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Finding Your First [Enterprise]
Customer, Then 10 More…
PARISOMA
San Francisco, CA
August 28, 2013
+
Today’s (very aggressive) Objectives
By the completion of today’s workshop, you will
be able to:
Construct a Sales Fram...
Sales Opportunity Canvas
+
 Exercise
Think of a Prospective Customer(s)
[2 minutes]
+
Customer Needs
+
Why [People at] Enterprises Buy
+ Revenue
+ Efficiency
- Cost
- Risk
+
Exercise
 Why does your Customer buy your product?
+ Revenue?
- Cost?
+ Efficiency?
- Risk?
[3 minutes]
"You‘ve got to start with the customer
experience and work back toward the technology -
not the other way around.“
- Steve...
Challenge #1: Stated vs. Actual Needs
Source: “The SPIN Model,” White paper by Huthwaite Institute. Available online here:
http://img.en25.com/Web/Huthwaite/%7B...
1. Situation Questions
Fact-finding questions to establish a mutual
understanding of the customer’s present
operation.
SPI...
+
2. Problem Questions
Questions about a customer’s difficulties or
dissatisfactions.
(uncover Implicit Needs  Explicit N...
+
3. Implication Questions
Questions about the effects or consequences
of a customer’s problems.
(shared understanding)
SP...
+
4. Need-Payoff Questions
Questions about the value or utility the
customer see from your proposed solutions to
problems....
+
OTOH…
+
Exercise
Use a current sales situation
Develop two (2) of each question:
 Situation
 Problem
 Implication
 Need-P...
+
Buyer Types
+
USER BUYER
ECONOMIC BUYER
TECHNICAL BUYER
PRODUCT CHAMPION
+
Why [People at] Enterprises Buy
+ Revenue
+ Efficiency
- Cost
- Risk
+
Identify the purchasing motivation for
each buyer
[EXERCISE]
+
Exercise
Use a current sales situation & your points of
contact at your prospective customer
Draw a 4-column grid:
Bu...
+
Value Statements
+
Value Statement Construction
1. It’s not what your product does
2. What customer needs does your
solution satisfy?
3. Th...
+ “What job are your customers hiring you to
do?”
-Clayton Christensen
Now… Write your Value Statement for
each Buyer Type...
+
Exercise
Buyer Type| Person’s Name |
Motivation | Value Statement
What is the primary reason each Buyer would
use your ...
+
Competition & Objections
+
Paranoia
“Just because you think everyone’s
out to get you doesn’t mean they
aren’t.” [paraphrase]
- Joseph Heller
[EXER...
+
 Exercise
Why will your customer do nothing?
What is the biggest objection you’ll face?
Who are your competitors?
H...
+
Customer Needs
+
Stages of the Sale
+
Primary Stages of the Sale
1. Needs Analysis
2. Evaluation of Options
3. Resolution of Concerns
4. Implementation
+
Where do deals usually stall?
A. Qualification
B. Initial Demo
C. Proposals
D. Technical Demo
+
Stages + Stalls
A. Qualification
1 . NEEDS ANALYSIS
B. Initial Demo
2. EVALUATION OF TOPIC
C. Proposal Work Plan
3. RESO...
+
 Exercise
Where, how, and why are your sales
conversations stalling?
What can you do to prevent this?
How can you ma...
+
Key Metrics & Milestones
+
 Exercise
What are the key milestones and metrics
that both you and the customer can
agree upon?
[4 minutes]
+
Sales Mapping
+
1:1:1:1:1:1 Framework
 What needs to happen in the next quarter for the
prospect to implement your solution?
 What nee...
+
Who’s in control of the next step?
+
Customers Needs
+
Implementation & Support
+
1:1:1:1:1:1 Framework (again)
If your prospect decided to implement your
solution, what would you do:
In the first minu...
+
 Exercise
Draw a 2-column table:
Time Period | Action
Write down what you would need to do in the
first
minute, hour,...
+
Contracts & Economics
+
 Exercise
How many seat licenses?
Billing cycles?
Budget cycles?
Signatory?
Renewal clauses?
Right to cure?
[3 mi...
+
Customers Needs
+
The Rules of [Enterprise] Selling
+
The sale always takes longer
than you think it should and
longer than the prospect tells
you it will.
Assume 1 month per...
The decision-maker that counts
the most is usually invisible to
you.
There is always more than
one decision-maker.
It’s never about price.
+
Sales Interactions per Revenue
Revenue per year # of sales interactions
$10 1
$100 2
$1000 4
$10,000 8
$100,000 16
$1,00...
+
About SalesQualia
 Mission: Improve Sales Performance.
 Services & Solutions
 Knowledge Products
 Advisory & Consult...
+
Knowledge Products
 In-person Workshops
 Books & Learning
 “Startup Selling: How to sell if you really, really have t...
+
Advisory & Consulting
 Tailored ½ and full day onsite workshops
 Longer Advisory Engagements
 Weekly/bi-weekly sales ...
+
Enterprise Sales Recruiting
 Sales Development Representations
 Account Executives
 Client Directors
 Sales VPs
+
www.salesqualia.com
@salesqualia
Scott Sambucci, Founder
scott@salesqualia.com | (415) 596-0804 | @salesqualia
http://ww...
The Sales Opportunity Canvas: Finding Your First [Enterprise] Customer, Then 10 More...
The Sales Opportunity Canvas: Finding Your First [Enterprise] Customer, Then 10 More...
The Sales Opportunity Canvas: Finding Your First [Enterprise] Customer, Then 10 More...
The Sales Opportunity Canvas: Finding Your First [Enterprise] Customer, Then 10 More...
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The Sales Opportunity Canvas: Finding Your First [Enterprise] Customer, Then 10 More...

The Sales Opportunity Canvas enables startup CEOs, sales managers, and sales professionals to identify key strengths and gaps in their sales process with individual customers. Users identify the people and develop the process required to move a prospect to a paying customers.

Beginning with Customer Needs, the "People" section of the Sales Opportunity Canvas focuses on Buyer Types, Value Statements, and Sales Resistance the user can expect to encounter. The process section of the Sales Opportunity Canvas focuses on the Stages of the Sale, Key Milestones, and Sales Mapping.

After identifying the people and developing the sales process, users apply this learning to creating an Implementation Plan and Work Agreement collaboratively with their customers to insure a successful, long-term customer relationship.

The Sales Opportunity Canvas includes the developing of the 1:1:1:1:1:1 Framework for Sales Mapping and Implementation Planning.

Presented by SalesQualia Founder Scott Sambucci at PARISOMA Workspace in San Francisco, CA on August 28, 2013. The Sales Opportunity Canvas will soon be available for purchase, and is developed specifically for startup CEOs, Sales Managers, and Sales Professionals.

The Sales Opportunity Canvas: Finding Your First [Enterprise] Customer, Then 10 More...

  1. 1. + Finding Your First [Enterprise] Customer, Then 10 More… PARISOMA San Francisco, CA August 28, 2013
  2. 2. + Today’s (very aggressive) Objectives By the completion of today’s workshop, you will be able to: Construct a Sales Framework; Evaluate gaps and voids in the sales process; Identify Buyer Types, Stages of the Sales, and Stalls; Develop Value Statements. Define milestones & metrics.
  3. 3. Sales Opportunity Canvas
  4. 4. +  Exercise Think of a Prospective Customer(s) [2 minutes]
  5. 5. + Customer Needs
  6. 6. + Why [People at] Enterprises Buy + Revenue + Efficiency - Cost - Risk
  7. 7. + Exercise  Why does your Customer buy your product? + Revenue? - Cost? + Efficiency? - Risk? [3 minutes]
  8. 8. "You‘ve got to start with the customer experience and work back toward the technology - not the other way around.“ - Steve Jobs, May 1997, World Wide Developers Conference  Obligatory Steve Jobs reference
  9. 9. Challenge #1: Stated vs. Actual Needs
  10. 10. Source: “The SPIN Model,” White paper by Huthwaite Institute. Available online here: http://img.en25.com/Web/Huthwaite/%7B55d0f3f4-051e-4cdf-a25f-97cc3831c383%7D_The_SPIN_Model.pdf Challenge #2: Implied vs. Explicit Needs
  11. 11. 1. Situation Questions Fact-finding questions to establish a mutual understanding of the customer’s present operation. SPIN Framework for Needs Analysis
  12. 12. + 2. Problem Questions Questions about a customer’s difficulties or dissatisfactions. (uncover Implicit Needs  Explicit Needs) SPIN Framework for Needs Analysis
  13. 13. + 3. Implication Questions Questions about the effects or consequences of a customer’s problems. (shared understanding) SPIN Framework for Needs Analysis
  14. 14. + 4. Need-Payoff Questions Questions about the value or utility the customer see from your proposed solutions to problems. (clarify the benefit) SPIN Framework for Needs Analysis
  15. 15. + OTOH…
  16. 16. + Exercise Use a current sales situation Develop two (2) of each question:  Situation  Problem  Implication  Need-Payoff [7 minutes]
  17. 17. + Buyer Types
  18. 18. + USER BUYER ECONOMIC BUYER TECHNICAL BUYER PRODUCT CHAMPION
  19. 19. + Why [People at] Enterprises Buy + Revenue + Efficiency - Cost - Risk
  20. 20. + Identify the purchasing motivation for each buyer [EXERCISE]
  21. 21. + Exercise Use a current sales situation & your points of contact at your prospective customer Draw a 4-column grid: Buyer Type| Person’s Name | Motivation | [Blank] What is the primary motivation for each Buyer to use your solution? [4 minutes]
  22. 22. + Value Statements
  23. 23. + Value Statement Construction 1. It’s not what your product does 2. What customer needs does your solution satisfy? 3. Think numbers
  24. 24. + “What job are your customers hiring you to do?” -Clayton Christensen Now… Write your Value Statement for each Buyer Type, framing your statement in terms of the customer’s problem, not your product. Hint: Remember the four (4) reasons people buy. “For [insert buyer type], we …”
  25. 25. + Exercise Buyer Type| Person’s Name | Motivation | Value Statement What is the primary reason each Buyer would use your solution? How does your Value Statement reflect their purchasing motivation? [10 minutes]
  26. 26. + Competition & Objections
  27. 27. + Paranoia “Just because you think everyone’s out to get you doesn’t mean they aren’t.” [paraphrase] - Joseph Heller [EXERCISE]
  28. 28. +  Exercise Why will your customer do nothing? What is the biggest objection you’ll face? Who are your competitors? How will you address this? [6 minutes]
  29. 29. + Customer Needs
  30. 30. + Stages of the Sale
  31. 31. + Primary Stages of the Sale 1. Needs Analysis 2. Evaluation of Options 3. Resolution of Concerns 4. Implementation
  32. 32. + Where do deals usually stall? A. Qualification B. Initial Demo C. Proposals D. Technical Demo
  33. 33. + Stages + Stalls A. Qualification 1 . NEEDS ANALYSIS B. Initial Demo 2. EVALUATION OF TOPIC C. Proposal Work Plan 3. RESOLUTION OF CONCERNS D. Technical Demo 4. IMPLEMENTATION
  34. 34. +  Exercise Where, how, and why are your sales conversations stalling? What can you do to prevent this? How can you maintain control? [10 minutes]
  35. 35. + Key Metrics & Milestones
  36. 36. +  Exercise What are the key milestones and metrics that both you and the customer can agree upon? [4 minutes]
  37. 37. + Sales Mapping
  38. 38. + 1:1:1:1:1:1 Framework  What needs to happen in the next quarter for the prospect to implement your solution?  What needs to happen in the next month?  What can you do you in the next week?  The next day?  The next hour?  The next minute?
  39. 39. + Who’s in control of the next step?
  40. 40. + Customers Needs
  41. 41. + Implementation & Support
  42. 42. + 1:1:1:1:1:1 Framework (again) If your prospect decided to implement your solution, what would you do: In the first minute?  In the first hour?  In the next day?  In the next week?  In the next month?  In the next quarter?  In the next year?
  43. 43. +  Exercise Draw a 2-column table: Time Period | Action Write down what you would need to do in the first minute, hour, day, week, month, quarter, and year. [4.5 minutes]
  44. 44. + Contracts & Economics
  45. 45. +  Exercise How many seat licenses? Billing cycles? Budget cycles? Signatory? Renewal clauses? Right to cure? [3 minutes]
  46. 46. + Customers Needs
  47. 47. + The Rules of [Enterprise] Selling
  48. 48. + The sale always takes longer than you think it should and longer than the prospect tells you it will. Assume 1 month per $10,000
  49. 49. The decision-maker that counts the most is usually invisible to you.
  50. 50. There is always more than one decision-maker.
  51. 51. It’s never about price.
  52. 52. + Sales Interactions per Revenue Revenue per year # of sales interactions $10 1 $100 2 $1000 4 $10,000 8 $100,000 16 $1,000,000 32 $10,000,000 64 $100,000,000 132
  53. 53. + About SalesQualia  Mission: Improve Sales Performance.  Services & Solutions  Knowledge Products  Advisory & Consulting  Enterprise Sales Recruiting  People  Scott Sambucci, Founder  scott@salesqualia.com | (415) 596-0804 | @salesqualia  Robert Wharton, Production Manager  robert@salesqualia.com | (405) 414-9712
  54. 54. + Knowledge Products  In-person Workshops  Books & Learning  “Startup Selling: How to sell if you really, really have to and don’t know how.” (www.amazon.com/dp/1468159240)  “52 Sales Questions Answered: A Q&A Guide to Sales & Customer Development.” www.amazon.com/52-Sales-Questions-Answered- Development/dp/1484916352)  Sales Opportunity Canvas  Sales Model Canvas (Fall ’13)
  55. 55. + Advisory & Consulting  Tailored ½ and full day onsite workshops  Longer Advisory Engagements  Weekly/bi-weekly sales coaching for CEOs, Managers, & Individual Sales Professionals  Sales Compensation Plan development
  56. 56. + Enterprise Sales Recruiting  Sales Development Representations  Account Executives  Client Directors  Sales VPs
  57. 57. + www.salesqualia.com @salesqualia Scott Sambucci, Founder scott@salesqualia.com | (415) 596-0804 | @salesqualia http://www.quora.com/Scott-Sambucci Robert Wharton, Production Manager robert@salesqualia.com | (405) 414-9712

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