STOP DELIVERING
PRODUCT TRAINING AND
START DELIVERING
PRODUCT SALES
TRAINING

   5th Annual ISA Management Division
      ...
Why Product Training Isn’t
   Successful




              Marketers say                             Salespeople say
Our ...
Three Keys to Product Sales
Training
     Support the Sales Cycle
          Think like a salesperson

     Eliminate the “...
Support the Sales Cycle
The Sales Cycle
Think Like A Salesperson
360 Opportunity Management
Needs

Plan to meet the customer’s stated or implied needs
with transactional value
•Needs are the stated or implied “tran...
Goals
Prepare to address the customer’s Performance
Goals with Relationship and Business Impact Value
•Performance Goals a...
Competition
Find a Competitive position of strength
•Understand the competitors True Value Proposition as perceived by the...
Contacts
Connect to Individual Buyer Requirements &
Personal Wants
•Identify Buying Contacts – from Needs evaluation, Goal...
Obstacles & Solutions
Find Solutions to Critical Obstacles
•Identify the Obstacles
    •Customer history and previous sati...
360 opportunity Management
Eliminate the “Leap of Faith”
Eliminate the “Leap of Faith”
Prove the Value
         What makes my product valuable?

         Who
Gather Your Product Sales Training
     Data
      Three Questions              The Answers
1.   What makes my           ...
Market Wealth
   Write a Paragraph that describes in general terms the market for which this product
    is intended. Wha...
Features, Benefits & Value
Analysis
 What Provide a clear description of the                 Proof Reference any and all s...
Competitive Analysis
Blocks
For each Feature that you have analyzed and determined that it has Unique and
Compelling Value...
Contact Analysis
Complete a form for each potential Buying Influence
Function
Name the Function of the buyers most likely ...
Proof Index
 To complete a successful sale the customer must UNDERSTAND, VALUE and BELIEVE the
information         presen...
Support Directory
Define specifically how support is obtained for this product. Include names, phone numbers,
email addres...
How it Works
The contents of this page will vary depending on the product and the information
available. In most cases it ...
10 Questions
These questions will be the basis of an interview with the subject matter expert (SME).
They should capture t...
Provide Situational Access
Hybrid Controller

                                                                       Product Sales Training Inde
    ...
Catalyst Performance Automation
CPA1000 Hybrid Controller
                              Product Marketing Interview
      ...
Next Step … Integrate the
Process
   What if:
     Your Product Training was integrated into your
      CRM system?
    ...
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Stop Delivering Product Training and Start Delivering Product Sales Training

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Mike Robertson of Catalyst Performance Learning presents three keys to product sales training.

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  • How many marketing? How many sales?
  • I assume you believe there is a better way to provide product training or you would not be here.Marketers view the world from 30K feet, salespeople form 3 feet.I will talk about the solution rather than the problem.
  • There are only 3 keys in my approach but unfortunately they are three difficult keys.
  • What is common about all of these sales cycle graphics? They all have arrows. The reality is much more complex.
  • Opportunity management … not the entire sales cycle. Not Planning, evaluating market wealth, assessing competition, etc. And it is not about sales skills … asking open ended questions, overcoming objections, closing skills, etc.
  • Ticket to play … Transactional
  • Not always stated. Usually $$$ but not always, Prestige, leading edge, etc.Tie to your value Propositions
  • Why does the customer value your competition?
  • Power, Fame Relationship, Safety
  • The important arrows, Next best actionsTransition to Marketing … Product Training’s job is to support all of these areas
  • The Leap of Faith belongs to the customer. Product training must help the salesperson eliminate the leap of faith for the customer.
  • First 2 General, last 2 very specific
  • This is the single area that most companies need the most help.
  • Transition to the training
  • Because the sales cycle does not follow neat arrows from step to step the right information must be available at the right time to get the right results.Right Thinking
  • Stop Delivering Product Training and Start Delivering Product Sales Training

    1. 1. STOP DELIVERING PRODUCT TRAINING AND START DELIVERING PRODUCT SALES TRAINING 5th Annual ISA Management Division Marketing & Sales Summit
    2. 2. Why Product Training Isn’t Successful Marketers say Salespeople say Our sales people can’t sell solutions! I don’t go to product training anymore. They are a waste of time. Our sales people just push products. What I want is to understand how to sell Our sales people are lazy. They never it, not be a developer/applications seem to actually study the new products/services properly. How can they engineer. expect to sell them? They don’t give me what I actually want.
    3. 3. Three Keys to Product Sales Training Support the Sales Cycle Think like a salesperson Eliminate the “Leap of Faith” Prove the value Provide Situational Access Make it easy
    4. 4. Support the Sales Cycle
    5. 5. The Sales Cycle Think Like A Salesperson
    6. 6. 360 Opportunity Management
    7. 7. Needs Plan to meet the customer’s stated or implied needs with transactional value •Needs are the stated or implied “transactional” requirements of the customer • Product specifications or performance expectations, pricing, vendor interactions, support, terms and conditions, warranties, delivery … •The necessary “Ticket to Play” •Requires a clear presentation of “transactional” Value Propositions which meet or exceed stated needs or outweigh shortcomings •Message delivery to the Target Contact(s) who is most responsible for assuring needs are met.
    8. 8. Goals Prepare to address the customer’s Performance Goals with Relationship and Business Impact Value •Performance Goals are results the customer will experience as a result of the vendor relationship • Stated or unstated, may or may not be recognized or anticipated, or be defined as purchase criteria. Goals can be measureable business impacts like $$ saved or earned, efficiencies, competiveness … or relationship value like trust, loyalty, prestige … •The job of the sales rep is to uncover customer goals and define potential “impact” connections between him/herself, his/her company and the customer: Value Proposition •Requires a clear presentation of “Business Impact” Value Propositions with message delivery to the Target Contact(s) most responsible for assuring goals are met.
    9. 9. Competition Find a Competitive position of strength •Understand the competitors True Value Proposition as perceived by the customer … not your opinion of the competitor’s strengths and weaknesses •What is valued about the current vendor by the company ( the reason for doing business with them)? What are the Competitive Value Propositions (CVP) of each competitor? BLOCKS •Define you “Offsets” •What are your value propositions (Transactional, Relationship or Business Impact) which will effectively “offset” each of the CVP’s? COUNTERS •Rate the Competitor Transactional, Relationship or Business Impact •Identify the Competitor’s Power Advocates (CPA) •Make the “Go /No Go” Assessment
    10. 10. Contacts Connect to Individual Buyer Requirements & Personal Wants •Identify Buying Contacts – from Needs evaluation, Goals identification and Competitive Power Advocate’s analysis •Define Buyer Roles – Approver, Decision Maker/Final Recommender, High or Low Influencer, or Observer? •Evaluate “SOA” Is each contact Supporter, Open or Against? •Complete a “Development Plan” for each Contact •Evaluate Your Position – Go/No Go Decision
    11. 11. Obstacles & Solutions Find Solutions to Critical Obstacles •Identify the Obstacles •Customer history and previous satisfaction/dissatisfaction •Geographic limitations impacting account contact, service, response, deliveries •Long-term vendor personnel personal relationships •Product competiveness and pricing •Terms and Conditions •And many others … •Define Criticality •Create Solutions •Identify Needed Resources •Evaluate Your Position – Go/No Go
    12. 12. 360 opportunity Management
    13. 13. Eliminate the “Leap of Faith”
    14. 14. Eliminate the “Leap of Faith” Prove the Value What makes my product valuable? Who
    15. 15. Gather Your Product Sales Training Data Three Questions The Answers 1. What makes my  Market Wealth Product Valuable?  Features, Benefits & 2. Who will most likely Value Analysis find it valuable?  Competitive Analysis 3. How do we tell the  Contact Analysis story so that customers will  Proof Index understand, believe  Support Directory and value my  How it Works product?  10 Questions
    16. 16. Market Wealth  Write a Paragraph that describes in general terms the market for which this product is intended. What product is serving it now? Why is this product a good/better fit? What is the problem this product solves, etc.?  Write a Paragraph that defines the size of the market. What is the total market size? How many units would we have to sell to be successful? What is our market penetration goal? Is there a dynamic in the market that makes this a good time for our product? Etc.  Now be much more specific. Define the exact profile of the customers most likely to purchase the product. If the market is Power Generation the specifics might be coal fired plants with GE generators installed in the 60’s.  Describe the specific applications/problems that the product addresses. Include why the product is a good fit.
    17. 17. Features, Benefits & Value Analysis What Provide a clear description of the Proof Reference any and all sources of Proof to feature you plan to discuss and the support the Value created by this Feature. problem it is meant to solve. How & Why So What What Next This is an important writing assignment. You must Here you must explain Here is where you discuss explain logically – step-by step exactly how and why clearly the value the specifically how to position the the feature stated above provides value to the customer should expect to feature stated above. customer. derive from the feature you stated above. Think of this •Which buying influence is likely to The salesperson and the customer do not have the as the economic conclusion find it important and why. detailed understanding of the product that you do. drawn from the “How & •Which competitor will be most Your goal is to eliminate any “LEAP OF FAITH”. Why”. vulnerable and why. •What personality traits of buyers or Your goal is to provide a complete explanation of why The most important “So companies will make them most this feature is important, unique and compelling What’s” are the ones that attracted. provide Economic Value and •What are specific “Competitive that value should be Blocks” that can be derived from Quantified when possible, this feature. i.e. 20% faster, 50% better mtbf, etc. Some values may be more subjective, i.e. latest technology, lowest risk, first of its kind, etc. .
    18. 18. Competitive Analysis Blocks For each Feature that you have analyzed and determined that it has Unique and Compelling Value as compared to the competition describe a Block (strength) that could be set with a customer: 1.) Describe the Block. 2.) Name the Competitor(s) who would be susceptible. 3.) Name the Buying Influence(s) who would have an interest in this particular Block. For each potential Block (strength) that you identify describe the most likely counter that the competition will present to offset that block. Counters Identify potential Blocks (strengths) that the competition might set against us: 1.) Describe the block in as much detail as possible 2.) Identify the competitor(s) who might use this particular Block 3.) Name the Buying Influence(s) who would be most susceptible to this particular Block For each potential Competitive Block (strength) that you identify describe our best offset against this block.
    19. 19. Contact Analysis Complete a form for each potential Buying Influence Function Name the Function of the buyers most likely to be involved in the sales cycle for this product: Plant Manager, Process Engineer, Operator, Technician, Maintenance, etc. Role Name the Role(s) each of the Functions will possibly play: Decision Maker, High Influencer, Approver, Low Influencer, and Observer Buyer Type Name the Buyer Type(s) each Function will likely be: Economic Buyer, Technical Buyer, or Directed Buyer Which Product Function(s) will this buyer most likely value and why?
    20. 20. Proof Index  To complete a successful sale the customer must UNDERSTAND, VALUE and BELIEVE the information presented about the product. A proof is any objective data that gives the customer reason to believe that value will be derived from owning the product.  The best Proofs come from the customer base.  Every company should have a process to identify, document and maintain Proofs for every product. Proofs can be Performance Test, References, War Stories, Demonstrations, Documented Evidence, etc.  The best proofs illustrate quantifiable results that the customer should expect. Define every available Proof for this product Feature: Proof description and location: Feature: Proof description and location:
    21. 21. Support Directory Define specifically how support is obtained for this product. Include names, phone numbers, email addresses etc. when possible: Application questions: Product demonstrations: Configuration Assistance: Proposal Review: Pricing and Terms: Order entry and delivery: Warranty:
    22. 22. How it Works The contents of this page will vary depending on the product and the information available. In most cases it will be a list of links directing the salesperson to the appropriate information. However in some cases it may require a detailed explanation of the technology behind the product. Technical Training: Techs and Specs: Sales Literature: Application Notes: Etc:
    23. 23. 10 Questions These questions will be the basis of an interview with the subject matter expert (SME). They should capture the value propositions that a customer must understand, believe and value to be comfortable owning the product. Here are some sample questions. Of course the most important part is the clear and concise answers that will help prepare the salesperson for success Question 1: What is the primary problem you were addressing with the development of this product? Question 2: What is the profile of the customers who will find this product most valuable? Question 3: Exactly what do you see as the major advantages over competitive products? Question 4: Which of our competitors do you see as most vulnerable to this product?
    24. 24. Provide Situational Access
    25. 25. Hybrid Controller Product Sales Training Inde •Product Marketing Interview •Value Proposition •Market Wealth •Competitive Position •Why of the Buy •Features, Benefits and Values •Proofs •How Does it Work •Support Cost-Effective Platform Combining Loop and Logic Control 21st Century Product Sales Training by Catalyst Performance Learning
    26. 26. Catalyst Performance Automation CPA1000 Hybrid Controller Product Marketing Interview Value Proposition Market Wealth Competitive Position Why of the Buy Features, Benefits and Values Proof Obstacles and solutions How does it work Support Cost-Effective Platform Combining Loop and Logic Control
    27. 27. Next Step … Integrate the Process  What if:  Your Product Training was integrated into your CRM system?  Your Opportunities linked directly to Product Training?  You had contextual real-time access to Product Sales Training based on the:  Sales cycle?  Buying influence?  Specific competitor?  …

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