Uploaded byHans Demeyer
Sales training (focus on telesales)
This document provides guidance for inspiring technology decision makers (TDMs) and business decision makers (BDMs) on the value of Microsoft solutions. It suggests listening to understand other perspectives, challenging assumptions, and using examples. The document also advises focusing conversations on vision, values, competencies, behavior, and environment to find common ground and show how Microsoft solutions can address both basic needs and add value. Percentages are given to frame discussions around meeting basic needs versus providing additional benefits.
More Related Content
Similar to Sales training (focus on telesales)
Sales training (focus on telesales)
- 1. A guide forpeople inspiring TDMs and BDMs on the value of Microsoft solutions for the business
- 2. • What doesthe other see ? • Why do they see it like that • Inspire and align
- 4.
- 7.
- 8.
- 10. For the BDM: What is important to you ? cash visible grow HR margin hidden Invest
- 11. For any conversation Vision Identity Beliefs & values Competences Behaviour Environment
- 12. N2H 30% (nice to have) 90% Added value solutions 70% Basic needs 10%
- 19.
Editor's Notes
- #3 When we talktopeople we talk about the oneand the samereality (IT in this case). Thisreality is seento different glassesbyeach of us. WE :We often approach itfrom a technical point of view. We followed training sessionsandknowwhat the solution candeliver in the future. We needto make a living out of selling the solutionsCUSTOMERS :Theydon’treally care about IT andifthey do, they look at itfrom a cost or value point of view. Theydidnot follow sessionsand do notknow the possibilities of IT.They are notinterested in what the solution can do forthem, but in whattheycan do with the solution. They do not have to make a living byselling IT. They have tospend money toacquireandoftenneed extra support fromustounderstandhowitwill help themto make a living more efficiently.
- #12Â It plays on all levelsPreviously : youhiredpeoplefortheiridentityandtheircompetencesandyoucould force themintobehaving the way the organizationprescribed in the delimited environment.Today : it is increasingly the environment and the subsequentbehaviour (beliefs) of the company that have toadaptto the competencesand the identities of the recruits (Y-gen)