Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Overzicht van The Collaborative Sale
Similar to Overzicht van The Collaborative Sale (20)
Overzicht van The Collaborative Sale
- 5. Higher rate of change impacting sales teams Sales professionals facing increasing levels of change Most sales organizations are unprepared to keep pace with increasing levels of complexity Seller agility becoming a new competitive requirement Source: CSO Insights, 2013
- 6. Solution differentiation getting shorter and shorter LAUNCH RAMP UP EXPLOIT RECONFIGURE DISENGAGE RETURNS Companies in high-velocity industries must learn to cycle rapidly through the stages of competitive advantage. New “insights” or product advantages have an increasingly shorter shelf life Sales organizations will need to “shift gears” more frequently
- 7. Emerging markets will overtake developed economies Source: Goldman Sachs Global Investment Research Customers naturally gravitate to commoditized offerings Emerging markets gaining production capacity (engineering and efficient manufacturing) Sales organizations increasingly need to be adept at positioning higher value solutions, not just price
- 8. Changing workforce demographics create selling challenges and opportunities 10,000 Baby Boomers will reach the retirement age of 65 each day in the year 2014 Both buyer and seller environments are being shaped by changing demographics Sales organizations will be forced to adapt and leverage new talents and perspectives
- 10. Time LevelofConcern Admitted Pain or Missed Opportunity Planning or Latent State Determine Needs Evaluate Alternatives Evaluate Risk Phase 0 Phase I Phase II Phase III Risk Price Solution Needs • Strategy • Initiatives • Issues • Priorities
- 11. Don’t call us, we’ll call you 80% of buyers find you Buyers first form their own “hypothesis” Sellers must validate or challenge buyer vision Situational fluency is more critical than ever Sellers need to know how to engage earlier
- 12. 93% of buyers begin their buying process using the internet for research. Marketo 74% of C-level executives say the Internet is invaluable for finding information and 53% say they prefer to locate information themselves. Forbes Insight - The Rise of the Digital C-Suite 72% of B2B buyers (last year) used social media to research a potential solution purchase. DemandGen 59% engaged with a peer who had addressed the challenge. 37% posted questions on social networks for feedback.
- 13. • • • • • Characteristics of the new buyer
- 15. 1980 1985 2000 2007 2012 2014 The original Solution Selling® Solution Selling® for Sales Execution Research The New Solution Selling® The Collaborative Sale Solution Selling® 2.0
- 16. Defining Collaborative Selling Sales collaboration is buyers and sellers bringing their ideas and perspectives together using a transparent and commonly understood structure, in shared physical or virtual space, to solve mutually recognized problems or to benefit from identified opportunities, and to create measurable value 17
- 17. Essential for selling to Buyer 2.0
- 18. Aligning with Buyer 2.0 behavior
- 19. Not Looking Looking Latent State Admitted State Vision State Evaluation State Plan Create Qualify Develop Prove Close Latent Process Admitted Process Early Active Process Late Active Process Verifiable Outcomes
- 20. Latent State Admitted State Vision State Evaluation State MICRO-MARKETER VISUALIZER VALUE-DRIVER
- 23. Micro-Marketers recognize the value of their own situational fluency
- 24. 2013 © SOLUTION SELLING, INC. What one word do you want people to use to describe you? In your opinion what is your strongest quality? What personal quality does your customer expect from you? What do your colleagues respect about you most? What one quality would you like to incorporate into your reputation? BUILDING YOUR BRAND QUESTIONS ANSWERS (QUALITIES)
- 28. Not Looking Looking Strength of VisionLow High Higher Latent State Admitted State Vision State Evaluation State Vision Creation Vision Enhancement Vision Reengineering
- 30. Buyer Perspective Seller Perspective Reasons Capabilities Pain Vision Collaborate Promote Differentiation Apply Situational Fluency
- 34. SELL CLOSE LEAD
- 35. Operational (Conceptual) Financial (Value) Transitional (Implementation) Three Sales within a Sale
- 37. Anticipate buyer risks Address all three types of buyer risk Track progress to decision Improve predictability and visibility Provides a basis for meaningful collaboration
- 38. Problem, critical business issue or missed opportunity Has the buyer admitted that one of these needs to be addressed? People with influence and authority Do we know these people? Can we access them? Can we influence them? Support us? Is our “solution” differentiated? Do the stakeholders agree on a vision of a solution? Can we provide uniqueness & differentiation? Have we agreed upon a mutual plan of action? Are they collaborating with us? Are we progressing to a decision? Does the offering(s) provide mutual value? Have we quantified it? Does it sufficiently outweigh the pain? Does the buyer agree? Successful Sale = Pain X Power X Vision X Value X Collaborate X Compelling Reason to Act Pain Power Vision CollaborateValue Is there a time bound event for action? Have they shared a compelling reason to act? Do we know the implications of inaction? CRTA
- 40. Holistic approach to implementing The Collaborative Sale
- 42. What do OUR people need to be good at NOW? BUSINESS REQUIREMENTS Market Forces Adaptive Learning Just-in-Time Enablement Sales Talent Optimization PERFORMANCE PAK LIBRARY REAL-TIME DASHBOARDSSALES PERFORMANCE 360TM STATE OF TALENT STATE OF LEARNING STATE OF SALES
- 43. Sales Force Demographics • Sales Force Achieving Quota • Revenue Targets Achieved • Sales Channel Types • Customer Types • Sales Focus Areas • Position in the Marketplace • Level of Relationship with Customers • Target Compensation • Annual Sales Rep Quota • Compensation Package and Incentive Plans • Sales Force Size • Sales Rep Turnover • Profile of Hires • Competency Assessments in Hiring New Sales Reps • Competency Assessments on Hiring Effectiveness • Sales Ramp-Up Time • Sales Rep Time Allocation Sell Cycle Analytics • Average Deal Size • Average Sale Cycle Length • Calls Required to Close a Deal • Lead Generation Analysis • Leads that Progress to an Initial Customer Discussion • Initial Discussions that Progress to a Presentation • Presentations Resulting into a Sale • Deals that Close as Forecast • Outcome of Forecast Deals Sales Strategy Development • Ability to Prioritize Accounts upon Which to Focus • Ability to Develop Strategic Plans for Key Accounts • Ability to Thoroughly Research New Accounts Before Calling Them • Ability to Generate the Necessary Number of Leads • Ability to Qualify and Prioritize Properly the Opportunities • Ability to Incubate Leads Who Have Interest, but No Time for Action Sales Cycle Execution • Ability to Understand Clearly the Customer's Buying Process • Ability to Differentiate Among Competitive Products/Services • Ability to Align Solution to Customer's Needs • Ability to Generate Accurate Bid/Configuration/Proposal • Ability to Cross-Sell and Up-Sell • Ability to Sell Value/Avoid Excessive Discounting • Ability to Close Deals Accurately, in the Timeframe Originally Forecast • Top Three Reasons Why Companies Win/Lose Competitive Deals Account Management • Ability to Effectively Introduce New Products • Ability to Farm Additional Revenues from Existing Customers • Ability to Effectively Communicate with Customers • Ability to Generate Repeat or Renewal Business from Existing Customers • Ability to Create Customer Loyalty • Ability to Create /Maintain Case Studies/References Sales Management • Ability to Hire Sales Reps Who Can Succeed at Selling Offerings • Ability to Provide Managers Access to Timely/Accurate Sales Metrics • Ability to Accurately Forecast Business • Ability to Easily and Accurately Calculate Sales Commission • Ability to Regularly Conduct Win/Loss Reviews • Ability to Continually Adapt Sales Process to Market Changes • Ability to Proactively Identify Which Reps Need Coaching/Mentoring • Ability to Share Best Practices Across the Sales Force • Amount of Change Impacting the Sales Reps Sales Process • Annual Investment in Training per Sales Rep • Change in Amount of Sales Skills Training • Change in Amount of Product Training • Change in Amount of Customer Marketplace Training • Change in Amount of Purchase Justification Training • Change in Amount of Sales Management Training • Change in Amount of CRM System Usage Training • Adherence to use of Sales process • Impact of Sales Methodology on Performance • Type of Sales Methodology Used in Sales Process • Sales Methodology Adherence Rate Core Customer Relationship Management (CRM) Utilization • Organizations Having Formally Implemented a Core CRM System • Type of Core CRM System(s) Implemented • Length of Time Core CRM Installed • Core CRM System Adoption Rate • Access to Customer/Sales Data via Mobile Devices • Benefits Resulting from CRM Usage • Satisfaction Rating of Core CRM Vendor • Buy Fro Again/Recommend Core CRM Vendor • Plans to Replace Existing Core CRM Solution • Organization Planning to Formally Implement a Core CRM System Customer Relationship Management (CRM) 2.0 Utilization • Additional CRM Technologies Using/Planned • Implementation of Sales Collaboration Solutions • Implementation of Lead Generation/Management Solutions • Implementation of Sales Management Analytics Solutions • Implementation of Sales Knowledge Management Solutions • Implementation of CRM/Sales Process Integration Solutions • Implementation of Incentive Management Solutions • Implementation of Channel Management Solutions Internet and Sales Knowledge Management Utilization • Impact of Internet Usages on Sales and Marketing Performance • Ease of Access to Sales Knowledge Management Components • Sales Knowledge Management Improvement Priorities Sales and Marketing Alignment • Assessment of Website's Effectiveness at Engaging Prospects • Assessment of Marketing-Generated Sales Collateral • Assessment of Marketing-Generated Lead Quality and Quantity • Marketing's Self-Assessment of Lead Quality and Quantity • Timeframe for Marketing Programs to Start Generating Sales
- 44. Sales Strategy Development Sell Cycle Analysis Sales Process Account Management Sales Force Demographics Sales Management Internet and Sales Knowledge Management Utilization Sales Cycle Execution CRM Utilization Sales & Marketing Alignment