The document discusses the evolution of work from the industrial age to the information age, highlighting new business strategies needed for sales organizations to adapt to changing market dynamics. It emphasizes the importance of cross-functional collaboration to enhance customer relationships and the need for salespeople to engage in relevant, problem-centric conversations with buyers. Moreover, it calls for retooling current systems to empower sales teams and improve execution across the organization.

1. When
Service
Organisa'ons
Grow
Sales
Brian
Lambert,
PhD
Knowledge.
Performance.
Impact.
Confiden'al
&
Proprietary
to
GP
Strategies
Corpora'on

2. Work has changed dramatically in last 100 years
• Work
has
changed
drama'cally
in
last
100
years
From: INDUSTRIAL AGE
To: INFORMATION AGE
Type
of Work
To: CROSS-FUNCTIONAL
ENDEAVORS
From: SILOED EFFORTS
How Work
Gets Done
What’s the impact to you?
It means the definition of “adding value” to your CEO has evolved too.

3. Many converging forces are at work:
transforming how you go-to-market
STAKEHOLDER
FORCES
Improve
shareholder
value
109.98
+.14
Share
Price
Directors
Analysts
I
6%
R
Profit
Margins
Investors
MARKET
FORCES
INDUSTRY
FORCES
Expanding
role
of
purchasing
Evolving
buying
pa[erns
Increased
buyer
op.ons
Commodi.za.on
Increasing
power
of
suppliers
Technology
Disrup.ons
New
/
Evolving
Trends
Compe.tors
CEO
Adjust
Go
To
Market
strategy
Create
new
capabili.es
Improve
customer
rela.onships
Source:
Forrester
Research
Increase
efficiency/cut
costs

4. Creating New Macro Level Dynamics
4

5. 5

6. Changing
business
strategy
require
new
ways
of
working
Current
State
New Business Strategies
1
Think
Differently
2
Act
Differently
3
Impact
Differently
NEW
EXECUTION
Future
State

7. New Execution Across the Organization
Cross-­‐Func.onal
Work
Leadership
R&D
Groups
Marke.ng
Groups
Sales
Groups
Customers
Need
to
have
be[er
Managers!
Need
More
innova.on!
Need
be[er
marke.ng!
Those
salespeople
need
to
sell!
Customers
Demand
More
7

8. How do we address the reality in the Sales Force?
D&E
C
A
&
B
Reps
Reps
Reps
Our
Hot
Solve
a
products
topics
problem
E
D
Companies
Example
Rep
Behavior
“Shows up and
“Generates
Func'onality
throws up”
activity”
C
Departments
Project
“Develops
relationships”
Details
B
A
Agreement
Network
“Adds more
Vision
a vision”
“Sells
value”

9. The Challenge: Retool the system
“We just had $16M USD out of our
centralized learning budget shifted
over to the sales organization – that
includes headcount.”
Learning Executive
Major Technology Company
January 10, 2013
“On our go-to-market strategy what I would
say simply, we had talented people
everywhere in the world really working hard
but that our system doesn't work, or
probably better said — we don't have a
system. Our process, our technology, the
tools we have, our knowledge management
— our salesforce is not empowered and
freed up to sell.”
Steve Bennett
Symantec President and CEO –
January 23, 2013
Q3 Earnings and Strategy
Direction Conference Call
LEARNING
PERSPECTIVE
SALES
PERSPECTIVE

10. Services Firms are Value Engines

11. Selling isa a system

12. Emerging Operating Models: Organise to how your
internal customers think about you
“Expectation
Setting”
“Delivering”
??
“Visioning”
12

13. A lot of initiatives are designed to “help sales sell”
PRODUCTS /
SERVICES
MARKETING
SALES
Value
Messages
Messenger
COMPLEXITY
Customers
Conversations
13

14. APPROACH
1:
Go
To
Market
Product
Place
Promo.on
Price
APPROACH
2:
Go
To
Customer
Problem
(for whom?)
Pattern
(business, complexity, industry)
Path
(over time, stakeholders)
Proof
(stories, measures, ROI)

15. What is a relevant sales conversation?
Buyer: Why
should I care?
Seller: Who are
we selling to
specifically?
Positioning
Value
Buyer: Why
should I
choose you?
Seller: What are
we really selling?
Buyer: What
impact will
I realize?
Seller: How
do I explain
what role
we play?
15

16. Sales Conversations Have Evolved
RELEVANT
SALES
CONVERSATION
Positioning
Value
Sellers
want
to
sell
products
and
capabili'es
“Let
me
tell
you
about
us”
Buyer
problems
need
to
be
defined
and
then
solved
SELLER
BUYER
“Bring
me
insights
about
a
problem
I
can’t
define
well”
•
Complex
•
Mul'-­‐faceted
•
Provoca've
• Implica.on:
“Non-­‐Linear”
16

17. Precise, Problem-Centric Conversations are
Required
“Problem
Stack”
Positioning
Value
Responsible
for
root-­‐causes
ONGOING
IMPACT
Positioning
Value
Focus
on
selling
Sustainable
Outcomes
“Outcome
Orchestrator”
NEEDS
Focus
on
selling
CUSTOMER
One-­‐Time
Results
“Specialist”
Focus
on
selling
Task-­‐related
Impacts
RESULTS
“Capability
Consultant”
PROBLEMS
COST
Positioning
Value
Responsible
for
symptoms

18. Content, Tools, and Behaviors Must Align to the Right
Buyer Audience
RELEVANCE
Tools
Content
Behaviors
CONVERSATIONS
SALES
OBJECTIVES
BUYER
AUDIENCE
Building
a
Tailored
Point
of
View
Positioning
Value
Connec.ng
with
the
Right
People
Problem
Owner
Having
Successful
Mee.ngs
Problem
Driver
Establishing
the
Defini.on
of
Success
Making
the
Value
is
Tangible
Problem
Manager

19. gpstrategies.com
For
addi'onal
informa'on
please
contact
Brian Lambert, PhD
t 703-447-5865
blambert@gpstrategies.com
CONNECT WITH ME:
http://www.linkedin.com/in/brianlambert/
@DrBrianLambert
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