Win the Deals
You’re Working
' The TAS Group 2014
Matt Close
EVP Sales
Maureen Blandford
EVP Marketing
Use new photo
' The TAS Group 2014
UnderstandtheKeySalesVelocity Levers
Knowyourcustomer
EngageintheRIGHTdeals
Plan yoursalescalls
Four ...
SalesVelocityEquationTM
Average
deal value
Win
rate
Your Sales Velocity
Average
deal value
Win
rate
Increaseallby10%
Whathappensifyou
Your Sales Velocity
Decreasethisoneby10%
and
Average
deal value
Win
rate
Anincreaseof:
47%
Your Sales Velocity
Increaseallby10%
Whathappensifyou
Decreasethisoneby10%
a...
So,whereshouldyoubespendingyourtime?
1. Increase#ofopps
2. Increaseaveragedealvalue
3. Increasewinrate
4. Reducesalescycle...
1. Increase#ofopps
2. Increaseaveragedealvalue
3. Increasewinrate
4. Reducesalescycle
Whathappenstoyoursalesvelocityifyoud...
Our Sales Velocity Challenge
1. Increase#ofopps
2. Increaseaveragedealvalue
3. Increasewinrate
4. Reducesalescycle
Always start with the customer in mind
Confidential
' The TAS Group 2014
But who is the customer?
Sales Productivity
' The TAS Group 2014
But who is the customer?
Sales Productivity
' The TAS Group 2014
But companies dont buy, people do
Decision Maker: The buying role or persona that has the ability to
...
' The TAS Group 2014
Poll
How well doyou feelyourcompany
understandyourprimarybuyers businessgoals andpressures:
A) We und...
' The TAS Group 2014
PrimaryPersona Center of your Universe
CFO
HR
Sales
Rep
' The TAS Group 2014
Customer Map
Goals
Pressures
Obstacles Something that isn t working; a task, situation or
process tha...
' The TAS Group 2014
Customer Map Example: Increasing Sales
How do they
measure success?
What does this
person care about?...
' The TAS Group 2014
Get in the customer
Why can it be so hard?
' The TAS Group 2014
The Customer Buying Process
Customer
Diligence
Begins
Customer
Purchases
Source: CEB
of the
purchase
...
' The TAS Group 2014
Some Resources for you
' The TAS Group 2014
Qualification Matters
' The TAS Group 2014
Qualification Matters
' The TAS Group 2014
Qualification Matters
' The TAS Group 2014
Flanking Strategy:
Shifts the focus of a customer
or additional issues that they had not taken into
c...
' The TAS Group 2014
Qualification Matters: Reminder
' The TAS Group 2014
FlankingStrategy:Flank to Someone
' The TAS Group 2014
Then Plan your Sales Call
' The TAS Group 2014
Are Sellers Prepared for Customer Calls?
13%
61%
26%
100%
50%
0%
Totally
Unprepared
Somewhat
Prepared...
' The TAS Group 2014
Source: Forrester Executive Buyer Insight Study
Why are Smart Call Plans Important?
Executives don’t ...
' The TAS Group 2014
10 Elements of a Smart Sales Call Plan
1. Logistics
2. SettingExpectations
3. SalesCallStrategy
4. Pe...
' The TAS Group 2014
2. Setting Expectations
' The TAS Group 2014
3. Sales Call Strategy
' The TAS Group 2014
5. Objectives and Outcomes
how DO YOU KNOW you have
made progress?
what do you want to
ACHIEVE in the...
' The TAS Group 2014
5. Objectives and Outcomes
Sub-optimal Objectives
Advance the relationship (how do you know?)
Make pr...
' The TAS Group 2014
UnderstandtheKeySalesVelocity Levers
Knowyourcustomer
EngageintheRIGHTdeals
Plan yoursalescalls
Four ...
The Organizational
Sales Velocity Problem
' The TAS Group 2014
Sales Process Drives
High Performers
* High Performers are companies where more than 75% of sales tea...
' The TAS Group 2014
of reps can
access key
players
54%
Only
of companies
do not have
a defined
Sales Process
40%
of sales...
Win the Deals
You’re Working
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Webinar | Win the Deals You're Working

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Matt Close lays out 4 key principles to start winning more of the deals you're working. You'll walk away with clear direction on how to start winning more deals by using smart software and proven methodology to focus on the right deals and the factors that matter to win.

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Webinar | Win the Deals You're Working

  1. 1. Win the Deals You’re Working
  2. 2. ' The TAS Group 2014 Matt Close EVP Sales Maureen Blandford EVP Marketing Use new photo
  3. 3. ' The TAS Group 2014 UnderstandtheKeySalesVelocity Levers Knowyourcustomer EngageintheRIGHTdeals Plan yoursalescalls Four points to win more deals…
  4. 4. SalesVelocityEquationTM
  5. 5. Average deal value Win rate Your Sales Velocity
  6. 6. Average deal value Win rate Increaseallby10% Whathappensifyou Your Sales Velocity Decreasethisoneby10% and
  7. 7. Average deal value Win rate Anincreaseof: 47% Your Sales Velocity Increaseallby10% Whathappensifyou Decreasethisoneby10% and
  8. 8. So,whereshouldyoubespendingyourtime? 1. Increase#ofopps 2. Increaseaveragedealvalue 3. Increasewinrate 4. Reducesalescycle Challenge: Win the Deals you are Working Problem: Iffocusisfillingthepipeline(notunimportant), thereislesstimeforthese. That’s bad math. For all of us.
  9. 9. 1. Increase#ofopps 2. Increaseaveragedealvalue 3. Increasewinrate 4. Reducesalescycle Whathappenstoyoursalesvelocityifyoudon ? Salesvelocity improvesby 34% Challenge: Win the Deals you are Working
  10. 10. Our Sales Velocity Challenge 1. Increase#ofopps 2. Increaseaveragedealvalue 3. Increasewinrate 4. Reducesalescycle
  11. 11. Always start with the customer in mind Confidential
  12. 12. ' The TAS Group 2014 But who is the customer? Sales Productivity
  13. 13. ' The TAS Group 2014 But who is the customer? Sales Productivity
  14. 14. ' The TAS Group 2014 But companies dont buy, people do Decision Maker: The buying role or persona that has the ability to commit the company to a vendor or to a certain strategic direction and has accountability for selecting the solution. This is the person who owns the problem your solution addresses. To whom do you target your primary messages? You may also have secondary personas for whom you will need to craft separate and distinct messages.Your primary messages should be targeted to your primary buyer, and your secondary messages to other influencers.
  15. 15. ' The TAS Group 2014 Poll How well doyou feelyourcompany understandyourprimarybuyers businessgoals andpressures: A) We understandthematasurfacelevel B) We doa goodjob at atacticallevel C) We doa verygood job andlink it toour strategy D) Itisatthecore of whatwe doandhowwe doit
  16. 16. ' The TAS Group 2014 PrimaryPersona Center of your Universe CFO HR Sales Rep
  17. 17. ' The TAS Group 2014 Customer Map Goals Pressures Obstacles Something that isn t working; a task, situation or process that is broken and needs to be fixed or is required to deploy initiative but does not exist. Initiatives Specific projects created to address the pressures and achieve the goals and owned the Decision Maker An end result to be achieved by the Decision Maker (ideally) with a measurable outcome and a specified timeframe. The internal and/or external pressures that significantly impact the Decision Maker and serve as the catalyst for initiatives or action. Solution A set of capabilities or products that help the customer to remove obstacles to relieve business pressures.
  18. 18. ' The TAS Group 2014 Customer Map Example: Increasing Sales How do they measure success? What does this person care about? Revenue growth Sales productivity Forecast accuracy Quarterly targets Visibility Pipeline Goals Pressures Obstacles Initiatives Grow revenue by 15% in FY 2015 Missing quarterly targets because: - Competitive losses - Poor growth in current accounts - Inadequate pipeline - High sales attrition Key account program Strategic Comp Plan Can t access key players No account plan method Limited cross-sell / upsell Product not solution sale Plans not aligned to GTM No collaboration Delay in payout Multi-currency issues Solution A set of capabilities or products that help the customer to remove obstacles to relieve business pressures.
  19. 19. ' The TAS Group 2014 Get in the customer
  20. 20. Why can it be so hard?
  21. 21. ' The TAS Group 2014 The Customer Buying Process Customer Diligence Begins Customer Purchases Source: CEB of the purchase decision is complete before a customer even calls a supplier. 57% Customer Engages Supplier
  22. 22. ' The TAS Group 2014 Some Resources for you
  23. 23. ' The TAS Group 2014 Qualification Matters
  24. 24. ' The TAS Group 2014 Qualification Matters
  25. 25. ' The TAS Group 2014 Qualification Matters
  26. 26. ' The TAS Group 2014 Flanking Strategy: Shifts the focus of a customer or additional issues that they had not taken into consideration that drive additional value & favor your solution. RULES Don the rules Executive support Make your move last Don t open the door Flanking Strategy
  27. 27. ' The TAS Group 2014 Qualification Matters: Reminder
  28. 28. ' The TAS Group 2014 FlankingStrategy:Flank to Someone
  29. 29. ' The TAS Group 2014 Then Plan your Sales Call
  30. 30. ' The TAS Group 2014 Are Sellers Prepared for Customer Calls? 13% 61% 26% 100% 50% 0% Totally Unprepared Somewhat Prepared Adequately Prepared Source: Forrester Research
  31. 31. ' The TAS Group 2014 Source: Forrester Executive Buyer Insight Study Why are Smart Call Plans Important? Executives don’t believe that salespeople are well prepared to engage with them... because they know about their own offerings, not the realities and needs of executives. Salespeople are knowledgeable about: Their own products and services Buyers roles and responsibilities Buyers specific business Questions buyers ask 40% 36% 43%71%
  32. 32. ' The TAS Group 2014 10 Elements of a Smart Sales Call Plan 1. Logistics 2. SettingExpectations 3. SalesCallStrategy 4. People andProblems 5. ObjectivesandOutcomes 6. HighYield Questions 7. Collaboration 8. Smart 9. Mobile 10. Cloud
  33. 33. ' The TAS Group 2014 2. Setting Expectations
  34. 34. ' The TAS Group 2014 3. Sales Call Strategy
  35. 35. ' The TAS Group 2014 5. Objectives and Outcomes how DO YOU KNOW you have made progress? what do you want to ACHIEVE in the meeting?
  36. 36. ' The TAS Group 2014 5. Objectives and Outcomes Sub-optimal Objectives Advance the relationship (how do you know?) Make progress in the sale (from where to where?) Demo the software (to what end?) Help them understand our value (why?) Good Objectives Have Pat Morello, the business sponsor, verbally confirm that we understand their requirements Work through the cost of their production inefficiencies today to get Helen Hastings from the finance committee, to describe the daily cost of inaction. Mitch Boyle to confirm the business pressure that underlines the fact that security and performance are key decision criteria. Get agreement from Pat Morello to a Phase1 deployment to validate that our solution is a good fit for their requirements
  37. 37. ' The TAS Group 2014 UnderstandtheKeySalesVelocity Levers Knowyourcustomer EngageintheRIGHTdeals Plan yoursalescalls Four points to win more deals…
  38. 38. The Organizational Sales Velocity Problem
  39. 39. ' The TAS Group 2014 Sales Process Drives High Performers * High Performers are companies where more than 75% of sales team makes quota. All data on this slide ' The TAS Group, Dealmaker Index Study 2013, n=750 Predictable Business DefinedSalesProcess? and 30% 40% 50% 60% 70% %CompanieswithadefinedSalesProcess High Performers* Good Performers Medium Performers Poor Performers Accurate Accurate Inaccurate Inaccurate 0% 20% 40% 60% 80% 100% No Sales Process Defined Process SalesProcessImprovesForecastAccuracy200% 40%NO 60%YES
  40. 40. ' The TAS Group 2014 of reps can access key players 54% Only of companies do not have a defined Sales Process 40% of sales reps are good at uncovering customers problems 61% Are you working each deal the right way? of reps are good at opportunity qualification 59% Only
  41. 41. Win the Deals You’re Working

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