Presentation used at Shipley breakfast meeting

1. Sales Process in A Buyer 2.0 World
Jurgen Heyman
Managing Director Europe,
Corporate Vice President, Sales Performance
International
© 2012 Sales Performance International | 1

2. Sales Process in A Buyer 2.0 World
Jurgen Heyman
Managing Director,
Corporate Vice President
Sales Performance International Europe
© 2012 Sales Performance International | 2

3. Objectives
1. Share current trends and
observations
on today’s B2B buyers
2. Share findings on the value of sales
process and the impact of today’s
buying behavior on sales process
3. Open lines of communication with
the sales community to collaborate
and improve
© 2012 Sales Performance International | 3

4. Agenda
◄ A New World of Buyers
◄ The Buying Cycle
◄ Sales Models, Sales Processes, and
Sales Methodologies
◄ Adapting to the New Buyer Paradigm
◄ Q&A
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5. What is “Buyer 2.0”
Buyer 2.0: What is Buyer 2.0?
From Web 2.0…
to Sales 2.0…
to Buyer 2.0…
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6. New Buyer Landscape
◄ Comfortable using technology for research
◄ Leverage search engines and social
networks
◄ Guide themselves through their buying
process
◄ Tend to be impatient and risk-adverse
◄ Want to be in charge of their buying
process
◄ Expect sellers to add immediate value
when they engage
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7. Buyers Are More Social Now
◄ 59% engaged with a peer who had
addressed the challenge
◄ 48% followed industry conversations on
the topic
◄ 37% posted questions on social
networking sites looking for suggestions/
feedback
◄ 20% connected directly with potential
solution providers via social networking
channels
Source: DemandGen
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8. The Buying Cycle
Buying Phases
Phase 0: Phase I: Phase II: Phase III:
Strategic Planning Determine Needs Evaluate Alternatives Evaluate Risk
Risk
1.0 Identified
Business
Issue (Pain) Cost
Concern
Level of
Needs
Solution
Marketing Sales
Time
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9. Shifting Seller Involvement
Buying Phases
Phase 0: Phase I: Phase II: Phase III:
Strategic Planning Determine Needs Evaluate Alternatives Evaluate Risk
Identified
Business
Issue (Pain)
1.0
2.0
Marketing Sales
Marketing Sales
Time
• 80% of buyers find you
• Buyers have a “hypothesis” already forming
• Sellers need to validate or challenge buyer “vision”
• “Situational fluency” is more critical than ever
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10. What Buyers Expect From Sales Professionals
“Situational Fluency”
Situational Capability
Knowledge Knowledge
SALES
Integrate?
PROCESS
People Selling
Skills Skills
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11. Sales 2.0 – What’s Missing?
People ? Process ?
Technology
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12. The Value of Process
Impact of Sales Process on ◄ A buyer-aligned sales process
Sales Performance enables your team to consistently
execute the behaviors of top
performers
Significantly
Improves
Improves ◄ Sales process enables your
49%
39% managers to monitor and coach to
standards of success
Do Not Know ◄ Effective sales process provides a
6%
clear path to winning – the right
Negative
Impact
No Impact things to do at the right time with
5%
1% the right people for the right
reasons
Source: CSO Insights
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13. Terminology
Sales Model: An overall approach to selling
based on complexity of the offering, level of
investment, length of sales cycle, size of
buying committee, etc.
Sales Process: A series of steps to
designed to deliver a result (what to do).
Sales Methodology: Methods and
techniques required to execute the sales
process successfully (how to do it).
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14. What Is a Complete Sales Process?
CUSTOMER BUYING PROCESS "
How do our customers buy?
SALES PROCESS STEPS "
What are the right sales steps?
SALES ACTIVITIES, METHODS & MILESTONES "
What activities advance the sale?
BUYER VERIFIABLE OUTCOMES "
What outcomes verify alignment?
METHODOLOGY-BASED SALES TOOLS "
What sales tools do we use?
SALES MANAGEMENT SYSTEM "
10%" 25%" 50%" 75%" 90%" 100%"
How do we manage the process?
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15. One Size Doesn’t Fit All
Sales Models Sales Processes
Step 1 Step 2 Step 3
Inside Sales
Methods Methods Methods
Step 1 Step2 Step 3 Step 4 Step 5
Outside Territory Sales
Methods Methods Methods Methods Methods
Step1 Step 2 Step 3 Step 4
Strategic Account Sales
Methods Methods Methods Methods
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16. Adapting To The New Buyer Paradigm
Plan Create Qualify Develop Prove Close
New Roles
Seller as “micro-marketer” Seller as “consultative expert” Seller as “risk manager“
New Activities
• Proactive territory/account planning • Establish credibility quickly • Clearly define differentiated
• Monitor / react to business triggers • Quickly validate or challenge buyer value
• Monitor / participate in social premise (“situationally fluent”) • Provide quick, effective forms of
conversations o Industry knowledge proof
• Monitor relevant web “content” and o Capability knowledge • Clearly define solution
route to prospects o Solution knowledge evaluation approach
• Influence your perception as SME o Competitive “knockouts” • Make it easy to evaluate and
(forums, blogging, etc.) • Agile with research and alternatives buy
• Network and leverage industry • Value based on differentiation
connections
New Tools and Resources
• Marketing automation (participation) • Social media (Twitter, LinkedIn, Facebook, • Web presentation tools (WebEx,
o Campaign & Lead tracking industry blogs/forums) GoToMeeting)
o Nurture marketing • Business Intelligence Tools (InsideView) • Value (ROI) calculators
• Open business directories (Jigsaw, • Easily accessible sales tools • Collaborative tools (wikis, etc.)
ZoomInfo) o Diagnostic models • Online proof of concept
• Social media (LinkedIn, Twitter, o Problem/solution maps demonstrations
Facebook)) • Competitive comparisons
• Business intelligence tools • Case studies
(InsideView)
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17. Process Drives Alignment With Your Business
Process
How do we ingrate buyer
aligned process into our
business?
• Sales planning processes
Technology
People (Continual • Sales execution processes
• Management System Enablement
Learning)
• Opportunity reviews Where can technology make us
What do our people need to • Pipeline management more efficient and effective?
learn and master ?
• Forecasting
• Measurement system
• Quarterly Business Reviews
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18. Process Drives People
95.9% of salespeople say Continuous Learning is critical to their success (ASTD)
My Team
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Skill Assessments and
Curriculum Advancement
Initial Virtual Review
Advanced Training
Training Sessions
Scheduled Push Reinforcement (Questions and Tips)
My Personal Learning Library
Sales
Knowledge
Center
Pre-recorded Refresher Lesson Video Sales Moments
Discussion
Forums
eLearning Modules Sales Tools / Templates
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19. Process Drives Forecasting
Win Sales Process
Code Sales Execution Activities and Verifiable Outcomes
Odds Step
PLAN § Identify potential opportunity
0% T ü Territory / Account / Opportunity Plan
§ Identify potential beneficiary
§ Stimulate interest
CREATE § Get pain admitted
10% S
§ Confirm dialogue and agree upon next steps
ü Lead Letter
T
§ Diagnose admitted pain of Sponsor
§ Create or reengineer vision for potential Sponsor
QUALIFY § Gain agreement to explore further S
§ Negotiate access to Power
§ Confirm dialogue & agree upon next steps
25% D ü Sponsor Letter D
§ Diagnose admitted pain of Power Sponsor
§
§
Create or reengineer vision for potential Power Sponsor
Gain agreement to explore further C
DEVELOP § Determine evaluation criteria
§ Propose a plan of next steps
§ Confirm dialogue & agree upon plan of next steps
50% C ü Evaluation Plan B
§ Begin execution of next steps
§ Present preliminary solution
§ Prove capabilities (O/T/F) A
PROVE § Conduct review of proposal
§ Ask for the business
§ Issue proposal (decision due)
§ Receive verbal approval
75% B
§
ü Verbal approval
Prepare for final negotiations
W
NEGOTIATE § Reach final agreement
90% A ü Terms and Conditions agreed upon
CLOSE § Get necessary documents signed
100% W ü Signed documents
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20. Process Drives Insight and Technology Enablement
Is our pipeline healthy?
Is there a “troubled”
opportunity in the
pipeline?
Is velocity being maintained?
Is there sufficient volume?
© 2012 Sales Performance International | 20

21. Getting Started
People ◄ Assess your sales process(es)
◄ Validate your sales process design
Process ◄ Ensure integrated methods and
tools provide appropriate
enablement
◄ Deploy relevant training and
continual learning
Technology ◄ Enable supporting technologies
© 2012 Sales Performance International | 21

22. Learn About SPI YOUR Way >>>
www.spisales.com | www.solutionsellingblog.com | www.salesperformancereview.com
http://twitter.com/#!/SolutionSelling | http://www.youtube.com/user/SalesPerformanceIntl
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23. Discussion
Thank you
Jurgen Heyman
SALES PERFORMANCE INTERNATIONAL - Europe
Corporate Village – Figueras Building
Da Vincilaan 11,
B-1930 Zaventem
Belgium
Telephone: +32 2 2525004
email: info@spisales.com
© 2012 Sales Performance International | 23