The document outlines strategies for managing sales in a challenging economy, emphasizing a solution selling approach that includes developing sales materials, training programs, and pipeline analysis to identify and close gaps in sales efficiency. Key principles such as understanding customer pain, establishing vision and value, and coaching sales skills are discussed, along with detailed metrics for tracking sales processes and performance. Additionally, it highlights the importance of maintaining strong customer relationships and adapting to shifts in buyer concerns throughout the sales cycle.

1. Cv Servicios
• Solution Selling
Carlos Brandt.

2. Cv Servicios
Managing our sales in a downturn economy
– Develop sales materials and collaterals aligned with solution selling approach.
– Develop a training program involving regular and on-the-job learning.
– Increase the chances of winning opportunities
• Use the Pipeline Analysis Worksheet to identify gap.
• Create a plan to close the gap if one exists.
• Develop a plan to win opportunities
– Increase proficiency of the salespeople
• Support salespeople when they take back proposals over 30 days old
• Identify selling problems (Skills and Process)
• Apply coaching for action
– Increase their own productivity
• Manage by exception
– Build a more productive pipeline
• Anticipate and avoid shortfalls
• Provide follow-up education to reinforce sales process concepts and job aids
– Increase forecasting accuracy
– Define and measure sales key performance indicators.

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When selling in periods of slower
economic growth, it is especially
important to understand the
typical buying phases of
customers
The principal concerns for the
customers across the buying
cycle include Needs, Solution,
Alternative, Cost and Risk
These concerns change in
importance as the buyer
progresses across the 3 buying
phases
Selling in today’s Economy

4. Cv Servicios
The Cycle of Managing the Sales Business
Identify
Skill Issue
Analyze
Opportunity
Analyze
Pipeline
Coach Skill
Issue
Coach
Opportunity
Update
Database
Follow-up
C
O
A
C
H
D
I
A
G
N
O
S
E
Management
by exception

5. Cv Servicios
Pipeline Milestones and Opportunity
Review Checklist
Competitive Strategy: ____________________  Opportunity Assessment conducted supports strategy
Plan  Identify potential opportunity
T-0%  Territory, Account or Opportunity Plan
Create
 Identify potential beneficiary
 Stimulate interest
 Get pain admitted
 Confirm dialogue and agree upon next steps
 Name and title of potential beneficiary
 Business development approach and job aids used
 Pain articulated by beneficiary
Lead Letter sent and content agreed upon
S-10%  Lead Letter
Qualify
 Diagnose admitted pain of Sponsor
 Create or reengineer vision with Sponsor
 Gain agreement to explore further
 Negotiate access to Power
 Confirm dialogue & agree upon next steps
 Pain articulated by potential Sponsor
 Differentiated vision and value articulated by Sponsor
 Power Sponsor’s name and title
 Sponsor Letter sent and content agreed upon
D-25%  Sponsor Letter
Develop
 Diagnose admitted pain of Power Sponsor
 Create or reengineer vision for potential Power Sponsor
 Gain agreement to explore further
 Determine evaluation criteria
 Propose a plan of next steps
 Confirm dialogue & agree upon plan of next steps
 Pain articulated by potential Power Sponsor
 Differentiated vision and value articulated by Power
 Power Sponsor Letter & draft Evaluation Plan sent
 Evaluation Plan modified or agreed upon
C-50%  Evaluation Plan
Prove
 Begin execution of next steps
 Present preliminary solution
 Prove capabilities (O/T/F)
 Conduct review of proposal
 Ask for the business
 Issue proposal (decision due) *
 Receive verbal approval
 First step accomplished (Go/No Go Step Letter)
 Audience, date and time of pre-proposal review
 Who was asked? What was their response?
 Who gave approval? What was their indication?
B-75%  Verbal approval received
Negotiate
 Prepare for final negotiations
 Reach final agreement
 Negotiating Worksheet and Get-Give List
 Who? What is agreed upon?
A-90%  Terms and conditions agreed upon
Close  Get necessary documents signed
W-100%  Documents signed

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Two Key Pipeline Metrics:
Volume and Speed
Focus on Volume
Is there enough
business in the
pipeline
to produce the revenue
needed?

7. Cv Servicios
Two Key Pipeline Metrics:
Volume and Speed
Focus on Speed
Are all opportunities
moving through the
pipeline at a speed that
will produce enough
revenue?

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Pipeline Milestones Revisited
Using Win Odds to Calculate Potential Yield
Win
Odds
Code
Sales
Process Step
Verifiable Outcomes
Plan
0% T  Territory / Account / Opportunity Plan
Create
10% S  Lead Letter
Qualify
25% D  Sponsor Letter
Develop
50% C  Evaluation Plan
Prove
75% B  Verbal approval
Negotiate
90% A  Terms and Conditions agreed upon
Close
100% W  Signed documents
Negotiate
Qualify
Develop
Prove
Create
Close
Plan

9. Cv Servicios
Pipeline Report (Including Yield)
Sales Process Step Completed with Corresponding Win Odd (%) Attained
Date:
Create Qualify Develop Prove Negotiate Close July 1st
10% 25% 50% 75% 90% 100%
Pipeline
Total
Rep Quota $K # $K # $K # $K # $K # $K # $K #
Pedro $500K 550 8 100 2 50 1 40 1 60 1 50 1 850 14
Wagne
r
$750K 450 10 550 7 200 4 50 1 100 2 80 2 1,430 26
Celio $625M 250 3 150 2 50 1 50 1 60 1 180 3 740 11
David $625K 150 2 150 2 150 4 120 2 40 1 60 1 670 12
Fabio $500K 600 10 300 5 130 2 50 1 80 2 120 2 1,280 22
Caloi $ 500K 250 3 50 1 40 1 50 1 120 2 70 1 580 9
Gomez $ 750K 50 1 150 3 50 1 0 0 70 1 120 2 440 8
Felipe $ 750K 200 3 150 4 40 1 0 0 40 1 30 1 460 10
Total $5M 2,500 40 1,600 26 710 15 360 7 570 11 710 13 6,450 112
Yield 250 400 355 270 513 710 2,498

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Solution Selling Principles
SALE = Pain x Vision x Value x Power x Control
• No pain, no change
• Pain flows throughout the entire organization
• Diagnose before you prescribe
• There are three levels of buyer need
• There are two types of opportunities – Looking and Not Looking
• Get there first, set the requirements, and make yourself Column A
• You can’t sell to someone who can’t buy
• Buyer’s concerns shift over time.

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The Sales Process

12. Cv Servicios
Building
the
Vision

13. Cv Servicios
Strength of Sale Check
Worksheet
PAIN SCALE
Customer:
__________
Opportunity:
__________
Date Updated:
__________
0 No identification of need or pain by customer
1 Salesperson assumes Sponsor’s needs
2 Sponsor admits needs
3 Sponsor admits reasons / symptoms for pain
4 Sponsor admits pain
5 Salesperson documents pain, Sponsor agrees
6 Salesperson assumes Power Sponsor’s needs
7 Power Sponsor admits needs
8 Power admits reasons / symptoms for pain
9 Power Sponsor admits pain
10 Salesperson documents pain, Power agrees
POWER SCALE
0 Power Sponsor not identified
1 Decision process revealed by Sponsor
2 Potential Power Sponsor identified
3
Bargain for access to Power agreed by
Sponsor
4 Access to Power Sponsor achieved
5 Buying and decision processes confirmed
6 Power Sponsor agreed to explore further
7 Power Sponsor agreed to Evaluation Plan
8 Power Sponsor agreed to proposal content
9 Power Sponsor provided verbal approval
10 Power approved/provided contract signature
VISION SCALE VALUE SCALE CONTROL SCALE
0 No vision or competitive vision established 0 Customer explores solution, value not identified 0 No follow-up documentation of client conversations
1 Vision for Sponsor created in product terms 1
Salesperson identifies customer value
proposition 1 Lead Letter (email) sent
2 Vision for Sponsor created in situational terms 2 Customer agrees to explore the value proposition 2 Lead Letter (email) agreed upon or modified
3 Differentiated vision created with Sponsor 3 Value discovered associated with Pain 3 Sponsor Letter (email) sent
4 Differentiated vision documented to Sponsor 4 Value discovered associated with Vision 4 Sponsor Letter (email) agree upon or modified
5 Documentation agreed to by Sponsor 5 Customer confirms or modifies potential value 5 Seller gained agreement to pre-proposal review
6 Vision for Power created in product terms 6
Additional beneficiaries included in value
potential 6
Power Sponsor Letter (email) & Evaluation Plan
sent
7 Vision for Power created in situational terms 7 Value analysis conducted – driven by salesperson 7 Letter and Evaluation Plan agree upon or modified
8 Differentiated vision created with Power 8 Value analysis conducted – driven by customer 8 First Go-No Go Step completed
9 Differentiated vision documented to Power 9 Value analysis conducted – jointly produced 9 Pre-proposal review conducted
10 Documentation agreed to by Power 10 Value of solution meets decision criteria 10 Evaluation Plan completed
Pain
10
0 0
0 0
0
Power Control
Vision Value

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Strength of Sale Check
PAIN SCALE
Customer:
Rocket
Opportunity:
Database
Date Updated:
Feb 17
_____
0 No identification of need or pain by customer
1 Salesperson assumes Sponsor’s needs
2 Sponsor admits needs
3 Sponsor admits reasons / symptoms for pain
4 Sponsor admits pain
5 Salesperson documents pain, Sponsor agrees
6 Salesperson assumes Power Sponsor’s needs
7 Power Sponsor admits needs
8 Power admits reasons / symptoms for pain
9 Power Sponsor admits pain
10 Salesperson documents pain, Power agrees
POWER SCALE
0 Power Sponsor not identified
1 Decision process revealed by Sponsor
2 Potential Power Sponsor identified
3
Bargain for access to Power agreed by
Sponsor
4 Access to Power Sponsor achieved
5 Buying and decision processes confirmed
6 Power Sponsor agreed to explore further
7 Power Sponsor agreed to Evaluation Plan
8 Power Sponsor agreed to proposal content
9 Power Sponsor provided verbal approval
10 Power approved/provided contract signature
VISION SCALE VALUE SCALE CONTROL SCALE
0 No vision or competitive vision established 0 Customer explores solution, value not identified 0
No follow-up documentation of client
conversations
1 Vision for Sponsor created in product terms 1
Salesperson identifies customer value
proposition 1 Lead Letter (email) sent
2 Vision for Sponsor created in situational terms 2 Customer agrees to explore the value proposition 2 Lead Letter (email) agreed upon or modified
3 Differentiated vision created with Sponsor 3 Value discovered associated with Pain 3 Sponsor Letter (email) sent
4 Differentiated vision documented to Sponsor 4 Value discovered associated with Vision 4 Sponsor Letter (email) agree upon or modified
5 Documentation agreed to by Sponsor 5 Customer confirms or modifies potential value 5 Seller gained agreement to pre-proposal review
6 Vision for Power created in product terms 6
Additional beneficiaries included in value
potential 6
Power Sponsor Letter (email) & Evaluation Plan
sent
7 Vision for Power created in situational terms 7
Value analysis conducted – driven by
salesperson 7 Letter and Evaluation Plan agree upon or modified
8 Differentiated vision created with Power 8 Value analysis conducted – driven by customer 8 First Go-No Go Step completed
9 Differentiated vision documented to Power 9 Value analysis conducted – jointly produced 9 Pre-proposal review conducted
10 Documentation agreed to by Power 10 Value of solution meets decision criteria 10 Evaluation Plan completed
Pain
10
0 0
0 0
0
Power Control
Vision Value

15. Cv Servicios
Identify and Coach Skill Issue in the Selling Process
Selling
Skills
Key
Evidence
Negotiating and
Closing
Process Control
Need Development
(Power Sponsor)
Need Development
(Sponsor)
Prospecting
Qualification
Lead Letter
Sponsor Letter
Power Sponsor
Letter &
Evaluation Plan
Evaluation Plan
(Go/No Go Events)
Negotiating
Worksheet
Close
Create
Qualify
Develop
Prove
Negotiate

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GRAF Coaching Model
REASONS
ACTION
Commit to a joint
plan of ACTION to
address the GAP (What will
be accomplished to remedy)
Understand / acknowledge
the REASONS for
the GAP (Reasons why
the gap exists)
FOLLOW-UP
FOLLOW-UP to
ensure that the
ACTIONS were
satisfactorily completed
(Determine if the GAP
has been addressed)
GAP
Understand / acknowledge
the GAP between what is
wanted or expected and
the reality of the situation
(Admit the Pain)

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Integration of knowledge, skills and desire
“Creating a habit requires work in
all three areas…
it is sometimes a painful process.
It’s a change motivated by a
higher purpose, by the willingness
to subordinate what you think you
want now for what you want later.”
SKILLS
(How to)
DESIRE
(Want to)
KNOWLEDGE
(What to do, why to)
HABITS
People with right Attitude

18. Cv Servicios
How to create and sustain a
high performance sales culture
that keeps the customer in the
center of attention
Solution Selling