The document provides guidance on various roles and stages in the sales process, including: - The presales role involves educating clients, consulting to identify their needs and values, and informing them. - It is important to qualify opportunities to reduce risk, identify the key decision makers, and determine applications and budgets. - The diagnostic stage aims to understand the client environment and goals to help define the solution and size the implementation project. - Understanding people, power dynamics, and politics within the client organization is also key to success.

1. Learning to catch the big fish!

2. PRESALES ROLE
Pique
Discovery
Demo’s
Solution Definition
Implementation Proposal
White Papers
Webinars
Training others
Building Content
Trends
Long Term product needs
Business Requirements

3. Comfort
Competence
New Learning
Limit
Dissasitisfied
New Vision Creation
Tension
Options
Analysis
Re-Learning
Gaining Understanding
New Vision Creation
What is a The Client Cycle?
Replacement Cycles are 1nce every 5-7 years
RESEARCH

4. 4Advent Proprietary
Information, 2005.
People Talk – Starts prior
And during discussions with us
Active
Search
Clients
Prospects
Vendor
Influencers
Unbiased
Influencers
Sales Team Marketing Events Press

5. Presales role
EDUCATE CONSULT
IDENTIFY
VALUE
INFORM

6. Presales role
Always know your meeting objective – have a maximum and minimum goal
for each meeting.
Every meeting should end with something for you to do – and something for
them to do

7. Qualify
0 – 10%
Position
20-30%
Diagnostic
30 – 80%
Proposal
80 – 90%
Commit
90-100%
Tension
Options
Analysis
RESEARCH
YES Find Pique
Analysis
Demonstration
Broadcast Back SDD
PSE Transition

8. Qualification
PURPOSE
Pre-conditions
Post Conditions
• To Qualify the Opportunity
• To reduce risk of a bad sale
• To set up a meeting with key decision makers
• Opportunity and Product identified
• Sales Person Assigned
• Marketing or Lead tracked
• Call with Prospect / influencer / consulting firm
•Applications and Budget determined
• Executive Sponsor confirmed
• Meeting scheduled
• Close date estimated

9. DEFINING THE PROSPECT
MINIMUM REQUIREMENTS TO MOVE FORWARD
Cannot move beyond 20% of the sales process
Without the following information
-Company type / size / strategy
-- Has budget and meets our model – we can service
- Is looking to buy in 6-9 months or 9-14 for large prospects
- You know the business problem they are trying to Solve
- You have identified the sponsor and have a meeting set
- You have a plan
•Sometimes to get the above you must buy credibility
•If you do a pique without the above – you must have this
by end of your pique – it’s a go / no go on further activity

10. Position
PURPOSE
Pre-conditions
Post Conditions
• To Highlight benefits of the solution to like clients
• Get agreement on steps / process / timing (go / no go)
• Gain Competitive edge
• Opportunity Qualified
• Deal Review complete with agreement to move forward
• Prospect has accepted discovery process
• Contacts received for wider audience
• Agreed on key business problems

11. IDENTIFICATION and INTEPRETATION OF NEEDS
Logical Feature, Function, Platform, Price
Fear, Risk, Control, Looking Good, PainEmotional
At this stage, you should act as a consultant rather than
as a sales person. Key Objectives are to identify the
customer’s problems and needs. After that, you should
find out the value the customer places on the solution.
Discover their explicit needs and confirm those needs.
MAN TO MAN
DAY IN THE LIFE
ASK HOW THEY DO IT TODAY
BLUE SKY
LINKAGE TO OTHERS PAINS
GATHER QUOTES

12. 2
3
42
IDENTIFICATION and INTEPRETATION OF NEEDS
HANDY TOOLS:
When you ask a question – and they are
answering – nod – when they stop, keep
taking notes – wait two seconds while
nodding your head. Human instinct is to
share more – uncomfortable silences lead to
them sharing more information!
IDENTIFICATION and INTEPRETATION OF NEEDS
Peoples attention spans are
between 30 and 60 seconds.
When asked a question and
responding – restate the question
– add a related component,
respond with a client story – and
when done – pose another open
ended question!
Once you know the pain chains –
boil them down to 3 core concepts
that matter. Always relate your
stories back to these 3 items –
people will remember your three
key items over anything else.

13. IDENTIFICATION and INTEPRETATION OF NEEDS
Logical Feature, Function, Platform, Price
Fear, Risk, Control, Looking Good, PainEmotional
Each time someone mentions offside app, lengthy
process, difficulty – you should ask how that impacts
the rest of the organization. Identify the client of each
person – is the Trader the client of the trade liasion –
ask the traders opinion of what they’d like – play back
messages.
MAN TO MAN
DAY IN THE LIFE
ASK HOW THEY DO IT TODAY
BLUE SKY
LINKAGE TO OTHERS PAINS
GATHER QUOTES

14. DIAGNOSTIC
PURPOSE
Pre-conditions
Post Conditions
• To Reduce the risk of the project complexity of the project
• To gather the detail to size and understand scope of the
implementation
• Opportunity and Products identified
• Understanding of the client environment, goals, phasing
• Solution Definition Document largely complete
• Solution Definition Document approved
• Services Estimate and Model Agreed
• Project Management Communication / Executive Sponsor
Assigned

15. Defining the solution
PURPOSE
STRUCTURE
USAGE
• To provide data linking pains to benefits for executives at a firm
•For them to share internally – and when selling people you don’t see
•To provide Services with an understanding of what was sold, red lights,
gotcha’s
•To help RM’s map to changes
• Executive summary mapping key benefits to their challenges
• Architecture / Footprint proposed mapped to current state
• Any unique items – reports, setup, structure
• Sales assist with the Exec Summary which should be the same as
their Proposal summary (Value / Product)
• Services to build the PSE and confirm during IPW
• Firmwide in Tamale to search – i.e.: All firms with UCITS funds, or
all firms that required MIFID customization

16. DIAGNOSTIC
PEOPLE
POWER
POLITICS
• When talking to people – understand their place in the
organization
• Who is involved –who reviews, who approves – who is
secretly powerful
• Understand who is voting
• If you have their vote – move on to the next
• Ask how OTHERS will vote – you get more honest answers
• Who is a +5, who is a -5
• What is the power in the organization – if you don’t have
access to a key individual – you aren’t winning