Whether you’re a sales executive or a sales leader, there’s a lot more pressure to forecast accurately. But forecast accuracy—correctly predicting others’ future behavior—is, by definition, problematic. Don’t rely on over-the-top optimism when assessing your opportunities. Instead, use a proven sales process and proactively manage your pipeline. The result: a forecast that accurately determines when your opportunities will close and your bookings realized.

1. COMPLIMENTARY WEBINAR
October 20, 2016 | David Byck
This document contains proprietary information of ValueSelling Associates. Its receipt or possession does not
convey any rights to reproduce or disclose its contents or to manufacture, use, or sell anything it may describe.
Reproduction, disclosure, or use without specific written authorization of ValueSelling Associates is strictly forbidden.

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Hope is not a strategy

3. Does this sound familiar?
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As a manager:
• Salespeople tell
you what they
think you want
to hear
• Salespeople
only assess
where they are
on the 1st
of the month
As a sales rep:
• The same deal
forecasted in
February was
STILL forecasted
this September
• You are told to
forecast your goal,
not your
commitment

4. © 2016 ValueSelling Associates, Inc. All rights reserved.
Sales process challenges
10%
Of companies can
get within +/-5%
accuracy for 90 day
forecast
50%
Of companies report
average win rate of
less than 25%
Of b2b sales
organizations have
not implemented a
buyer-aligned sales
process
Source: SiriusDecisions
67%
Sales leaders need to align their sales process to the buyer’s
journey to accelerate sales cycles and improve forecasting.

5. Learn techniques to build mutual timelines with your
prospects that include specific dates for closing activities
Execute written communication with your prospects to
confirm prior agreements and motivate them to take action
Build credibility with your sales management by delivering
on your revenue commitments
© 2016 ValueSelling Associates, Inc. All rights reserved.
Agenda

6. Which is it?
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7. The current situation
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• Pressure on the salesperson to forecast more
accurately
• No time for the “overkill” analysis tools
• Accountability and credibility are often related
• Companies that can accurately forecast results
are more successful than companies that cannot

8. © 2014 ValueSelling Associates, Inc. All rights reserved.

9. Factors impacting forecasts
Seasonality
Economy
Competition
Politics
Demographics
Weather
Pipeline
New product
releases
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Pricing action
Sales
compensation
Terms and
conditions
Sales rep
effectiveness
Pipeline growth
and activity

10. When will they buy?
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11. © 2016 ValueSelling Associates, Inc. All rights reserved.
Business
Issue
Problem Solution
Value Power Plan
Differentiated
VisionMatch™
Confirm Confirm
Qualified Prospect = Differentiated VisionMatch x Value x Power x Plan®
Qualification as a process

12. The Plan
Letter
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Mr. Client Name
Senior Executive VP and CAO
AnyBusiness, Inc.
Dear _________,
Thank you for taking the time to talk with me last week and for your consideration of Wind
River to partner with ________ (Company Name) to assist you in hitting your goals. The
purpose of this letter is to summarize our conversation. As you review this, please feel
free to make any changes or additions to ensure accuracy
The primary challenge you face is to ___________________________.
To enable this growth, you need to overcome the following challenges:
• (Problem #1)
• (Problem #2)
• (Problem #3)
You mentioned several solutions that you are considering in overcoming these
challenges:
• (Solution #1)
• (Solution #2)
• (Solution #3)
You indicated that overcoming these challenges would enable you to:
• (Value #1)
• (Value #2)
• (Value #3)
We agreed to next steps (you could also say “see attached for a list of action items”) that
will further allow you to assess the potential for a partnership:
• (Action Item #1)
• (Action Item #2)
• (Action Item #3)
The completion of these activities is designed to enable you to determine whether
entering into a partnership with Wind River is the best way to help you resolve these
business issues and achieve your objectives. I look forward to receiving your feedback.
Sincerely,
Account Executive
The Business Issue
Underlying Problems
Solutions/capabilities
Value, results, metrics,
outcomes discussed

13. The Plan
Schedule
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Page Two: Action items,
activities to advance the
opportunity.
INCLUDES:
Key activities
you need completed
Access to Power
Sequencing, timing of
committed resources
Post purchase order
activities
What the customer needs
to see from you
A sales tool,
not a Gantt chart
Client Name: Plan Page 2
Dates to be confirmed
Event
1. Discovery session with _______
2. Discovery summary and investment proposal forwarded
3. Agreement, feedback on discovery summary
4. Trial planning session: TBD
• 3-4 weeks before trial
• Includes collection of internal documents
5. Debrief trial period
• Summarize strengths, gaps
6. Proposal agreement, PO and deposit issued
7. Installation kickoff webcast
• Set expectations
• Two weeks before leader-led workshop
• Installation team finalized
8. Go live
9. Post go-live review #1
10. Quarterly ROI discussion
11. Value results meeting with execs
12. Post go-live review #2
13. BI realized/value delivered
Notes:
• Timing and frequency to be determined
• Support to include coaching, phone reviews, benchmark meetings
• Customized for reinforcement program to be developed

14. Put the plan in writing!
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Take a proactive approach to managing
the steps in your sales cycle.
Bargain when changes are requested.
Minimize “plan creep.”

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Garbage in, garbage out

16. Outcomes of a sale
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17. © 2016 ValueSelling Associates, Inc. All rights reserved.
When deals aren’t closing

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Inspection Questions Notes Sanity Check Y N
What is the Business Issue?
Is it really a Business Issue or a
problem/project?
Is there a Differentiated
VisionMatch?
Did the buyer acknowledge this?
What is the Value? Are BV and PV quantifiable?
What level of access do
we have?
Have we validated the Power
source? Does the budget signoff
seem likely?
Is there a Plan with steps for
both sides to complete?
Is the Plan confirmed in an email or
letter? Did the buyer agree to this?
Qualified Prospect = Differentiated VisionMatch x Value x Power x Plan®
VMD
V
P
P
OpportunityAssessment Tool

19. © 2016 ValueSelling Associates, Inc. All rights reserved.
Enough opportunities?

20. Identify what’s been missed
Determine prospect’s buying process and
timeline
Create mutual written plans with prospects
Build the pipeline
© 2016 ValueSelling Associates, Inc. All rights reserved.
Summary

21. © 2016 ValueSelling Associates, Inc. All rights reserved.
When all else fails, and it shouldn’t…

22. Questions?

23. At the end of today’s webinar
www.valueselling.com > resources > webinars
to download today’s slides

24. Save the Date!
Switch It Up: Focus On Value
Rather Than Price
November 17 | 10:00 AM PDT/12:00 PM CDT
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26. Thank you!
David Byck | Vice President
David.byck@visualize.com
+ 1 613 862 6382
https://ca.linkedin.com/in/davidbyck