1) Decision makers take an "inside-out" approach when looking for answers, rating their own expertise and employees as most helpful. They see suppliers as providing the lowest level of helpfulness.
2) Decision makers value suppliers who demonstrate knowledge of their industry and business and are easy to work with.
3) The best way for suppliers to gain attention is through a compelling live presentation of a new idea, rather than through email, phone calls, or mail. Decision makers are most engaged by ideas supported by data that promise cost savings or examples.
Selling at the Executive Level (SellXL) is a one-day sales training workshop for professional salespeople that helps them create, maintain and leverage relationships with senior client executives.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
How to grow your marketing agency in tough times - GuideKahootz
This guide will help you seize understand client’s demands on agencies and avenues to:
• Maximise Client Revenues
• Improve Client Retention
• Grow Your Agency
• Create an Agile Working Environment
• Improve Your Internal Processes
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Selling at the Executive Level (SellXL) is a one-day sales training workshop for professional salespeople that helps them create, maintain and leverage relationships with senior client executives.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
How to grow your marketing agency in tough times - GuideKahootz
This guide will help you seize understand client’s demands on agencies and avenues to:
• Maximise Client Revenues
• Improve Client Retention
• Grow Your Agency
• Create an Agile Working Environment
• Improve Your Internal Processes
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Companion deck to the blog post, Why your big ideas should be in a box.
http://bit.ly/1ahb2YW
How various abstract concepts have been captured visually, and become iconic.
PM Forum - How to close the loop on client feedbackBen Sutton
Feedback is a source of insight which enables a firm to differentiate its brand in ways that matter to clients. Marketing and BD teams have an essential role to play.
Highlighting some of the less advisable approaches we've come across when selecting data-driven marketing technology and running a request for proposal, our white paper, Worst practices in RFP management, discusses some key issues and resolutions.
CXPA Networking event Jhb May 2016 - Overview of Customer Experience in South...Adre Schreuder
During May 2016 the South African chapter of CXPA hosted a networking event where Prof Adré Schreuder (CEO of Consulta & Founder of SAcsi) was asked to present an industry overview of customer experience in South Africa. The presentation covers a divergent, well grounded view to customer experience concepts, principles, models & aims to dispel some of the most prevailing myths.
Whether you sell to other businesses or to consumers, or whether your product is simple or complex, better qualification skills will reduce your frustration and improve your sales effectiveness. Why? Effective qualification lowers risk. It increases productivity. It enables you to focus your limited time on the opportunities most likely to produce the results you seek.
Companion deck to the blog post, Why your big ideas should be in a box.
http://bit.ly/1ahb2YW
How various abstract concepts have been captured visually, and become iconic.
PM Forum - How to close the loop on client feedbackBen Sutton
Feedback is a source of insight which enables a firm to differentiate its brand in ways that matter to clients. Marketing and BD teams have an essential role to play.
Highlighting some of the less advisable approaches we've come across when selecting data-driven marketing technology and running a request for proposal, our white paper, Worst practices in RFP management, discusses some key issues and resolutions.
CXPA Networking event Jhb May 2016 - Overview of Customer Experience in South...Adre Schreuder
During May 2016 the South African chapter of CXPA hosted a networking event where Prof Adré Schreuder (CEO of Consulta & Founder of SAcsi) was asked to present an industry overview of customer experience in South Africa. The presentation covers a divergent, well grounded view to customer experience concepts, principles, models & aims to dispel some of the most prevailing myths.
Whether you sell to other businesses or to consumers, or whether your product is simple or complex, better qualification skills will reduce your frustration and improve your sales effectiveness. Why? Effective qualification lowers risk. It increases productivity. It enables you to focus your limited time on the opportunities most likely to produce the results you seek.
This is the deck we used for a webinar presentation, along with HR.com, on how to handle and successfully manage individual and organizational transitions on the job.
Using Measurement to Drive the Impact and Effectiveness of Your Leadership De...Forum Corporation
It has been estimated that up to 50% of training is wasted.* You can avoid this by monitoring how leaders are applying and benefitting from what they learn. What the webinar replay here: http://go.forum.com/NAMeasurementWebinarReplay
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
Industry survey on international pitching MediaSense
Survey among brand owners, pitch consultants and agencies
The objective was to gauge industry perspectives on the key criteria for media pitches, and to identify key moments during the pitch processes
Findings focussed around:
- Why pitches occur
- Key success factors
- Key moments in the process
- Media buying commitments
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.
Five Practical Strategies for Improving Communication, Dialogue and Influenci...Integrity Solutions
Business executives in all industries face time pressure, increased responsibilities and competing priorities, making communication with customers and associates more diverse and complex than ever.
Effective communication is, at its core, about being customer focused - whether your customer is an external client or an internal colleague. Skills such as understanding behavior styles, listening and persuasion are more important than ever and positively impact attitudes and beliefs about influencing and communicating with others to get things done.
This webinar:
• Explores the critical communication issues that need to be on every HR, Learning & Development, and Talent Management professional's agenda for 2016.
• Will help you understand why behavior styles, listening and persuasion are so critical in today's business environment.
• Provides easy-to-apply strategies and solutions you can start implementing to create a common language across all functions and break down the silos getting in the way of results.
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.
The Future of the Client Agency Relationship - A presentation by Hall and Par...The_IPA
in 2015, the IPA commissioned research on the future of how agencies work with their clients. The findings were presented at the IPA Commercial Conference. They discuss the development of a shared agenda to rebuild trust and explore concepts around communications and customer experience.
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Frisbeemanagement. How better insight in the potential of your organisation, ...Theo Kroese
Strong organisations build strong brands. It's people that build organisations! The results an organisation gets come from the way its people behave, cooperate and solve problems. Insight in the cause-and-effect relationships in your organisation helps you devise successful interventions that lead to more effectiveness and a stronger brand.
Het doel: organisaties commercieel sterker maken. Reden: Sterke merken presteren beter.
Met de beschreven verandercyclus kunnen organisaties hun onderscheid en concurrentiekracht vergroten. De Frisbeemanagement methode van Kroese brands & behaviour geeft hier een concrete invulling aan.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
Building a Winning Sales Management Team: The Force Behind the ForceForum Corporation
Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
Originally posted in forum.com/blog, this article identifies 3 counter-intuitive key points for sustaining learning on the job after a classroom session.
Traditional event-based training is not effective. People do not retain the knowledge learned, will fail to act in new ways, and ultimately will not master and apply new behaviors. This article offers several assessments of your organization, and 4 methods to sustain learning and behavioral change, based on your business context and learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Point of View Selling Research brief
1. research brief
How to Engage Senior-Level Decision
Makers: Point of View Selling
by Jeffrey Baker and Tom Atkinson, Ph.D.
Introduction
What is the secret to gaining access to and engaging in productive dialogue with senior-level decision makers?
This Research Brief reveals key insights into the minds of those sought-after buyers and what it takes to gain
access to them.
Because more sales leaders are directing their teams to call higher in customer organizations and more
salespeople are attempting to do so, The Forum Corporation decided to conduct research on this critical selling
challenge. Based on our findings, we developed and recently released a new sales skills training capability
called Point of View Selling, which teaches advanced selling practices and tools. We created this report, drawn
from our full research, as a planning guide for sales leaders who want their salespeople to call higher.
Success in selling at higher levels in customer organizations requires a different approach
from the one most salespeople are using today.
Success in selling at higher levels in customer organizations requires a different approach from the one most
salespeople are using today. This is because senior-level decision makers have a very different perspective
compared to that of the mid- and lower-level buyers salespeople call on more typically.
The more senior a leader is in an organization, the more that leader must focus on setting strategy and ensuring
successful strategy execution. Because these leaders are primarily concerned with identifying and prioritizing
which problems need solving and with assigning people and resources to tackle them, a consultative selling
approach—probing for problems and offering possible solutions—will not interest them. Since these
executives continually scan the horizon for new opportunities and looming threats, what does get their attention
is showing them something significant they had not seen, or could not see clearly, and helping them determine
whether it is worth their time to more fully investigate. The key to accessing and engaging senior-level decision
makers is educating them about new, and sometimes provocative, ideas for capturing significant business
value or managing serious risk. We call this “point of view selling.”
Just how open are senior-level decision makers to outsiders, particularly supplier salespeople, who seek to
share a new idea with them? To answer this question we sought responses from buyers who indicated they
1) had influence over or could access budgets, and 2) had responsibilities that directly and significantly
impacted their company’s profitability, from either a revenue or cost standpoint, or both. We considered these
two criteria most relevant for identifying “senior-level decision makers.” As salespeople, we should be keen to
talk with customers not because of their management rank but because they wield a high degree of influence in
driving company results and directing company resources.
We conducted an electronic survey of a global sample of business decision makers as defined above. The 231
respondents represented a broad cross-section of industries and company sizes, ranging from under US $100
million in annual revenue to over US $1 billion. The group also reflected a range of functions (such as
corporate, engineering, sales, and operations) and a range of responsibility, from frontline managers to C-level
executives. The survey demographic details are presented in the Appendix.
1
Grow. Change. Perform.
2. The survey asked these decision makers which business issues they were most concerned about and how they
viewed using outside resources in helping them address these issues. We wanted to understand the conditions
under which they invited outsiders, such as suppliers, consultants, and academic experts, to help them with
their thinking. We also wanted to understand what outside resources do that helps or hinders them in engaging
senior-level decision makers and how these decision makers approach investment decisions.
The Findings in Brief 1
1. When looking for answers, decision makers take an “inside-out” approach.
Decision makers rated their own expertise and experience as most helpful when tackling a business
problem. They considered their direct reports as next most helpful, followed by experts in other parts of the
company, customers, outside experts, and peers in other companies. They rated the input of suppliers as
lowest in helpfulness. 2
How helpful were sources with whom you may have
consulted to more fully understand and develop a
response to the issue?
Your own experience and expertise
Experience and expertise of your direct reports
Experts in other parts of your company
Customers
Experts outside the company
Peers in other companies
Suppliers
3.4 3.5 3.6 3.7 3.8 3.9 4 4.1 4.2
1 = Not at all/5 = Very
great extent
Implication: Suppliers must work hard to demonstrate that they add value to the decision-making process
and not assume that decision makers will rely on them for expertise.
1
A note on regional differences: The survey sample includes English-speaking respondents from six countries in North
America, Europe, and Asia. The trends reported here did not vary significantly by country or region.
2
Differences exceeding .12 points are statistically significant at p<.05.
2
Grow. Change. Perform.
3. 2. Decision makers value suppliers and other outside resources who know their business and industry
and are easy to work with.
We asked decision makers to consider an array of criteria for selecting outside resources to help them
solve business problems. The criteria they rated as most important were “knows my industry,” “is easy to
work with,” and “knows my business.” Criteria rated least important were “knowing me,” “knowing
business leaders,” and “reinforcing my existing thinking.”
When consulting outside resources to help you address this
and other critical business issues, what criteria were most
important to you in deciding to work with them? (Q17)-All
Knows my industry
Is easy to work with
Knows my business
Shows me alternative solutions
Is accessible
Diagnoses the root cause
Has specific expertise
Identifies risks to my business
Offers new or unique insights
Has strong reputation
Presents complete solutions
Helps me evaluate solutions
Considers my needs
Provides low-cost solutions
Challenges my thinking
Knows my customers
Calculates ROI
Educates my colleagues and me
Reinforces my existing thinking
Knows business leaders
Knows me
3.3 3.4 3.5 3.6 3.7 3.8 3.9 4 4.1 4.2
1 = Not at all important/5 = Critically important
Implication: Suppliers must prove their value early on by demonstrating relevant business knowledge.
While they must be viewed as easy to work with, the value they bring must go beyond managing personal
relationships and “telling customers what they want to hear.”
3
Grow. Change. Perform.
4. 3. The best way to gain a customer’s attention to a new idea for improving their business is to make a
compelling, “live” (face-to-face or virtual) presentation.
When we asked respondents how suppliers were able to gain their attention to a new idea, about two-thirds
of responses (64 percent) referred to the medium of contact and one third to the content of the message.
Regarding the medium, more than half (53 percent) of responses indicated that a live interaction, such as a
face-to-face meeting or virtual meeting, was most effective. Fewer than 20 percent thought that phone
calls (18 percent), e-mail messages (17 percent), or mail (12 percent) were most effective.
How did the supplier gain your
attention? (Medium)
12%
Face-to-face/Virtual
17% Phone
53% E-mail
18% Mail
Regarding the message, the most common responses were that the idea needed to be compelling (41
percent), be supported by data (25 percent), promise cost savings (19 percent), and be illustrated with
examples (15 percent).
How did the supplier gain your
attention? (Message)
15%
Compelling idea
41% Convincing data
19%
Demonstrated savings
Examples
25%
Implication: While e-mail messages, phone calls, and mailings might pave the way for a first meeting with
the customer, there is no substitute for a “live” meeting to gain the customer’s attention to the idea. When
suppliers are able to gain an audience with their customer, they must be extremely well prepared to get their
idea across in a compelling way and provide documentation and examples to support the message.
4
Grow. Change. Perform.
5. 4. When considering the plausibility of an idea, most customers evaluate its benefits and drawbacks to
their business, versus focusing only on cost.
Respondents tended to consider ideas plausible if they were supported by examples and references (19
percent), if they showed clear benefit to their business (18 percent), if they were supported by research (14
percent), and if the idea was consistent with their thinking (13 percent). No respondents considered cost
alone in evaluating plausibility.
What convinced you the idea was plausible?
Examples, references
3%
4%
4% Clear benefits
19%
6% Research/data
Reinforced customer's thinking
9%
Ease of implementation
18% Logic
10% Quality report
Confident salesperson
13% 14% Track record/brand
New/unique insights
Implication: Suppliers must build a solid case for their idea by showing how it adds value to the customer’s
business, including both examples and stories as well as “hard data” that demonstrate the viability of the
idea.
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6. 5. The most important factors for a customer to gain confidence in taking action on a new idea are
evidence of effectiveness, previous experience, and support of others in their company.
Respondents cited these factors most often as leading to confidence: evidence of prior results (23
percent), the customer’s previous experience (13 percent), analysis of costs versus benefits (12 percent),
and the confidence of their team (10 percent).
What gave you confidence in moving ahead?
Evidence/prior results
4%
5% Fits with customer belief/experience
8% 23% Costs vs. benefits
Confidence of internal team
8%
Robust plan
Experienced supplier/trust
9% 13%
Great idea
Low risk/high return
8%
12% Support of senior management
10%
Ability to pilot test
Implication: In order to encourage the customer to take action on the idea, the supplier must not only build
a case, but also help the customer gain buy-in from other stakeholders.
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7. 6. The most important actions to avoid in proposing a new idea to a customer are being “pushy” or too
talkative, being dishonest, and failing to provide convincing evidence.
When asked what behaviors by suppliers turned them off, over half of the responses related to arrogance or
pushiness (30 percent) or dishonesty (21 percent), followed by lack of confidence or professionalism (12
percent), and failing to provide adequate evidence of value (12 percent).
What must a supplier avoid doing?
1%
3% 3% 2% Pushy/arrogant
Dishonest
8%
Lack confidence/professionalism
30%
Don't justify price
8%
Unreliable/mistakes
Don't know/focus on my business
12%
Idea not innovative
Waste my time
21%
12% Bad references/poor prior experience
Fail to meet current needs
Implication: Suppliers must acquire and use expertise to guide a customer’s thinking, and not confuse
bravado and aggressiveness with genuine confidence. They also need to be open and honest and tell the
“whole story” about the proposed idea, including its benefits and potential drawbacks.
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8. The Four Pillars of Point of View Selling
One of the survey questions, described in finding No. 2, pertained to the criteria that customers use to select an
outside resource, such as a supplier, consultant, or academic expert, to address a critical business issue. We
conducted a secondary analysis of these responses in order to identify meaningful categories of criteria. The
criteria fell into four categories, which we’ve dubbed the “four pillars” of point of view selling (see table below).
Respondents rated each of these pillars as equally important—about 4 on a 5-point scale (see bar chart below).
Pillar Criteria Note
Credibility • Has strong reputation In order to earn the right to a first meeting with the
• Knows business leaders customer, the salesperson must demonstrate
credentials. Especially important are demonstrating
• Knows my customers knowledge of the customer’s business and industry.
• Knows my business Also important are being viewed as an expert on the
specific issue as well as having a strong reputation
• Has expertise in the specific issue and knowing the customer’s customers. Relatively
• Knows my industry less important is knowing other business leaders.
Analytical skills • Identifies risks to my business These skills are required in order to understand the
• Diagnoses the root cause customer’s situation and to develop creative
solutions. They are used in doing the “homework” in
• Presents complete solutions preparing for customer meetings, as well as
• Provides low-cost solutions demonstrating the logic of the solution in a
presentation to the customer.
• Calculates ROI
Teaching skills • Offers new or unique insights These are the core point of view selling skills, where
• Challenges my thinking the salesperson educates the customer and
challenges his or her thinking. Particularly important
• Helps me evaluate solutions are showing alternative solutions and offering unique
• Educates my colleagues and me insights.
• Shows me alternative solutions
Customer focus • Knows me These skills involve building a solid working
• Is easy to work with relationship with the customer and being viewed as
accessible, easy to work with, and focused on the
• Considers my needs customer’s needs. Customers are less concerned
• Reinforces my existing thinking that the salesperson know them personally than they
are about the salesperson being “on their side” and
• Is accessible ready and willing to help them.
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9. Criteria for Selecting Outside
Resources
4.5
1=not at all important/
4.0
5=critically important
3.5
3.0
2.5
2.0
1.5
1.0
Credibility Analytical skills Teaching skills Customer focus
Summary
Many salespeople mistakenly believe they must have a relationship with an executive before he or she will meet
with them, so they’re passing up many opportunities to generate new business. Our data confirms what many
of the best salespeople already know: Senior-level decision makers are very open to engaging with suppliers,
even those whom they do not yet know, provided the supplier: 1) focuses on what matters most at the senior
level—identifying and validating business opportunities and risks, and 2) comes to the table well prepared to
crisply convey fresh thinking.
This approach is hard to master and requires a strong foundation in product knowledge, customer knowledge,
business acumen, and consultative selling skills. Those who learn to apply point of view selling on top of this
foundation are rewarded with significantly increased sales as well as opportunities to more deeply understand
a customer’s business, thus setting the stage for further access to senior-level decision makers throughout the
enterprise.
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10. Selected References
1. Thomas V. Bonoma, “Major Sales: Who Really Does the Buying?” Harvard Business Review, July 1, 2006.
2. Ram Charan, What the Customer Wants You to Know: How Everybody Needs to Think Differently About
Sales (New York: Penguin, 2007).
3. The Forum Corporation, “Sales Force Effectiveness: A Street Level View,” 2007.
4. The Forum Corporation, “Navigating the Sales Funnel: Understanding How Customers Buy,” 2005.
5. The Forum Corporation, “How Sales Forces Sustain Competitive Advantage,” 2004.
6. The Forum Corporation, “Strategic Account Management: How Account Leaders Build Alliances with Key
Clients,” 2003.
7. Philip Lay, Todd Hewlin, and Geoffrey Moore, “In a Downturn, Provoke Your Customers,” Harvard Business
Review, March 1, 2009.
8. Anthony Parinello, Selling to VITO The Very Important Top Officer (Avon MA: Adams Business, 2010).
9. Tony Rutigliano and Brian Brim, Strengths Based Selling: Based on Decades of Gallup’s Research into
High-Performing Salespeople (Washington, D.C.: Gallup Press, 2011).
About the Authors
Jeffrey Baker is a vice president and leader of Forum’s Sales Effectiveness Practice. Jeffrey has worked
directly with customers throughout his career, “carrying the sales bag” as a direct sales representative, leading
sales teams, managing sales alliance partnerships, and running a customer service P&L, as he worked for
companies such as AT&T, Siemens Communications, PictureTel (now Polycom), and Intervoice-Brite (now part
of Convergys). Jeffrey received his bachelor’s degree in organizational psychology and economics from The
University of Michigan.
Tom Atkinson, Ph.D., is director of client research at Forum. With more than 25 years of
experience helping companies achieve measurable business results through learning, Tom
focuses on assessing performance gaps, applying principles of workplace learning, and
tracking results. Tom has conducted groundbreaking studies on such topics as how to
increase sales and service effectiveness; how to prepare leaders to drive growth; how to enable
companies to execute with speed; and how to create a high-performance organizational
climate. His findings, which have been published in the Harvard Business Review and Chief
Learning Officer, are the foundation for many of Forum’s learning programs.
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11. Appendix: Survey Demographics
Respondents by Country
11% Canada
22% China
15%
United States
United Kingdom
21%
15%
Australia
16% India
Respondents by Industry
Business/Professional
25% 31% High Tech
Financial Services
Healthcare/Pharma
4%
7% Hospitality
11%
Energy
7%
7% 8% Utilities
Other
Respondents by Function
Corporate
4% 9% Engineering
Operations
6% 31%
Purchasing
6%
Customer service
8% Logistics
8% 14% Marketing
14% Sales
Other
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12. Respondents by Company's
Annual Revenue (in U.S. $)
13% <$100 mill
29% $100-$250 mill
14%
$250-$500 mill
$500 mill-$1b
23% 21%
> $1b
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