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Predictable Pipeline Midyear Review
The document appears to be a presentation about challenges in modern sales and strategies for overcoming them. It discusses how customers have changed and are now busier, more self-educated, skeptical, and distrustful. It then recommends focusing on building attention, interest, trust, interaction and engagement with customers. Another key recommendation is following the "challenger sale" approach of teaching customers, tailoring the message, and taking control of the sales process. The presentation also discusses implementing a "pipeline development framework" with elements like defining an ideal customer profile, understanding the sales cycle, creating compelling messaging, and applying metrics.
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Predictable Pipeline Midyear Review
- 2. • Have aquestion? Ask us through the chat function • All attendees will receive a recording of the presentation within 48 hours
- 3. Matt Heinz Founder &President, Heinz Marketing Inc @heinzmarketing matt@heinzmarketing.com About the Speaker
- 4. Why is sellingso hard today?
- 5. ….or how theybuy? Is it how we sell….
- 6. Impact on theentire lifecycle
- 7.
- 8. Five customer changesimpacting your success
- 9. Your customers are: 1.Busier than ever
- 11. Your customers are: 1.Busier than ever 2. Self educated
- 12. When do theycall you?
- 13. Your customers are: 1.Busier than ever 2. Self educated 3. Skeptical 4. Distrustful 5. Jaded 6. A lot like you
- 14. Are we helpingor hurting?
- 15. Are we helpingor hurting?
- 16. Are we helpingor hurting?
- 17.
- 18. So what ISworking today?
- 19. 4 lessons fromThe Challenger Sale
- 20. Let’s not pretendthis is new…
- 21. 1. How yousell is more important than what you sell
- 22. 2. Challengers teach,tailor, & take control
- 23. 3. The valueof your insights trumps the quality of your product
- 24. 4. Be memorable,not agreeable
- 27. Chanel integration =effectiveness
- 28. How do youbreak through?
- 29. The Five Foundationsof Customer Commitment
- 30. The Five Foundationsof Customer Commitment 1. Attention
- 31. The Five Foundationsof Customer Commitment 1. Attention 2. Interest
- 32. The Five Foundationsof Customer Commitment 1. Attention 2. Interest 3. Trust
- 33. The Five Foundationsof Customer Commitment 1. Attention 2. Interest 3. Trust 4. Interaction
- 34. 1. Attention 2. Interest 3.Trust 4. Interaction 5. Engagement The Five Foundations of Customer Commitment
- 35. 1. Attention 2. Interest 3.Trust 4. Interaction 5. Engagement The Five Foundations of Customer Commitment
- 36.
- 37. Target Market Sales Cycle Team Message Reach EnablingTechnology Metrics of Success The Pipeline Development Framework
- 38. Execute Target Market Sales Cycle Team Message Reach EnablingTechnology Metrics of Success The Pipeline Development Framework Plan & Understand Measure
- 39. Target Market Sales Cycle Team Message Segments,Ideal Customer Profile(s), target & prioritized accounts, personas, qualification criteria, list building Length of time, number of meetings, decision process, buyer journey, deal size (how people buy) Roles and responsibilities, skills structure, hand-offs, prospecting->engagement- >closing->onboarding “Point of view”, value proposition, subject matter expertise (need/outcome), trust validation The Pipeline Development Framework Plan & Understand
- 40. Reach Enabling Technology Phone, email,social, IRL, events. The playbooks and outreach flows to contact prospects. Contact details, automated outreach/nurture, deal tracking The Pipeline Development Framework Execute
- 41. Metrics of Success Contactscreated, leads generated, opportunities created, connect rates, conversion rates, revenue contribution The Pipeline Development Framework Measure
- 42. Target Market Sales Cycle Team Message Reach Enabling Technology Metricsof Success Segments, Ideal Customer Profile(s), target & prioritized accounts, personas, qualification criteria, list building Length of time, number of meetings, decision process, buyer journey, deal size (how people buy) Roles and responsibilities, skills structure, hand-offs, prospecting->engagement->closing->onboarding “Point of view”, value proposition, subject matter expertise (need/outcome), trust validation Phone, email, social, IRL, events. The playbooks and outreach flows to contact prospects. Contact details, automated outreach/nurture, deal tracking Contacts created, leads generated, opportunities created, connect rates, conversion rates, revenue contribution The Pipeline Development Framework
- 43. Initial Ad-Hoc DefinedManaged Optimized Target Market Lack of clearly defined target market and Ideal Customer Profile (ICP), no personas Limited/assumption-based approach to market/customer. Limited to no qualification criteria defined Ideal Customer Profile defined, personas defined and articulated Known accounts, defined and agreed to qualification criteria, defined and confirmed personas Iterative approach to target account identification, dynamic personas, qualification criteria drives targeting Sales Cycle No known or defined repeatable approach Ad hoc approach & understanding of how customer buys Understood time and decision making process, friction remains Known and articulated buying journey, enablement focus Selling process aligned with buying process, all known friction removed Team Undefined roles and responsibilities, no skills mapping/development Major functional roles defined, high churn, low performance Roles, responsibilities, and competency profiles defined and operational Responsibilities and hand-offs known and operational, team is performing Aligned team structure, career path and skill milestones Message No unified message and/or compelling value proposition Confusing and disorganized message, no consistency and company-centric Defined messaging and positioning mapped to audience, speaking to market and needs vs. feature/benefit Content editorial calendar in place, major trust validation content in production, defined industry “point of view” Versioned strategic messaging framework approach, content editorial calendar speaks to customer need/outcome Reach One-off bulk emails, direct ask outreach “Every person for themselves” with no coordination Sales playbook(s) in place but used for reference vs. execution Coordinated efforts among email, phone, online, offline channels Integrated and executed outreach “plays” across channels Enabling Technology Limited to no real technology in place. Basic email, phone, spreadsheets Individual purchase decisions drive technology, low utilization, no integrated plan Major categories purchased and in place, some coordination among teams All current tools configured and utilized to justify expenditures Technology aligned with process, approach in place to test new tools Metrics of Success Random and inconsistent measurement Individual teams and contributors track and promote their metrics Major categories tracked but bias towards actions vs. outcomes Alignment around creating opportunities and revenue contribution across all activities Full funnel measurement and accountability Pipeline Development Maturity Model
- 44. Focus Sales Marketing DefineTarget Market Support Lead Understand Sales Cycle Lead Support Build and Train Team Lead Lead Create Compelling Message Support Lead Reach Prospects Support Lead Choose Enabling Technology Lead Lead Apply Metrics of Success Lead Lead Sales + Marketing = Pipeline Development Process
- 45. REVIEW DESIGN DEPLOYREVIEWDESIGN A 3 Phase Approach
- 46. • Ideal CustomerProfile defined and approved? • Target personas for all involved in buying process? • Messaging by audience? • Compelling positioning? • Content mapped to funnel stage? • Internal sales process defined? • Aligned metrics and incentives? Conduct a Pipeline Development Review
- 47. Review Step Details IdealCustomer Profile defined and approved? Definition includes attributes of your “best” customers – lifetime value, revenue growth, satisfaction, etc Target personas for all involved in buying process? Who can say yes? Who can say no? Who slows things down? Messaging by audience? Speak to their need and desired outcome Compelling positioning? Rats vs. Dents Content mapped to funnel stage? Not about you, about them Internal sales process defined? What happens when? Who does what? Aligned metrics and incentives? Are you closing to the right thing? The Pipeline Development Review
- 48.
- 49.
- 50. Matt Heinz President, HeinzMarketing @heinzmakreting matt@heinzmarketing.com Thank You!
Editor's Notes
- #22 Over half of customer loyalty is a result of not what you sell but how you sell it People often prefer favorite over best
- #23 Push customer out of their comfort zone (vs being accepted into it) Challenger focuses on customer vs. (relationship builder more concerned about customer convenience)
- #24 New ideas to help customers save money or make money Cost of problem they did or didn’t’ know they had