This document provides an overview of a workshop aimed at helping salespeople become trusted advisors by building value propositions for customers. The workshop will help attendees understand customers' key business issues and drivers by asking impactful questions. It will teach how to focus on relevant business drivers and communicate the value of solutions. The agenda includes sessions on the evolution of selling, understanding business drivers, building elevator pitches and complex value propositions, and using creativity. The document discusses trends driving changes in business-to-business relationships and emphasizes the need for consultative, enterprise-level relationships over transactional ones.
Better Bidding for Facilities Management Contractschrisdpayne
These slides accompany our online webinar on 'Managing complex bids for facilities management and other support service opportunities'. To attend one of our webinars free of charge, visit our website at www.cssconsultancy.com and register.
In the past, selling offered high rewards to those with the energy to sell hard and the tactics to close deals. In the new era, it will offer even greater bounty to those who can sell smart and understand and implement strategies for creating customer value.
Describes about the Key Account Management as a Manager's Capability.
Inferences from the Research paper of Björn S. Ivensa, Alexander Leischnigb,
Catherine Pardoc, Barbara Niersbachd
Using Goals, Goal Metrics and Rollup Queries in Microsoft Dynamics CRM 2011C5 Insight
The Dynamics CRM 2011 Goals feature makes it easy to set business Goals, assign Goals to individual teams or employees, and track and measure results against your targets. This presentation will show you how to create, assign, track and measure Goals in Dynamics CRM 2011 and Online.
Better Bidding for Facilities Management Contractschrisdpayne
These slides accompany our online webinar on 'Managing complex bids for facilities management and other support service opportunities'. To attend one of our webinars free of charge, visit our website at www.cssconsultancy.com and register.
In the past, selling offered high rewards to those with the energy to sell hard and the tactics to close deals. In the new era, it will offer even greater bounty to those who can sell smart and understand and implement strategies for creating customer value.
Describes about the Key Account Management as a Manager's Capability.
Inferences from the Research paper of Björn S. Ivensa, Alexander Leischnigb,
Catherine Pardoc, Barbara Niersbachd
Using Goals, Goal Metrics and Rollup Queries in Microsoft Dynamics CRM 2011C5 Insight
The Dynamics CRM 2011 Goals feature makes it easy to set business Goals, assign Goals to individual teams or employees, and track and measure results against your targets. This presentation will show you how to create, assign, track and measure Goals in Dynamics CRM 2011 and Online.
Winning Complex Sales With an Intentional StrategyRichardson
As the buying journey has become more complex, dynamic, and iterative, sales professionals often find themselves in a daily state of crisis — reacting to customer changes and competitor moves.
This presentation explores why sales professionals must not only engage in customer-centric activities that add real value, but they must also navigate and anticipate the constant changes taking place for their buyers and help lead them through the buying process.
This presentation will cover the following:
1. Understanding how and why the buying process has changed and the imperative this change has created for sales professional's to think and act differently to compete today
2. Recognizing and influencing the critical factors buyers consider today in every buying decision
3. Utilizing Richardson's Momentum Methodology to assess position, create the right intentional and proactive strategy to differentiate, and execute with precision to drive the sale to close
Website: www.alibaba520.net welcome world friends exchange!tanwenqi
Key customers how to sell (English Ppt 79 pages)
Website: www.alibaba520.net welcome world friends exchange!
EMAIL: 543953380@qq.com DELHI Business PPT, let your sales proposal for a
Arrow Through the Eye
Barbara Canning Brown set the tone and direction for customer marketing and it was a big shift from the program driven approach currently in place. She brought in Charles de Gruchy to support an analytics strategy more consistent with market. Her approach was simple -- identify and manage customer value and segment and customize consistent with investment return. And, it worked!
A strategic view of service provider relationships: How to realise value in c...3gamma
Today’s CIOs view IT outsourcing as a strategic tool and no longer only as a means for cost-takeout. 3gamma’s research shows that a majority of IT organisations already have, or are in the process of, entering into second and third generation outsourcing deals. However, to leverage the benefits of specialised capabilities, it is crucial to nurture and manage positive and mutually beneficial relationships. To do this, IT organisations need to take a strategic view on the vendor. They need to identify selected strategic vendor relationships and invest in these to ensure operational efficiency and long-term strategic alignment.
"A strong market orientation does not occurs by mere proclamation. To attain a strong orientation, a business needs to adopt a market-based management philosophy. This means implementing a process for tracking market performance and restructuring an organization around market rather than products or factories and creating employee culture that is responsive to customers and changing market condition." -Robert J. Best
This is an overview of a 3day learning programme created for the progressive consultancy Raison d'Etre to holistically and authentically approach the development of sales skills across their global spa teams.
Winning Complex Sales With an Intentional StrategyRichardson
As the buying journey has become more complex, dynamic, and iterative, sales professionals often find themselves in a daily state of crisis — reacting to customer changes and competitor moves.
This presentation explores why sales professionals must not only engage in customer-centric activities that add real value, but they must also navigate and anticipate the constant changes taking place for their buyers and help lead them through the buying process.
This presentation will cover the following:
1. Understanding how and why the buying process has changed and the imperative this change has created for sales professional's to think and act differently to compete today
2. Recognizing and influencing the critical factors buyers consider today in every buying decision
3. Utilizing Richardson's Momentum Methodology to assess position, create the right intentional and proactive strategy to differentiate, and execute with precision to drive the sale to close
Website: www.alibaba520.net welcome world friends exchange!tanwenqi
Key customers how to sell (English Ppt 79 pages)
Website: www.alibaba520.net welcome world friends exchange!
EMAIL: 543953380@qq.com DELHI Business PPT, let your sales proposal for a
Arrow Through the Eye
Barbara Canning Brown set the tone and direction for customer marketing and it was a big shift from the program driven approach currently in place. She brought in Charles de Gruchy to support an analytics strategy more consistent with market. Her approach was simple -- identify and manage customer value and segment and customize consistent with investment return. And, it worked!
A strategic view of service provider relationships: How to realise value in c...3gamma
Today’s CIOs view IT outsourcing as a strategic tool and no longer only as a means for cost-takeout. 3gamma’s research shows that a majority of IT organisations already have, or are in the process of, entering into second and third generation outsourcing deals. However, to leverage the benefits of specialised capabilities, it is crucial to nurture and manage positive and mutually beneficial relationships. To do this, IT organisations need to take a strategic view on the vendor. They need to identify selected strategic vendor relationships and invest in these to ensure operational efficiency and long-term strategic alignment.
"A strong market orientation does not occurs by mere proclamation. To attain a strong orientation, a business needs to adopt a market-based management philosophy. This means implementing a process for tracking market performance and restructuring an organization around market rather than products or factories and creating employee culture that is responsive to customers and changing market condition." -Robert J. Best
This is an overview of a 3day learning programme created for the progressive consultancy Raison d'Etre to holistically and authentically approach the development of sales skills across their global spa teams.
Aquent/AMA Webcast: How User Centered Web Design Techniques Enhance Online Ma...Aquent
When a search engine giant such as Google has a large usability department, you can be assured that user experience is vital to
online and offline marketing. This webcast session will debunk the myth that search engine marketing "tricks" search engines.
Whether you are part of software development team, web designer interested in accessibility and usability, concerned about mobile
design, or simply trying to fortify search marketing campaigns, this webcast is designed to offer you actionable recommendations,
tools, and heuristics to give you the competitive edge.
The Mediabrain - the impact of the reader-magazine relationship proven by bra...Researchblog
A study by Sanoma Media and Neurensics about magazine engagement, using the MRI scanner. This is the presentation of the FIPP Research Forum 2011, where it was awarded as best innovation in magazine research.
Mail dennis.hoogervorst@sanomamedia.nl for more information.
Neuromarketing and Content: How to Connect Directly to Visitors' BrainsOrbit Media Studios
Call it neuromarketing. Call it behavioral economics. Call it Jedi mind tricks. Whatever you call it: brain science and marketing go together. And anyone can learn how to do it.
In this presentation, we’ll review the research, case studies and web marketing tactics that work with natural, human behavioral tendencies.
- Herds, halos and the science of social proof
- Context, contrast and color
- Fear, loss and scarcity
- Eye tracking, color and visual prominence
- Writing copy for busy minds
We'll reveal secrets of the brain, behavior and marketing on the web. If there are humans in your target audience, this presentation is for you.
Transform Your Sales Playbooks with Brain ScienceVeelo
Learn how enablement technology and a sprinkle of brain science can help transform sales playbooks into dynamic sources of information to help your sales team stay on message and better position, qualify and sell.
Technology isn’t the only breakthrough science of modern marketing. Neuromarketing – the science behind human decision is helping marketing and sales teams improve their content to “push the mental buy button” of their prospects. This engaging session covered the principles of Neuromarketing and how to apply them to your overall content strategy and lead nurture programs.
This was the keynote presentation by David Lewis, CEO at DemandGen International at "The Content Marketing Forum" hosted by SoCal BMA, August 6, 2014, in Newport Beach, CA -- as part of 'The Leading Edge' signature executive event series.
Cost - Benefit Analysis & ROI of Sales Training in Brain Telecom. ltdMuhammad Shahid
This is a complete Cost-Benefit Analysis and ROI of the sales training that has delivered to the sales executives and officers to understand the way in which Brain Telecom use it.
Aquent/AMA Webcast: Marketing to Your Customer's BrainAquent
Our brains are hard-wired with preferences and behaviors that every marketer needs to understand. For years, Roger Dooley, Author and Founder of
Dooley Direct has been writing about how to use brain and behavior research to improve marketing, advertising, and sales process. In this webcast, Roger will talk about the latest neuromarketing research that will help you understand how to market directly to your customer's brain.
Neuromarketing: The Brain Science of Web MarketingWebVisions
Call it neuromarketing. Call it behavioral economics. Call it Jedi mind tricks. Whatever you call it: brain science and marketing go together. And anyone can learn how to do it.
In this presentation, Andy will review the research, the case studies and the specific web marketing tactics that work with natural, human behavioral tendencies.
• Herds, Halos and How to use Social Proof
• Calls to Action? Or Calls to Conform?
• Context, contrast and the power of priming
• Fear, Loss and Scarcity
• Eye tracking, Design and Busy Minds
We'll reveal secrets of marketing masters with specific examples of the relationship between the brain, behavior and marketing on the web. If there are humans in your target audience, this presentation is for you.
28 Kasım’da İstanbul’da Patrick Renvoise tarafından gerçekleştirilecek olan work-shop, müşterinin nasıl karar verdiğini bilimsel olarak inceleyen dünya çapında tek workshop olma özelliğini taşıyor
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
B2B Value - Your salespeople are leaving money on the tableClaus Aasholm
If your sales people only sell on price it is likely because they do not understand value. This slide set will help you understand what your customers value above and beyond product and service.
Cracking the C-Suite: Finding and Aligning with the Relevant Executive in 2010G3 Communications
Stephen J. Bistritz, Ed.D. author of the new book “Selling to the C-Suite.” Steve shares strategies on how to map an organization to determine the formal and informal power. He is joined by Dan McDade, President of PointClear, who shares recent success stories on using Multi-touch, Multi-media, Multi-cycle campaigns that Multiply Results and gain access to high level executives.
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
Strategies for Managing Sales Teams: How to find, select and compensate these...MaRS Discovery District
Hiring, managing and compensating effective salespeople is one of the biggest challenges faced by young companies, it can also be the area where most executives have the least experience and the most discomfort from a management perspective. This practical, experience based session will work through the importance of identifying, sourcing and hiring the right person for the needs of your business, considerations in managing them, and structuring compensation plans to incent the right results, and protecting the company's ability to turn a profit.
Helen Robert and Lynn Cameron, Managing Partners of TechEdge, and
Margo Crawford, President & CEO, Business Sherpa
How to Crack the C-Suite Code in 2010: Secrets for Selling to the TopLandslide Technologies
Leaders at the highest corporate levels don’t always avoid sales pitches—in fact, research shows that executives welcome them- provided the salesperson approaches them in the right way.
What is the correct way to approach a senior-level sales pitch?
Please join presenter Dr. Steve Bistritz, co-author of Selling to the C-Suite and President of SellXL, as he brings to life over 10 years of research revealing what C-Suite leaders in 500 diverse companies and government bodies said about their relationships with professional salespeople. This ground breaking research has been presented to thousands of salespeople at the SellXL workshop and in other venues, and has been used by sales professionals around the world to help close top dollar deals.
What Every Executive Wants You to Know About Successfully Selling to the TopMcGraw-Hill Professional
It’s the goal of every salesperson: getting access to senior client executives—the C-Level decision makers responsible for approving top-dollar deals. Selling to the C-Suite is the first book that reveals how to land those career-making sales in the words of CEOs themselves!
Building a sales force that can really sellPeter Gilbert
The type of person that you select as a salesperson is determined, not by your need to sell your product, but by the the type of buyer you are dealing with. Hiring the correct salespeople will determine your success.
Managing a sales force in recessionary conditions requires a radically different approach, and companies that fail, either react incorrectly, or too late.
8. What are the market forces that are driving radical change in business to business buying / selling relations?
9. What’s Driving Change? The usual suspects Commoditisation Competition Pricing pressure Capacity excess High selling costs Mergers & acquisitions . . and some newer ones The internet Consolidation of suppliers Continuous improvement instead of the RFP process
10. Four acquisition mega-trends supplier consolidation increased sophistication: new supplier segmentations superior economics of continuous improvement over RFP total lifetime cost concept
11. supplier consolidation higher stakes: “all or nothing” increased sophistication: new supplier segmentation customers box you in business chain value – not just solutions total lifetime cost concept enterprise commitment/action required – not just sales team superior economics of continuous improvement over RFP Consequences of purchasing trends
12. How do trends like these change the way that customers acquire products and services?
13. Hi Strategic or cost importance of supplier’s product Lo Hi Difficulty of substitution or of obtaining alternatives Supplier Segmentation Matrix Leverage size Partner Shop around Manage risk
14. What These Purchasing Trends Mean even complex services will be increasingly commoditised and bought transactionally customers are becoming ever smarter and more aggressive about capturing a bigger share of the value their suppliers create relationships that seemed protected and locked-in are being questioned and are under threat metrics driven, continuous improvement relationships have the best chance of resisting the new purchasing pressures new enterprise relationships are supplanting traditional major account relationships
15. Is this your sales conundrum? Consultative Most sales forces are in no-man’s land Too expensive to succeed transactionally Too lacking in resources and skills to succeed consultatively Too misaligned and understaffed to succeed in enterprise relationships No man’s land Transactional Enterprise
17. Pick Your Battlefield Carefully Where you and your organisation choose to fight your sales battle, will have a profound effect on the form, structure and nature of your value proposition.
18. Entry Sales - Return on Investment Productivity Strategic Value High Level 4 Business Value Level 3 Chasm Solution Value Level 2 Commodity Value Level 1 Low Time
19. Chasm Levels of Business Relationship Value Created Relationship Level Trusted Advisor Impact Strategic Issues Exec Solution Provider Impact Business Issues Senior Management Middle Management Problem Solver Impact Operational issues Operations Offer product, service and support Product Vendor
20. Event Process System Outcome Transaction Solution Value / Innovation Relationship / Partnership Considered Competitive Preferred Dominant Ignorant Aware Agile Astute Price Cost of Ownership Return on Investment Business Value Operations (Transaction) Management (Trust) Executive (Political) Business (Partner) Make the list Make the sale Make the Rules Set the Standard Selling Levels Level 1 Level 2 Level 3 Level 4 Focus Orientation Status Political Finance Relationships Engagement
21. Product Expert Potential Resource Business Analyst Business Consultant Interruption Sales Pitch Joint Discovery Business Meeting Past Event Informative Creative Ideas Explored Compelling Value Ignored Sent Down Considered Continued Access Selling at the Executive Level Level 1 Level 2 Level 3 Level 4 Customer’s Impression of You Customer’s Impression of the Sales Situation Customer’s Conclusion Outcome
22. Strategic Resource Solution Provider Problem Solver Vendor Relationships & Role in the Decision Process Corporate Planning Assess Problems /Opportunities Forming Corporate Initiatives Analysing Results Initiate a Project Tracking Results Identify Suppliers Project Implementation Evaluate & Shortlist Products/Suppliers Select Suppliers Negotiate Contracts Prove theConcept
23. What Is A Business Driver? A business driver is any source of pressure (either a problem or an opportunity), that is impacting on an executive and/or the company, and creating a need for change.
56. Understanding the Customer’s Business Business Drivers Business drivers are the internal and external pressures that create the need for change. Business Drivers Business Profile Business Initiatives Business Initiatives CSFs Business initiatives are the projects, programs, or plans that address the business drivers. CSFs CSFs are things that must happen or resources that must be in place to ensure the success of the initiative. Compelling Reason to Buy ‘Selling Event’ Compelling situations that cause the customer to make a decision or a change in their current situation.
69. Develop brand awareness in East African markets by mid-yearExamples of Business Drivers, Initiatives and CSFs Example 1 Example 2 Business Drivers Initiatives Critical Success Factors
70. Brain Break 3: It Is Better To Be Wrong Than To Be Confused!!
81. Value Proposition Formats You will be able to ______________ resulting in ________________ _____ § business initiative specific or measurable outcome by implementing our _____________________. We delivered similar solution results at ____________________ which resulted in ______________ ____. similar situation or customer past value delivered By changing from _________________ to ________________, you will § current situation our solution affect __________ which means ____________________. We will trac k the business driver specific or measurable outcome value delivered by _______________ and report it back to you ___ ______. frequency/time value tracking system We can help you address __________________________ by installing § compelling event _________________ which will result in _________________________ ___. specific or measurable outcome solution We will insure your return on investment by ____________________ ____. shared risk/reward strategy
82. Constructing Your Value Proposition Customer Business Driver Your Capability Mutual Value Business Initiative Critical Success Factors Unique Solution Products Services Processes People
91. Do you have the calibre of sales management to respond appropriately to this situation? which causes: Articulate the resulting impact of the trend / business driver on the second line of theValue Proposition template. If you identify a wider audience, you may decide to have a number of different versions of the same Value Proposition for these different targeted individuals.
109. Once you have divested your non-core operations, where will you look for growth? Examples: Ask open ended questions to get the discussion going Remember The Four Cs - Customers / Competitors / Commercial / Channels