Bob Apollo of Inflexion-Point shares critical insights into why even highly effective sales people often lose more than they win - and how we can all improve the odds in our favour
Bob Apollo of Inflexion-Point Strategy Partners explains the thinking behind the value selling system for complex B2B sales - YouTube video available after final slide
Presentation given by Bob Apollo of Inflexion-Point Strategy Partners at Ignite B2B conference [June 2017] - introduces the concept of the "Value Gap".
Bob Apollo of Inflexion-Point Strategy Partners explains the thinking behind the value selling system for complex B2B sales - YouTube video available after final slide
Presentation given by Bob Apollo of Inflexion-Point Strategy Partners at Ignite B2B conference [June 2017] - introduces the concept of the "Value Gap".
The value selling system® is designed to enable every member of your sales organisation to create, capture and confirm your unique value to every customer
A guide to sales pipeline management for complex B2B sales hosted by the Association of Professional Sales. Presented by Bob Apollo of Inflexion-Point Strategy Partners
A Non-Technical Introduction to Sales Analytics for Business LeaderstheCodery
Turn your sales data into higher sales and better sales performance. Many business leaders do not realize how huge the potential is for you to turn your information into better top-line prospect for your business.
Watch this slide share to get a non-technical glimpse of what kind of powerful information you sales data contains that could give your sales a boost.
Retaining current customers costs 6-7x less than acquiring news ones, and improving customer retention rates by a mere 5% can increase profit per customer by 25%-95%. So it makes sense that top companies focus on building relationships, increasing loyalty, and selling more to current customers as a growth strategy.
Based on our extensive research in strategic account management, we've identified 10 steps you can take to replicate their successes.
Creating a Sales Strategy and Process to Ramp Customer Acquisitions
Leverage Your Current Process or Start Fresh?
Do You Understand the Buying Behavior of Your Target Industries/Segments?
Do You Understand the Selling Behavior and Motivations of Your Preferred Channels?
Can You Afford Your Sales Strategy and Process?
Presentatie over The Collaborative Sale zoals gegeven tijdens de boekpresentatie bij SMA afdeling west op 6 mei 2014.
Collaborative Selling gaat over het aanpassen van verkoopgedrag aan de klant van nu. In de presentatie wordt ingegaan op hoe kopers door de tijd veranderd zijn (buyer 2.0) en welke rollen salesmensen moeten kunnen vervullen om succesvol te zijn.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
Winning Complex Sales With an Intentional StrategyRichardson
As the buying journey has become more complex, dynamic, and iterative, sales professionals often find themselves in a daily state of crisis — reacting to customer changes and competitor moves.
This presentation explores why sales professionals must not only engage in customer-centric activities that add real value, but they must also navigate and anticipate the constant changes taking place for their buyers and help lead them through the buying process.
This presentation will cover the following:
1. Understanding how and why the buying process has changed and the imperative this change has created for sales professional's to think and act differently to compete today
2. Recognizing and influencing the critical factors buyers consider today in every buying decision
3. Utilizing Richardson's Momentum Methodology to assess position, create the right intentional and proactive strategy to differentiate, and execute with precision to drive the sale to close
How to Run a Planning Session to Win a Critical Sales OpportunityRetired!
The slides are from the March 2013 webinar Dave Stein delivered for Sales and Marketing Management magazine. Here is the link to the archive: http://www1.smmconnect.com/welcome/davestein_mar5
In the past, selling offered high rewards to those with the energy to sell hard and the tactics to close deals. In the new era, it will offer even greater bounty to those who can sell smart and understand and implement strategies for creating customer value.
Sales Webinar | Maximize Revenue In Key AccountsAltify
Account planning matters. When looking to hit your numbers, it's easy to look past the white space in your existing accounts. How can you best strategize to capture additional opportunity to maximize the revenue from your key accounts?
Áine Denn, EVP of EMEA for The TAS Group has been traveling around the world, evangelizing on this critical initiative for selling organizations. Learn her strategies on Maximizing Revenue in Key Accounts.
Any sales professional will say they want to be considered a partner to their clients. But what does it truly take to elevate yourself from vendor to consultant, and then, ultimately, to a trusted partner? How do you generate insights worth listening to? What will make a person buy from you over and over again?
In the words of Vince Lombardi, “If it doesn’t matter who wins and loses, then why do they keep score?” As a sales professional, exceeding your stated quota is your scorecard and forecasting is your ability to “call the play.” Whether on a calendar or fiscal year, in the end, you’ll be measured by how much business you’re able to get over the finish line. That’s why we keep score.
The value selling system® is designed to enable every member of your sales organisation to create, capture and confirm your unique value to every customer
A guide to sales pipeline management for complex B2B sales hosted by the Association of Professional Sales. Presented by Bob Apollo of Inflexion-Point Strategy Partners
A Non-Technical Introduction to Sales Analytics for Business LeaderstheCodery
Turn your sales data into higher sales and better sales performance. Many business leaders do not realize how huge the potential is for you to turn your information into better top-line prospect for your business.
Watch this slide share to get a non-technical glimpse of what kind of powerful information you sales data contains that could give your sales a boost.
Retaining current customers costs 6-7x less than acquiring news ones, and improving customer retention rates by a mere 5% can increase profit per customer by 25%-95%. So it makes sense that top companies focus on building relationships, increasing loyalty, and selling more to current customers as a growth strategy.
Based on our extensive research in strategic account management, we've identified 10 steps you can take to replicate their successes.
Creating a Sales Strategy and Process to Ramp Customer Acquisitions
Leverage Your Current Process or Start Fresh?
Do You Understand the Buying Behavior of Your Target Industries/Segments?
Do You Understand the Selling Behavior and Motivations of Your Preferred Channels?
Can You Afford Your Sales Strategy and Process?
Presentatie over The Collaborative Sale zoals gegeven tijdens de boekpresentatie bij SMA afdeling west op 6 mei 2014.
Collaborative Selling gaat over het aanpassen van verkoopgedrag aan de klant van nu. In de presentatie wordt ingegaan op hoe kopers door de tijd veranderd zijn (buyer 2.0) en welke rollen salesmensen moeten kunnen vervullen om succesvol te zijn.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
Winning Complex Sales With an Intentional StrategyRichardson
As the buying journey has become more complex, dynamic, and iterative, sales professionals often find themselves in a daily state of crisis — reacting to customer changes and competitor moves.
This presentation explores why sales professionals must not only engage in customer-centric activities that add real value, but they must also navigate and anticipate the constant changes taking place for their buyers and help lead them through the buying process.
This presentation will cover the following:
1. Understanding how and why the buying process has changed and the imperative this change has created for sales professional's to think and act differently to compete today
2. Recognizing and influencing the critical factors buyers consider today in every buying decision
3. Utilizing Richardson's Momentum Methodology to assess position, create the right intentional and proactive strategy to differentiate, and execute with precision to drive the sale to close
How to Run a Planning Session to Win a Critical Sales OpportunityRetired!
The slides are from the March 2013 webinar Dave Stein delivered for Sales and Marketing Management magazine. Here is the link to the archive: http://www1.smmconnect.com/welcome/davestein_mar5
In the past, selling offered high rewards to those with the energy to sell hard and the tactics to close deals. In the new era, it will offer even greater bounty to those who can sell smart and understand and implement strategies for creating customer value.
Sales Webinar | Maximize Revenue In Key AccountsAltify
Account planning matters. When looking to hit your numbers, it's easy to look past the white space in your existing accounts. How can you best strategize to capture additional opportunity to maximize the revenue from your key accounts?
Áine Denn, EVP of EMEA for The TAS Group has been traveling around the world, evangelizing on this critical initiative for selling organizations. Learn her strategies on Maximizing Revenue in Key Accounts.
Any sales professional will say they want to be considered a partner to their clients. But what does it truly take to elevate yourself from vendor to consultant, and then, ultimately, to a trusted partner? How do you generate insights worth listening to? What will make a person buy from you over and over again?
In the words of Vince Lombardi, “If it doesn’t matter who wins and loses, then why do they keep score?” As a sales professional, exceeding your stated quota is your scorecard and forecasting is your ability to “call the play.” Whether on a calendar or fiscal year, in the end, you’ll be measured by how much business you’re able to get over the finish line. That’s why we keep score.
In the words of Vince Lombardi, “If it doesn’t matter who wins and loses, then why do they keep score?” As a sales professional, exceeding your stated quota is your scorecard and forecasting is your ability to “call the play.” Whether on a calendar or fiscal year, in the end, you’ll be measured by how much business you’re able to get over the finish line. That’s why we keep score.
Instead of feeling dread, sales executives can welcome objections and actually look forward to the next “no.” In many cases, an objection means the prospect is missing information needed to complete the buying process. Get tips on how to be prepared to address objections on a positive note and change your perspective on this stage of the sales process. Learn how to root out all of your buyer’s concerns in totality rather than bit by bit.
As sales professionals in today’s competitive market, customers and prospects demand more from you than ever before. You’re expected to bring something to the table—to be an advisor and consultant with relevant solutions for their business. That requires in-depth knowledge on your company’s products and services.
SiriusDecisions: What a Buyer Wants, What a Seller Needs - The importance of ...Alinean, Inc.
You need to arm your sales reps with the right messaging, content and tools to make them more successful, but exactly what works best, and what should you be investing more in this year to assure sales success?
In this presentation, SiriusDecisions reveals important research on just what buyers are looking for from B2B solution providers, and what you can do to meet these needs and get your sales reps to be even more successful.
Nancy Maluso, Research Director for Sales Enablement Strategies at SiriusDecisions exposes the right messaging, content and tools you need to facilitate buyer decision making and drive more wins, especially how more personalized, value-focused and data driven content and tools are now required.
Recommended for:
• Sales Enablement
• Product and Content Marketing
• Sales Leadership
• Value Consultants / Practice Leaders
Presented By: Nancy Maluso, SiriusDecisions Research Director, Sales Enablement Strategies and Tom Pisello, Alinean, CEO and Founder.
Four Trends Impacting Demand Marketing Leaders in 2018Marketo
Successful demand creation leaders are quadruple threats. They know what it takes to successfully define and manage demand, can plan and execute demand programs that hit their objectives, know how to leverage digital and non-digital tactics, and understand how to assess the demand function’s resources and effectiveness. To continue achieving demand growth objectives, demand marketers can never be satisfied with the status quo.
Join Marketo and our guest, SiriusDecisions, to learn about four trends and how they will impact your business in 2018.
View to learn:
• The questions and answers that will drive marketing agendas in 2018
• Insights into where demand gen leaders must challenge entrenched assumptions
• Recommendations to support the development of capabilities in new or weak areas
Selling Solutions Using a Compelling Value PropositionCompTIA
In a webinar presented by Marty Gilbert, president, Growth Initiatives LLC, and Bob Sherlock, president, Marketwerks, learn how to lay the foundation for solution selling, and then execute it. CompTIA’s webinar focuses on how to develop well-targeted value propositions for each customer segment, and bring them to market successfully.
Igniting Sales: Surprising New Insights About How Top-Performing Companies Bu...Integrity Solutions
Sales quota achievement continues to decline- now below 50% in most organizations. The question is, why aren’t all the new processes, tools, apps, skills training and distributed learning filling that gap? A new 2017 study gives us some answers.
Positioning simplified the fast track to positioning success (part 3) ver 1.2AIPMM Administration
“Positioning simplified. The fast track to positioning success” is a three-part series intended to improve your positioning skills especially when you have competing priorities and little time to do it.
The first webcast covers four tools that will help you achieve positioning success fast. The second webcast focuses on the research you can do when you have more time for a positioning project. How to differentiate is covered in useful detail as well as other tools that you can add to your tool kit depending on your situation. The last webcast introduces tools that give you confidence your message strategy will resonate with your target audience. You’ll see how several B2B companies claim a position in their market by taking advantage of the power of consistency and repetition.
Learning objectives of the three-part series include:
~ Clarify what positioning is and is not
~ How positioning is so important for better results
~ Keys to positioning for speed and success
~ How to be confident your position resonates with buyers
~ Proven approach to improving your position in your market
What does World-Class Sales Performance look like? • We can show you ...
– The RESULTs generated by World Class Sales Teams
– The Selling Behaviors that directly drive these results
– How your team compares to the World-Class Group and to your Industry Peers
– How small changes in the right Selling Behaviors can drive significant improvement in Sales Performance
– We can help you calculate the impact of these small changes on your business.
As sales professionals in today’s competitive market, our customers and prospects demand more from you than ever before. You’re expected to bring something to the table—to be an adviser and consultant with relevant solutions for their business. This requires in-depth knowledge on your company’s products and services.
High performing companies have long realized that behind a customer acquisition strategy must be a customer retention strategy. Given that is takes far more time, costs far more money, and requires far more effort to get a new customer than to keep one, having a customer retention strategy makes good business sense. Yet many companies focus only on having a rigorous sales process for new business and then expect the renewals to take care of themselves.
When will they actually buy? This question is a challenge for most sales reps to answer accurately; sometimes precisely predicting future behavior may be paved with too much optimism rather than reality. Despite this, if you are in sales, in any role, at some point you likely have to predict and even commit to a revenue forecast... Instead of leading a forecasting plan with optimism, implement a proven sales process to proactively manage your pipeline. A proven sales process applies a more systematic and exacting approach that highlights when opportunities will close, and bookings are realized.
PEM Corporate Finance explains how identifying strategic value can optimise the success of an acquisition, help you justify the purchase to any funders, and increase the wealth you realise when you come to exit your business.
Similar to Reducing the Risk of Failure in Complex High-Stakes B2B Sales (20)
Bob Apollo of Inflexion-Point Strategy Partners introduces the 3 key principles of value-based selling:
- Focusing on Your Most Valuable Prospects
- Aligning Your Sales Stages with your Prospect's Buying Journey
- Facilitating their Buying Decision Process
And shows how B2B-focused sales organisations that have adopted value-based selling have been able to improve sales in rates, shorten sales cycles, increase deal values, get more sales people on quota and accelerate revenue growth
My presentation from Funnel 2013 - the UK B2B Marketing Event on 8th October - on the critical importance of aligning the B2B sales and marketing process with the customer's buying decision journey. I hope you enjoy it - and I'd welcome your comments.
Bob Apollo's presentation at Funnel 2011 in London. Demonstrates how and why focus, agility and attractive content is far more important than the size of your budget when it comes to effective B2B Sales and Marketing.
Hi. I’m Bob Apollo of Inflexion-Point Strategy Partners, the UK-based B2B sales performance improvement specialists, and I’m delighted that you’ve chosen to join me for this on-demand webinar.
You’ve probably heard the statistics: the most common outcome of even apparently well qualified B2B sales opportunities is that the customer ends up deciding to do nothing. And the next most common outcome is that the customer buys the cheapest option because they can’t see any significant difference between competing solutions.
It would be surprising if you haven’t suffered from one or both of these two trends recently, and you’ve probably been wondering what to do about it. I hope the next few minutes will help you to form a strategy.
If we want to establish the true value of our solution, if we want to win on something other than price, and if we’re fed up of being defeated by that silent but deadly competitor, the status quo, we’re going to have to systematically eliminate the points of potential failure in complex high-stakes B2B sales. And that is what this on-demand webinar is all about…
It’s probably worth explaining what I mean by a complex high-stakes sale. It’s a purchase that often has the potential to make a significant change to the buyer’s business. Unlike transactional purchases, which often simply perpetuate a proven pattern, these are typically strategic purchases that imply changes in behaviour - and because they are seen as serious decisions that have to be thoughtfully made, they typically take time to complete, involve multiple stakeholders and have to progress through a number of phases before any buying decision can be confirmed…
Let’s face it, any significant change always involves some form of risk, and buying anything new - particularly if it is regarded as a complex, high-stakes and strategic purchase - can become a particularly risky process for both the buyer and the seller…
As a buyer, the obvious risks include:
Committing to a “Solution” that fails to solve the problem
Solving the obvious problem but failing to deal with something even more important
Doing nothing and suffering negative consequences
Earning a reputation for making bad decisions
I am sure that your customers are aware of many more examples…
But as sellers, we face an equally daunting set of risks:
Pursuing “Opportunities” that we have no chance of winning or will never do anything
Making bad decisions that lose an otherwise winnable sale
Being forced to discount because we failed to differentiate
Earning a reputation as an unreliable forecaster
And I’m sure that you can think of many more examples…
There’s no doubt that whether we’re a buyer or a seller, we are exposed to risk factors whatever we decide to do…
In fact, stakeholders find it so hard to achieve consensus and buyers have become so risk averse - as we’ll see in a moment - that nowadays 7 out of 10 complex high-stakes buying decisions end with the customer concluding that the easiest (if not always necessarily the safest) thing to do is simply to stick with the status quo.
But, of course, in the meantime, both prospective customers and hopeful vendors have wasted literally millions of hours on apparently promising projects that just ended up going nowhere…
So perhaps we should start by identifying a few key things that every sales person needs to understand about how their prospective customers typically make high-stakes buying decisions…
The first factor we need to recognise is the “Status Quo Bias”. Simply put, when faced with potentially high-stakes strategic decisions, unless organisations have a compelling reason to change, they are typically inclined to stick with the Status Quo…
This Status Quo Bias is further amplified by the number of active decision-makers in the process. Where only one person is involved in the buying team (a vanishingly rare occurrence in most strategic decisions), there is an 80% chance they will make a positive buying decision. When a small number of active decision-makers are involved (2-5) this figure drops to around 50%.
But in deals with larger decision making groups (the average figure in complex high-stakes B2B sales is currently running at 6.8 and rising), the chance of a positive buying decision plummets below 30%. In other words, 7 out of 10 apparently serious buying journeys end with with the prospective customer staying as they are and deciding to do nothing.
This is often because the prospective customer does not have an effective decision-making process that serves to clarify the objectives of the exercise and to drive consensus amongst a group of stakeholders that frequently have conflicting priorities and agendas…
When organisations do decide to make a positive buying decision, the motivation to avoid a loss is twice as powerful as the motivation to achieve a gain. And yet the vast majority of sales campaigns still focus on promoting the potential gains from using their solution, and pay scant regard to articulating the risks associated with the prospective customer sticking with the status quo.
When sales people can convey a powerful sense of risk associated with staying with the Status Quo together with a high confidence in the success of their proposed changes, their chances of sales success increase dramatically, and I’ll show you how in a few minutes…
The last factor is the “Similar Solution Effect”. If customers cannot distinguish between competing vendors because they all seem to be proposing to approach the same problem in a similar way and are promoting what appear to be very similar solutions, you can hardly blame the prospective customer for either deciding to do nothing or for choosing what appears to be the safest/lowest-cost/lowest-risk option. It’s impossible for vendors to differentiate themselves using me-too tactics under such conditions…
The consequences for high-stakes complex sales are painful:
Organisations are biased towards maintaining the status quo
Stakeholders struggle to make complex, strategic decisions
The risk of loss is a stronger motivator than the potential for gain
When solutions appear similar, organisations will chose the least risky option [which often appears to be to “do nothing”]
If we as vendors are to have any chance of breaking away from this, it’s essential that we:
Focus on the costs, risks and consequences of a “do nothing” decision
Promote both the risk of loss (if the prospect does nothing) and the potential for gain (if the prospect accepts our proposal)
Help to facilitate consensus across what may be a fragmented buying decision group with conflicting agendas and priorities
Establish clear differentiation between our approach and that being proposed by all other options
But that’s not all - as if selling to confused, disorientated and risk-averse buyers wasn’t tough and complicated enough already there are still two more elephants in the room…
First, there’s a huge gap between the skill sets of most sales people and the expectations of most senior customer executives.
According to research published by Forrester, when talking to executives, the average sales person is 4 times more confident talking about their products than about their customer’s business issues
And yet - according to end-user research by Sirius Decisions - when talking to sales people, senior business executives regard relevant business expertise as 4 times more important than product knowledge
The average sales person tends to focus far too much on the detail of their products, whereas the handful of top sales performers have learned to share insights that are directly relevant to their customer’s business. It’s no wonder that the performance gap between the best sales people and the rest is so wide in complex sales…
And there’s another critical factor: according to more research conducted by Forrester, three-quarters (74%) of all buying decisions go to the vendor that did the the most to help the prospect define their vision of a solution - leaving all the other vendors to fight it out trying to satisfy a set of requirements they had no part in shaping.
In other words, if we arrive late, we lose…
But the average sales person typically tends to get engaged only after the selection process is already underway.
The handful of top performing sales people find ways - through sharing relevant business insights - to engage the customer early and are able to influence the prospective customer’s buying process.
Early engagement is critical to success: marketing and sales must collaborate together to encourage prospective customers to want to start a sales conversation as early as possible in the buying journey - because they believe that they will learn something to their advantage (and won’t, at the same time, expose themselves to a crude and unsubtle sales pitch)…
So, what can we do about the situation? Quite a lot, as it turns out.
I’d like to conclude by introducing five successful, field-proven strategies for de-risking the complex sale. They don’t necessarily offer the complete answer, but I hope you’ll agree that they represent a promising start…
First, it is dangerous in the extreme to assume - particularly if they are buying a new category of solution - that our prospective customers know how to conduct an effective and successful buying process.
Given that most buying processes tend to end in a decision to “do nothing” because a consensus for action has not been reached, we need to help our prospective customers to make more effective buying decisions - even if that means recognising that under current conditions, the buying decision journey they are currently embarked on is unlikely to result in a positive outcome, and we would do best to politely qualify out of the exercise if we cannot help them craft a path to success…
Summarised on a page, this is how successful complex B2B buying decisions tend to get made. They follow an intentional pattern, and each phase represents a clear advance or the previous one. You’ll observe that the customer’s focus, the key milestone and our primary focus evolves throughout the process. Attempts to short-cut or bypass any of these phases or milestones tend to result in an unsatisfactory outcome. As well as advancing, the prospective customer can of course (and often does) choose to pause the process, move backwards or abandon it altogether.
If the prospective customer already has a well-defined, formalised buying process, we must adapt to it whilst seeking to influence it. If we arrive late in their process, and if any of the decisions that have already been made (or not made) are unhelpful to our chances of success, we must attempt to persuade the prospective customer to revisit the previous phase(s) by introducing previously unconsidered implications, and if we cannot, we should carefully consider whether we should pursue the opportunity when the odds of a success are stacked against us.
If (as is often the case) the prospective customer does not have a clearly defined and well-thought-through buying decision process, we must seek to guide them in what a successful buying process involves.
This is not just about whether the buying environment is favourable to us: it about whether the buying environment is likely to result in a positive outcome for any of the involved parties…
Next, we need to identify and align ourselves with a change agent who is capable of building a consensus across the buying decision group…
We’ve seen how the chances of any purchase decision being made declines as the number of stakeholders grows, but it turns out that even if we could identify and engage them all individually, it would not improve our chances of success - in fact, research by the CEB (now part of Gartner) shows that it can actually cause the decision team to become even more fragmented.
Instead, we need to find a change agent - a consensus builder - inside the customer organisation who has the ability, authority and skill to align the different members of the decision team around a consistent common cause and a commitment to act…
Next, if we are to stand out from all the other options under consideration, we need to look beyond the obvious solution to the obvious problem…
Remember the “Similar Solution Effect”? It predicts that if customers cannot distinguish between competing vendors because they all seem to be proposing to solve the same problem in a similar way and are promoting what appear to be very similar solutions, they are likely to either decide to do nothing or choose what appears to be the safest/lowest-cost/lowest-risk solution.
If we want to avoid a race-to-the-bottom on price, we need to clearly differentiate our approach from all other options. In short, we need to “go beyond the obvious”. We need to establish clear contrast between our approach and all the other options that the prospect may be considering (including a decision to stick with the Status Quo).
We need to establish our own unique value, by focusing on:
Previously unconsidered or undervalued implications of the prospect’s current situation
That are addressed by unique capabilities that only we can credibly claim to be able to deliver
And which result in breakthrough benefits for the customer
But it’s not just a matter of being distinctively different: we need to emerge as the lowest-risk, highest-gain options available to the customer - and that includes “sticking with the status quo”…
To become their safest choice, we need to:
Give them a clear reason to abandon the status quo by establishing the significant costs and risks associated with inaction
Offer a credible approach that shows how we will lead them from their current situation to their desired future state
Show how our approach has been proven to deliver the level of change and type of payback they are looking for
Establish clear positive differentiation against every other option they might seriously consider (including “do nothing”)
Support our story with credible customer case studies and anecdotes
And finally we need to embed all our best practices into a repeatable, scalable and predictable sales process - one that is capable of uplifting the performance of every employee and in particular of dramatically reducing the performance gap between our best sales people and the rest…
The detail of how we do that is a subject for another presentation, but it is based on focusing on the right opportunities in the first place and then executing effective sales campaigns that reflect a combination of your organisation’s accumulated wisdom and the latest industry best practices
in summary our recommended approach combines a clear business focus with a customer-aligned buying process, effective sales plays that guide sales people in what to ask, say and so during pivotal moments during the process, and a set of short, simple, clear and actionable plans to help sales people manage their territories, accounts, opportunities and meetings…
So - to - summarise - we can reduce the risk of failure in complex, high-stakes sales by systematically:
Enabling our customers to make effective buying decisions
Aligning with a change agent who can build consensus
Looking beyond the obvious to establish differentiation
Emerging as the lowest-risk, highest-gain option
Embedding these best practices into a repeatable system
If you’d like to find out more about how these principles could be applied in your organisation, please contact me by phone or email using the details above…