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Frédéric Esbert - Copyright 2014
March 2014
Improving a B2B sales campaign
Frédéric Esbert - Copyright 2014
« The nicest thing about not planning
is that
failure comes as a complete surprise
and is...
Frédéric Esbert - Copyright 2014
Business Drivers
 Financial pressure
 Operational pressure
 Competition & Partners
Bus...
Frédéric Esbert - Copyright 2014
Recognized business value
 Unique Business value specific to the customer business drive...
Frédéric Esbert - Copyright 2014
When is a supplier really involved? 5
Issue assessment
Objectives definition
Project Init...
Frédéric Esbert - Copyright 2014
Where are you going?
 Long range goal
 Visionary
 Defining the relationship
Starting b...
Frédéric Esbert - Copyright 2014
Understanding the decision process 7
?
Compelling?
Project milestones
No
Yes
Project stak...
Frédéric Esbert - Copyright 2014
Decision makers
 Belong to the political structure and inner circle
Influencers
 As opp...
Frédéric Esbert - Copyright 2014
Managing relationship with the key stakeholders! 9
CoverageRole in the decision making pr...
Frédéric Esbert - Copyright 2014
Defining the sales strategy and staying on course 10
« The Key in Victory is not in defea...
Frédéric Esbert - Copyright 2014
Example of Project milestones
Defining actions for each key milestone
 What is the targe...
Frédéric Esbert - Copyright 2014
Developing comprehensive Tactics
compliant with selected strategy
 Prove value
 Retriev...
Frédéric Esbert - Copyright 2014
Running a successful sales campaign
Conclusion 13
Compelling
business
drivers
Decision ma...
Thank you
Frédéric Esbert - Copyright 2014
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Improving a B2B sales campaign

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Improving a B2B sales campaign

  1. 1. Frédéric Esbert - Copyright 2014 March 2014 Improving a B2B sales campaign
  2. 2. Frédéric Esbert - Copyright 2014 « The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression » John Preston (Boston College) Introduction 2
  3. 3. Frédéric Esbert - Copyright 2014 Business Drivers  Financial pressure  Operational pressure  Competition & Partners Business initiatives  Projects, programs & plans to address business drivers What drives a customer project? 3 Business drivers Business initiative Critical Success Factors Compelling event  Has an economic owner, a defined date and is a direct response to a pressure which would cause a real pain Critical Success factors  What is needed to ensure the success of the initiative No Compelling?
  4. 4. Frédéric Esbert - Copyright 2014 Recognized business value  Unique Business value specific to the customer business drivers People’s Agendas  Professional agenda  Defines success for an individual in their specific role or title  Driven by business logic  Personal agenda  Defines why success in their professional agenda is important to them  Driven by emotional fulfillment, personal vision advancement, and the need for meaningful achievement What drives a customer decision? 4 Professional Agenda PersonalAgenda LOGIC EMOTION Low Credibility Sales Traction Low Interest Low Involvement Decision makers & influencers Addressing the customer business drivers & critical success factors Superior and measurable business outcome Committed time and resources according to the customer expectations
  5. 5. Frédéric Esbert - Copyright 2014 When is a supplier really involved? 5 Issue assessment Objectives definition Project Initiation Solutions evaluation Proof of Concept Negotiation and Selection Implementation Results assessment AccountDecisionProcess Vendor Credible Source Problem Solver Trusted Advisor Supplier involvement Key to successful sales campaigns Key to customer satisfaction and recurrent sales
  6. 6. Frédéric Esbert - Copyright 2014 Where are you going?  Long range goal  Visionary  Defining the relationship Starting by defining the sales goal ! 6 What has to be known? Opportunity assessment Compelling event Inner Circle Profile Objective What must be done? Specific Measurable Time bound Strategy How to achieve the objective? The route to the objective against competition Tactics What specific actions? Linked to the strategy Individual, flexible and dynamic
  7. 7. Frédéric Esbert - Copyright 2014 Understanding the decision process 7 ? Compelling? Project milestones No Yes Project stakeholders Organisation chart Business drivers Business objectives Business initiative Project Competition
  8. 8. Frédéric Esbert - Copyright 2014 Decision makers  Belong to the political structure and inner circle Influencers  As opposed to rank or authority, influence flows in not-traditional directions Understanding the decision map 8 Wonder Political structure Inner circle Influence Rank Watch Authority Influence Project Stakeholders
  9. 9. Frédéric Esbert - Copyright 2014 Managing relationship with the key stakeholders! 9 CoverageRole in the decision making process Relationship Relationship strategy Peaceful coexistence Clear-up misperceptions Agree to disagree Ask for help Make it EASY Don’t forget “Quid pro Quo” Understand & Demonstrate Build TRUST Don’t let emotion interfere
  10. 10. Frédéric Esbert - Copyright 2014 Defining the sales strategy and staying on course 10 « The Key in Victory is not in defeating the Enemy, but in defeating the Enemy’s Strategy » Sun Tzu – « The Art of War » Start Frontal Flanking Fragment Defend Delay Exit Exit N Y N N N N N N Y Y Y Y Y Y New comers Compelling event? Can compete? 3 to 1 recognized advantage? Can change buying criteria? Can address project subset? Anything to protect? Can address needs in future?
  11. 11. Frédéric Esbert - Copyright 2014 Example of Project milestones Defining actions for each key milestone  What is the target for this milestone?  SMART and compliant with the selected strategy  What actions are needed to achieve the target?  Ownership  Internal & external resources  Time and sequence  Who should be addressed and how?  Stakeholders depending on profile, agendas & level of relationship  Partners, competitors Planning and executing a structured sales campaign 11 Customer initiative Internal Study POC RFI Internal report RFP Lab Trial DecisionInternal report Time Milestone Target Action People
  12. 12. Frédéric Esbert - Copyright 2014 Developing comprehensive Tactics compliant with selected strategy  Prove value  Retrieve missing information  Isolate against competition  Minimize weaknesses  Emphasize strengths Selecting the right actions 12
  13. 13. Frédéric Esbert - Copyright 2014 Running a successful sales campaign Conclusion 13 Compelling business drivers Decision map & influence paths Competition strategy & action plan Sales strategy Structured action plan Customer’s initiative Sales Opportunity assessment Professional & personal agendas
  14. 14. Thank you Frédéric Esbert - Copyright 2014

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