Some key findings from experience and learnings ...

1. Frédéric Esbert - Copyright 2014
March 2014
Improving a B2B sales campaign

2. Frédéric Esbert - Copyright 2014
« The nicest thing about not planning
is that
failure comes as a complete surprise
and is not preceded
by a period of worry and depression »
John Preston (Boston College)
Introduction 2

3. Frédéric Esbert - Copyright 2014
Business Drivers
 Financial pressure
 Operational pressure
 Competition & Partners
Business initiatives
 Projects, programs & plans to
address business drivers
What drives a customer project? 3
Business
drivers
Business
initiative
Critical Success
Factors
Compelling event
 Has an economic owner, a
defined date and is a direct
response to a pressure which
would cause a real pain
Critical Success factors
 What is needed to ensure the
success of the initiative
No
Compelling?

4. Frédéric Esbert - Copyright 2014
Recognized business value
 Unique Business value specific to the customer business drivers
People’s Agendas
 Professional agenda
 Defines success for an individual
in their specific role or title
 Driven by business logic
 Personal agenda
 Defines why success in their professional agenda
is important to them
 Driven by emotional fulfillment, personal vision advancement,
and the need for meaningful achievement
What drives a customer decision? 4
Professional Agenda
PersonalAgenda
LOGIC
EMOTION
Low
Credibility
Sales
Traction
Low
Interest
Low
Involvement
Decision makers & influencers
Addressing the customer
business drivers & critical
success factors
Superior and measurable
business outcome
Committed time and
resources according to the
customer expectations

5. Frédéric Esbert - Copyright 2014
When is a supplier really involved? 5
Issue assessment
Objectives definition
Project Initiation
Solutions evaluation
Proof of Concept
Negotiation and Selection
Implementation
Results assessment
AccountDecisionProcess
Vendor
Credible
Source
Problem
Solver
Trusted
Advisor
Supplier involvement
Key to successful sales campaigns
Key to customer satisfaction
and recurrent sales

6. Frédéric Esbert - Copyright 2014
Where are you going?
 Long range goal
 Visionary
 Defining the relationship
Starting by defining the sales goal !
6
What has to be
known?
Opportunity
assessment
Compelling event
Inner Circle
Profile
Objective
What must be
done?
Specific
Measurable
Time bound
Strategy
How to achieve
the objective?
The route to the
objective against
competition
Tactics
What specific
actions?
Linked to the
strategy
Individual, flexible
and dynamic

7. Frédéric Esbert - Copyright 2014
Understanding the decision process 7
?
Compelling?
Project milestones
No
Yes
Project stakeholders
Organisation chart
Business
drivers
Business
objectives
Business
initiative
Project
Competition

8. Frédéric Esbert - Copyright 2014
Decision makers
 Belong to the political structure and inner circle
Influencers
 As opposed to rank or authority, influence flows in not-traditional directions
Understanding the decision map 8
Wonder
Political
structure
Inner
circle
Influence
Rank
Watch
Authority Influence
Project Stakeholders

9. Frédéric Esbert - Copyright 2014
Managing relationship with the key stakeholders! 9
CoverageRole in the decision making process
Relationship
Relationship strategy
Peaceful coexistence
Clear-up misperceptions
Agree to disagree
Ask for help
Make it EASY
Don’t forget “Quid pro Quo”
Understand & Demonstrate
Build TRUST
Don’t let emotion interfere

10. Frédéric Esbert - Copyright 2014
Defining the sales strategy and staying on course 10
« The Key in Victory is not in defeating the Enemy, but in defeating the Enemy’s Strategy »
Sun Tzu – « The Art of War »
Start
Frontal
Flanking
Fragment
Defend
Delay
Exit Exit
N
Y
N
N
N N
N
N
Y Y
Y
Y
Y
Y
New comers
Compelling
event?
Can
compete?
3 to 1
recognized
advantage?
Can change
buying criteria?
Can address
project subset?
Anything to
protect?
Can address
needs in future?

11. Frédéric Esbert - Copyright 2014
Example of Project milestones
Defining actions for each key milestone
 What is the target for this milestone?
 SMART and compliant with the selected strategy
 What actions are needed to achieve the target?
 Ownership
 Internal & external resources
 Time and sequence
 Who should be addressed and how?
 Stakeholders depending on profile, agendas
& level of relationship
 Partners, competitors
Planning and executing a structured sales campaign 11
Customer initiative
Internal
Study
POC RFI Internal
report
RFP Lab
Trial
DecisionInternal
report
Time
Milestone
Target
Action
People

12. Frédéric Esbert - Copyright 2014
Developing comprehensive Tactics
compliant with selected strategy
 Prove value
 Retrieve missing information
 Isolate against competition
 Minimize weaknesses
 Emphasize strengths
Selecting the right actions 12

13. Frédéric Esbert - Copyright 2014
Running a successful sales campaign
Conclusion 13
Compelling
business
drivers
Decision map
&
influence paths
Competition
strategy &
action plan
Sales strategy
Structured action plan
Customer’s initiative
Sales
Opportunity assessment
Professional
&
personal agendas

14. Thank you
Frédéric Esbert - Copyright 2014