offers/use cases that are built for specific buyer personas Information 95% of buyers prefer brands that provide content thru process Content that informs critical decisions buyer must make Low risk Reduced financial risk cited as top 3 priority by 54% of buyers Free trial that is easy to sign up for and use Control 70% of experience completed prior to interacting with vendor Email only registration with backend data append Plus hundreds of more preferences, behaviors, and best/worst practices… © 2013 TOPO
  • 6. 10 ways sales can deliver a great buying experience 1. Understand the importance of BX 2. Truly understand the buyer 3. Map the buying experience 4. Layer insights/data onto BX map 5. Design the complete buying experience 6. Design buyer-responsive plays 7. Implement buyer-responsive plays 8. Train salespeople on buyer and plays 9. Measure buyer satisfaction 10. Optimize the buying experience © 2013 TOPO
  • 7. 1. Understand the importance of BX To the buyer, the buying experience is more important than product or price That’s why sales organizations that deliver great buying buying experiences grow 2X as fast as those that don’t © 2013 TOPO
  • 8. 2. Truly understand the buyer Buyer Demographics 1. Who are you personally (married, children, etc)? 2. What’s your background and career path? 3. How long have you been at your current job? 4. What industry is your company in? 5. How many employees does your company have? Buyer Role 6. What is your role in the organization? 7. What is your title? 8. What are your responsibilities? 9. What skills do you possess? 10. Who are you accountable to? 11. What does your team look like? Buyer Psychology 12. What are you most excited about at work? 13. What are your main opportunities (biggest)? 14. What are your main challenges (biggest)? 15. Do you like to make things happen? 16. What motivates you to make something happen? 17. What defines success in your role? 18. Are you optimistic or pessimistic about work? Day in the Life 19. What does a typical day look like? 20. How would you describe your work environment? 21. What obstacles do you commonly encounter? 22. Who do you interact with the most? 23. What’s your preferred mode of communication? 24. What tools do you use at work? 25. How do you gather information to make decisions? Purchasing Decisions 26. How would you describe the way you buy products? 27. What are the major phases of a purchasing process? 28. What’s an example of a purchase you recently made? 29. Who is responsible for purchasing decisions? 30. Who influences purchasing decisions? 31. What causes you to begin a purchasing process? 32. What criteria do you use to evaluate products? 33. What causes you to purchase a product? 34. What causes you to purchase one product over another? 35. Is product, price, or service more important? 36. How long does it take to make a purchase? 37. What information is valuable to you during a purchase? 38. How do you prefer to consume that information? 39. How do you prefer to interact with vendors? 40. How can vendors help you the most? © 2013 TOPO
  • 9. 3. Map the buying experience 1 Next Step Requirement Potential Roadblock Can I show CEO that the software and price just work? Buyer decides to purchase Enters credit card info Buyer becomes customer No other trials Takes call/email from sales Able to satisfy core use case Takes 2nd call from sales Does it satisfy my core requirements and is it easy? Make Decision/Purchase Internal meeting on final decision Engage Vendor(s) Visits leading vendor’s site Signs up for trial Just needs it to work Starts using trial Focuses on ease of use Develops vendor shortlist Creates vendor evaluation plan Core features identified Gathers pricing data Two person workflow is issue How do I make this really easy on my business? New employee needs to solve Collects basic info using Google Talks to peers – values this Understand Requirements/ Options What do I do now that I have two people in support? Workload growing fast Buyer Activity How do I keep my customers happy when I’m growing? 1 person support org Using Gmail/Google Docs Key Question Identify Problem/Opportu nity Status Quo Number of tickets growing 2 people now working support New employee not self-sufficient Buyer Stage 27 Workload requires more than 1 person to support process Complexity high enough to require real application Understands core use cases and leading vendors Actual use of trial, as opposed to just signup CEO must approve decision and provide credit card Business not growing enough to justify next step Buyer doesn’t realize general benefits of SaaS Can’t understand basic need and requirements Able to signup for trial, but too challenging to use CEO vetoes decision at last minute because of TCO issue © 2013 TOPO
  • 10. 4. Layer data/insights onto the map Status Quo 10 9 Buyer Data/ Verbatims Understand Requirements/ Options Identify Problem/Opportu nity 10 9 Engage Vendor(s) 10 8 8 5 Make Decision/Purchase 9 7 6 6 5 5 4 4 3 3 3 2 Online purchase Sales interaction Free trial Vendor website Vendor shortlist Features/pricing Basic research Understand issue 1 Manage status quo Satisfaction of buyer Importance to buyer Buyer Stage Only 40% of buyers satisfied with top of funnel info available Critical that buyers understand issue quickly Buyers rate peers as preferred source of information 70% of buyers say sales people didn’t know basic facts 95% of buyers satisfied with credit card purchase experience “Very little info on managing support for my business” “I had tough time understanding workflow issue” “Talking to colleague at similar business was most valuable” © 2013 TOPO “Easy to signup for trial, but really hard to actually use” “Expected purchasing experience to be easy and it was”
  • 11. 5. Design the sales organization Example Buyer Data Design Principle Sales process Buyer will not have authority until 90% of sales process is complete Make budget a nice-to-have in SQL definition Organization Buyer values vertical-specific context above all else Hire swat team from industry to act as subject matter experts Plays Buyer doesn’t answer phone or respond to voicemail Use voicemail as a prompt to reply to email Metrics Buyer must meet with stakeholders before moving to next step Track % of opportunities where internal stakeholder meeting occurs Technology Buyer wants simple, transparent pricing Publish pricing on website, not via a complex pricing configurator © 2013 TOPO
  • 12. 6. Design buyer-responsive plays Buyer decides to purchase Enters credit card info Buyer becomes customer Make Decision/Purchase Internal meeting on final decision No other trials Takes call/email from sales Able to satisfy core use case Takes 2nd call from sales Engage Vendor(s) Visits leading vendor’s site Signs up for trial Just needs it to work Starts using trial Focuses on ease of use Develops vendor shortlist Creates vendor evaluation plan Core features identified Gathers pricing data Understand Requirements/ Options New employee needs to solve Collects basic info using Google Talks to peers – values this Two person workflow is issue Workload growing fast 1 person support org Using Gmail/Google Docs Buyer Activity Identify Problem/Opportu nity Status Quo Number of tickets growing 2 people now working support New employee not self-sufficient Buyer Stage 1 27 Play Champion Content Play Provide primary contact with champion content that allows contact to guide, influence, and dictate internal meeting Details Champion content is a toolkit that provides buyers with short preso, talking points, and due diligence checklist to show all work that’s been done as part of eval Why CEO will make final decision, but has not been engaged thus far – need to arm primary contact with tools to get CEO over finish line Owner Marketing owns creation of content; inside sales owns delivery/training © 2013 TOPO
  • 13. 7. Implement buyer-responsive plays Activity Points Notes Source Email Open 1 Points will only be assessed on the first open per email Email campaigns such as newsletters and nurture campaign #1 Email campaigns and PARC website Page View 3 Visitor 1 Webinar Attended 5 Each page viewed in a visitor session. Page views scoring will be reset every 30 days Points will be assessed each time Pardot adds a new cookie to this Inbound traffic (visitor is not tracked in database prospect. The number of visitors will be the number of times yet) Pardot has cookied the prospect’s browser(s). Points will be assessed for each webinar attended Webinar registration Webinar Registered 10 Points will be assessed for each webinar the prospect registers for Email campaigns and client website Form Submission 10 Points will be assessed once per successful form submission Email campaigns and client website View Video 2 Points will be assessed for each video attended Email campaigns and client website Contact Us Submission 10 Points will be assessed for every Contact Us form submission Client website Newsletter Submission 2 Client website Job Title 7 Industry 7 Target List 7 Points will be assessed for every newsletter submission. Points will be assessed once no matter how many newsletter prospect subscribes to Points will be assessed if prospect has phrases in title: Research, Product, General Manager, CEO, President Points will be assessed if prospect is from target industries. For example: technology, consumer packaged goods, electronics, manufacturing Points will be assessed if prospect is from a target list Account Company Size 5 Points will be assessed if prospect account is over $500MM in revenue © 2013 TOPO Data append from services such as Demandbase or Reachforce "Contact Us" form or data append from services such as Demandbase or Reachforce Data append from services such as Demandbase or Reachforce Target list provided by client
  • 14. 8. Train sales on the buyer and plays Wednesday Buying Experience Training 8:00 to 9:00 Sales team working, making calls 9:00 to 9:30 Introduction to the buying experience 9:30 to 10:30 Deep dive on the buyer – key steps, priorities, information… 10:30 to 11:00 In the buyer’s shoes (exercise) 11:00 to 12:00 Delivering a great experience via 4 buyer-responsive plays 12:00 to 1:00 Break, Craig and Scott available to answer questions 1:00 to 2:00 Post demo follow up play/exercise 1 2:00 to 3:00 Content selling play/exercise 2 3:00 to 4:00 Stalled demo play/exercise 3 4:00 to 5:30 The dark period multi-touch play/exercise 4 5:30 to 6:00 Questions, deep dives, feedback survey, wrap up 6:00 to ??? Team dinner with Craig and Scott © 2013 TOPO
  • 15. 9. Measure buyer satisfaction Status Quo 10 9 Understand Requirements/ Options Identify Problem/Opportu nity 10 9 Engage Vendor(s) 10 8 8 5 Make Decision/Purchase 9 7 6 6 5 5 4 4 3 3 3 2 © 2013 TOPO Online purchase Sales interaction Free trial Vendor website Vendor shortlist Features/pricing Basic research Understand issue 1 Manage status quo Satisfaction of buyer Importance to buyer Buyer Stage
  • 16. 10. Optimize the buying experience Job #1 Deliver a buying experience that exceeds the buyer’s expectations Sales rep score Client vs. Competition 49% 40% 49% 39% 49% 39% 34% 28% 14% 25% 25% 22% 30% Q2 Q3 19% Microsoft Client Q4 10% 7% 5% 5% 7% 0% Poor Good Very Good Excellent Poor © 2013 TOPO Competition Good Very Good Excellent
  • 17. 10 ways sales can deliver a great buying experience 1. Understand the importance of BX 2. Truly understand the buyer 3. Map the buying experience 4. Layer insights/data onto BX map 5. Design the complete buying experience 6. Design buyer-responsive plays 7. Implement buyer-responsive plays 8. Train salespeople on buyer and plays 9. Measure buyer satisfaction 10. Optimize the buying experience © 2013 TOPO
  • 18. Questions? TOPO We design and deliver remarkable buying experiences blog.topohq.com @scottalbro © 2013 TOPO