Itex Solutions Selling With Short Sales Cycles


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Here\'s an old presentation on solution selling and shortening sales cycles from ITEX in 2008. I like the part near the end about convergent and divergent demand. Check it out.

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  • How many people feel like we are in the middle of an information explosion? (If you have opened your email recently, you know exactly what I mean!) It ’s no wonder. An average week-day edition of a metropolitan daily newspaper contains more information than a person from the 17th century would be exposed to in a lifetime. More information has been generated in the last decade than in the previous 5000 years and general information doubles every 2½. For all those net-surfers - in 1995 their were 31 million pages you could view. By the end of this year it is estimated there will be as many pages on the internet as there are inhabitants on our planet. We know that information is the currency of business. We are in an information economy. The question then, is how do we make sense of all this information?
  • The way we make sense of all this information is with documents. Documents transform information into usable knowledge and are critical to the success of any organization. Documents are found in various paper and digital formats: paper files, Word documents, spreadsheets, Presentations, emails. Even the internet is simply a collection of documents. If you think about it, the collective knowledge of your organization is contained in your documents. Successful management of these documents is essential to your organization ’s success. Documents are the key vehicles by which information is transferred in, around and out of your office. We have found that when we can optimize the flow of these documents, we can have a tremendous positive impact and increase profits, improve competitive advantage, enhance client satisfaction and even lower liability.
  • We know that documents are critically important to an organization when we examine the cost of creating, distributing and storing documents. Studies show that on average, 5% of a company ’ s annual revenue goes to cover document costs. Some industries like financial services and healthcare are double that figure. That means on average a $10 million dollar business will spend half a million dollars this year alone on document costs. Another way to get your mind around the cost of documents is to consider that document cost per office employee. The average cost per week per office employee is $230. That works out to about $15,000 a year!
  • When they dug deeper in the spreadsheets they found that only 10% of the cost of a document is related to the hardware. 28% of the cost is based on the time it takes to produce the documents inside business processes. Now I know that sounds like the biggest piece of consulting fluff you ’ ve ever heard. So let me clear the issue up. By a show of hands how many of you have put together a sales order in your organization (OR sub correct vertical market here). I rest my case. It doesn ’ t matter if you are selling office equipment, selling cars, selling real estate, trying lawsuits, treating patients or originating mortgages. Every industry has its processes that are choked in paper. And as a result nearly half of the cost of managing documents is related to the storage, the retrieval, the recreation of lost documents, compliance, security and the list goes on …
  • The bad news is that things are not getting any better. Pages per employee increasing at 10% per year Graphical content increasing Use of color increasing Printing is 80% of document output
  • The good news is that there are two strategies that can simultaneously optimize the flow of information and lower costs. The first strategy is focused on the hard cost of output. Our print optimization service examines the flow of documents through your output devices like printers, copiers and fax machines. We seek to direct the correct output to the correct device ensuring the highest productivity and the lowest total cost of ownership. A recent IDC study revealed that organizations that optimize their print output can save 8 to 42 percent on their printing costs. Our Workflow Optimization service looks at the flow of information through your core business processes. We seek to employ common, easy-to-use technologies to streamline the flow of information through your processes. Our experience has been that not only can we reduce overhead expenses, we are also often able to add substantial value with returns like improved competitive advantage, enhanced customer service, stronger compliance and even reduced risk. My question to you is which of these two ideas do you feel would be best to implement in your organization immediately?
  • Our Document Workflow Analysis starts with a brief 20 minute survey of your key business process. Our goal is to get a 30,000 foot view of your business to see if there are areas where we may be able to add value. We ’ll look for areas where we can make an impact with cost reduction and improved productivity. We’ll also consider other value added areas of customer service, competitive advantage, regulatory compliance and risk reduction. I ’m curious, what challenges are you facing in your business today? From the time the (process starts) until (process finishes) what happens?
  • Itex Solutions Selling With Short Sales Cycles

    1. 1. Getting Copier Sales Reps to Sell Solutions (With shorter sales cycles) Darrell Amy Dealer Marketing Systems©2008, Dealer Marketing Systems
    2. 2. What Challenges are You Facing? • Attention (How do we get people to talk to us?) • Profitability (How do we make money?) • Differentiation (What makes us different?)©2008, Dealer Marketing Systems
    3. 3. Outline • An Evolving Value Proposition • An Evolving Decision Maker • An Evolving Sales Person©2008, Dealer Marketing Systems
    4. 4. What is a Solution?©2008, Dealer Marketing Systems
    5. 5. Software =©2008, Dealer Marketing Systems
    6. 6. Solution =©2008, Dealer Marketing Systems
    7. 7. What is a Solution? The Application of Knowledge & Technology to: – solve a Business Problem – improve a Business Process – create a Business Opportunity – reduce Risk©2008, Dealer Marketing Systems
    8. 8. An Evolving Value Proposition What Business Are We In?©2008, Dealer Marketing Systems
    9. 9. “Documents are the key vehicles by which information flows through business processes.” Darrell Amy©2008, Dealer Marketing Systems
    10. 10. What is Important to Business Owners? • Increase Profits • Improve Competitive Advantage • Enhance Customer Service • Ensure Regulatory Compliance • Reduce Risk©2008, Dealer Marketing Systems
    11. 11. The Value Proposition How Do Document Solutions Add Value?©2008, Dealer Marketing Systems
    12. 12. The Information Explosion Information Doubles Every 2.5 Years©2008, Dealer Marketing Systems
    13. 13. The Importance of Documents Documents transform INFORMATION into KNOWLEDGE The collective knowledge of your organization is contained in documents. Documents (paper + digital) are the vehicles by which information flows through business processes.©2008, Dealer Marketing Systems
    14. 14. The Cost of Documents Document Costs as a Percentage of Total Revenue Highest 12% Healthcare Legal Financial Services Median 5.99% Data from ALL Associates©2008, Dealer Marketing Systems
    15. 15. The Total Cost of Documents Hard Costs Document Management 10% IT Support 47% 5% Infrastructure 5% Admin/Purchasing 5% End User Document Production 28%©2008, Dealer Marketing Systems
    16. 16. Document Trends • Information is Doubling every 2.5 Years • Pages per Employee Increasing at over 10% per year • Use of Color and Graphical Content is Increasing • Printing is 80% of document output©2008, Dealer Marketing Systems
    17. 17. Document Optimization Strategies INFORMATION FLOW -OUTPUT- -INPUT- Print Workflow Optimization Optimization Direct output to the correct device Streamline the flow of information COSTS©2008, Dealer Marketing Systems
    18. 18. Workflow Assessment Target Improvements • Cost Reduction • Enhance Productivity • Improved Customer Satisfaction • Increased Competitive Advantage • Consistent Regulatory Compliance • Risk Reduction©2008, Dealer Marketing Systems
    19. 19. An Evolving Decision Maker©2008, Dealer Marketing Systems
    20. 20. Product Adoption Cycle Geoffrey Moore, Crossing the Chasm©2008, Dealer Marketing Systems
    21. 21. The Innovators Early Adopters • High Expectations • Love Technology • Risk Taking • Confident in their Abilities • Lone Rangers • Leaders©2008, Dealer Marketing Systems
    22. 22. The Pragmatists Early Majority • Conservative Expectations • Skeptical • Practical Managers • Incremental Improvement • Service Oriented • Reference their Peers • Like to see Competition©2008, Dealer Marketing Systems
    23. 23. An Evolving Sales Person©2008, Dealer Marketing Systems
    24. 24. The New Skill Set: Creating Divergent Demand Concurrent Sale Divergent Sale • Defined Buying Process • No Defined Buying Process • Create Concurrent • Create New Demand Demand – Finding Points of Pain 1. More Copiers – Process Analysis 2. Cheaper Copiers – Creating Vision for a Solution – Selling to C-Level 3. Better Copiers Facilities Level Sale C-Level Sale Marc Miller, Selling is Dead©2008, Dealer Marketing Systems
    25. 25. Skills Development©2008, Dealer Marketing Systems
    26. 26. “Stop trying to find technical people who can sell and start developing business people who can sell.” Marc Miller Selling is Dead©2008, Dealer Marketing Systems
    27. 27. Structure Options Integrated Sales Force Separate Sales Forces Sales Rep Hardware Sales Solution Specialist Solution Sales©2008, Dealer Marketing Systems
    28. 28. The Importance of an Integrated Sales Force • Sales Reps – Demand Generation • Convergent • Divergent • Specialists – Divergent Demand Fulfillment©2008, Dealer Marketing Systems
    29. 29. Sales Rep Competencies  Articulate the Value Proposition  Recognize Opportunity  Establish Value  Present and Close Solutions Proposals Training • Vertical Market Issues • Software OverviewBroker between Business Problems and • Sales Skills Document Solutions©2008, Dealer Marketing Systems
    30. 30. Solutions Specialist Competencies  Product Knowledge  Hardware/Software  Business Process Analysis  Print Optimization  Workflow Optimization  Solution Architecture  Project Management Training:  Set and manage client expectations • Workflow Analysis  Statement of Work • Print Optimization  Change Orders • CDIA+ • Software Vendor Training • Project Management©2008, Dealer Marketing Systems
    31. 31. Recruiting Sales Reps Solution “Business People Who Can Specialists Sell” “Technical People Who Can Solve Problems” • Business Acumen • Technical Aptitude – Business School • Problem Solvers – Business Experience • Sales Motivation©2008, Dealer Marketing Systems
    32. 32. Take Away Points • You are in the document business April 3-4 | Orlando, • Documents drive FL business processes • You help business owners achieve their objectives • Ask about the process©2008, Dealer Marketing Systems