The document discusses the differences between "push" and "pull" sales approaches. A pull approach involves starting with customer issues/needs and building customized solutions, while a push approach involves starting with existing products/solutions and finding customer matches. It recommends that sales teams use consultative selling techniques to operate more in a pull model by helping customers identify performance gaps, root causes, and appropriate solutions to get budget approval.

1. Push versus Pull
8th
July 2010

4. » Start from a customer issue and build
a solution = Consultative selling
» Pull investment funding outside of
any existing budget
» Dialogue with CxOs about their
known or unknown issues
» Challenge CxOs point of view
» Start with a business case and then
build a customized solution
BIG DEAL SALES
ACCOUNT SALES
Pull
4

5. » Start from a customer issue and build
a solution = Consultative selling
» Pull investment funding outside of
any existing budget
» Dialogue with CxOs about their
known or unknown issues
» Challenge CxOs point of view
» Start with a business case and then
build a customized solution
BIG DEAL SALES
ACCOUNT SALES
Pull
5
» Start from a product and try to find a
customer need
» Compete against other providers to
get an existing budget
» Demonstration of capabilities
» Understand CxOs point of view
» Start with a solution and demonstrate
relevance
SOLUTION SALES
Push

6. » When customer:
» does not know they have an
issue
» does not understand the root
causes of the issue
» does not understand how to
address these root causes
» is not sure if project is worth
the investment
Pull
6
OR

7. » When customer:
» does not know they have an
issue
» does not understand the root
causes of the issue
» does not understand how to
address these root causes
» is not sure if project is worth
the investment
Pull
7
» When customer:
» understands the issue
» understands the root causes of
the issue
» understand how to address
these root causes
» has allocated a budget
Push
OR AND

8. » “Leveraging this technology you
can achieve this level of
performance”
» “Business case is showing high
return on investment and quick
payback”
» “We have the capabilities and the
track-record to be your partner to
implement this technology”
Pull
8

9. » “Leveraging this technology you
can achieve this level of
performance”
» “Business case is showing high
return on investment and quick
payback”
» “We have the capabilities and the
track-record to be your partner to
implement this technology”
Pull
9
» “Our solution is the one that best
matches your needs”
» “We havethe capabilities and the
track-record to be your partner to
implement /run this solution”
Push

10. Customer decision-making cycle
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Push
Pull
Customer
GO/NO GO
10

11. Pull
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Customer
GO/NO GO
Resources
time
« Best performers
are acheiving this
level of performance
in this area »
« You could
acheive this level of
performance by
addressing these
improvements »
« This
technology
would enable
these
improvements »
« We have an
attractive
business plan »
« We are a
credible partner to
deliver this
business plan »
11

12. Push
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Customer
GO/NO GO
time
Resources
« We have the best
Solution to fullfill
your requirements »
« We are the best
possible partner to
deliver / run this
solution »
12

13. » Sizeable deals
» Opportunity to be sole source
or get a privileged position
» Build relationship and
customer intimacy for future
growth
» Longer Sales cycle
» Higher Sales costs
» Cost of complexity to manage
highly customized solutions
Pull
13
-
+
» Ability to make money with
repeat business
» Shorter Sales cycle
» Lower Sales costs
» Highly competitive
Push
-
+

14. Another Sales approach
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Distribute Name
cards
14

15. Another Sales approach
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Wait for RFP
Distribute Name
cards
15

16. Another Sales approach
Manage the bid
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Wait for RFP
Distribute Name
cards
16

17. Another Sales approach
Manage the bid
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Find a good excuse:
•Price
•Political decision
•Team
Loss reviewWait for RFP
Distribute Name
cards
17

18. Another Sales approach
Manage the bid
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Find a good excuse:
•Price
•Political decision
•Team
Loss reviewWait for RFP
Distribute Name
cards
Real reason =
lack of pro-activity
18

19. Current situation in many companies
RFP
Sourcing
strategy
Business
case
Solution
Root
causes
Performance
gap
Push
Pull
Customer
GO/NO GO
Wait for RFP
<10%
<30%
>60%
19

20. Current situation in many companies
Customer
awareness
level
Pro-activity
+
+-
-
Wait for RFP
Drop the ball
20

22. The way we sell and
engage with customers
can be a strong
differentiation factor !
22

23. Target situation
Customer
awareness
level
Pro-activity
+
+-
-
Pull
Push
23

24. Implications:
Level 1: provide competitive solutions
and adequate sales support expertise
Level 2: enable your Sales force to do
consultative selling around offerings
24

25. Enable your Sales force to do consultative
selling around offerings
Step 1 : build customer awareness of performance gaps
» Performance benchmarks
» Map of best practices
» Maturity models
» Performance assessment tool
25

26. Enable your Sales force to do consultative
selling around offerings
Step 2 : help customer identify root causes and choose solution
» Root causes identification tool
» Map of solutions
» Benchmarking of available solutions
» Example business cases of customers that have implemented
your solution
» Customer testimonials
26

27. Enable your Sales force to do consultative
selling around offerings
Step 3 : help customer build business case and get a GO decision
» Transformation roadmap tool
» Business case tool
» Commitment with risk-reward scheme
27