Webinar Plan Now For Year End Success

Plan now for Year End SuccessHow to Win More Deals with Opportunity Management

© The TAS Group 2015

Before We Begin1 You will receive a link to the recording of today’s webinar.

Watch for it in email.

2 The recording will also be available on our website thetasgroup.com, in the Resources section.

3 Enter your questions in the Questions box or tweet to @thetasgroup.

4 Join the conversation on Twitter: #OpportunityManagement

http://www.thetasgroup.com/


Áine DennExecutive Vice President &

Co-Founder



Poll #1Top reason you worked a deal you shouldn’t have:• Wow, I’d LOVE to do business with that company.• My supporter really wants to buy from me.• I really need more deals in my pipeline.• I’ve already invested too much effort to stop now.• I qualify ruthlessly and never work bad deals.


Political MapAssessment DecisionCriteria

Insight Map CompetitiveStrategy

PRIMEActions

Coach Me

TAS Sales Methodology

Is There An Opportunity?

Early Qualification Compelling Event

Insight Map

Can We Compete?Competitive Positioning

Decision CriteriaUnique Business Value

Can We Win?Politics & AlignmentCompetitive Strategy

Is It Worth Winning?

Risk Assessment

Test & Improve the PlanRe-qualifyCoach Me

1 2 3 4 5

TAS METHODOLOGY


What is excellent Qualification?• Continuous• Objective • Evidence based• Assessment • Triangulated • Discriminating• Calculated• Mutual Value

• One time

• Casual

• Verbal

• Assumed

• Single threaded

• A check list

• Certain or absolute

• One sided


Words of wisdom from our CEO

Really only two reasons you lose a sale:1. You shouldn’t have been in the deal

in the first place2. You were outsold


Our Mission:

Increase Your Sales Velocity

Number of sales

opportunitiesyou work

Averagedeal value

Win rate

Length ofsales cycle

VSalesVelocity


An Example: Opportunity Background• Fortune 50 Company• Salesforce.com Customer• Appexchange • Sales Effectiveness Problem we can address• Engaged with Business Analyst – “Doing Research”• Keeping “vendors” at arms reach• Withholding access & discussion with business owner


Opportunity Background• 2 “sales calls” – info gathering & “Demo”• Keeping a “level playing field”• Not open to further Solution Definition or suggestion• Need to “play by their rules”



Qualification – The TAS 1-20

Is There an Opportunity? 1 CUSTOMER PROJECT

2 CUSTOMER BUSINESS

3 CUSTOMER FINANCIAL CONDITION

4 ACCESS TO FUNDS

5 COMPELLING EVENT

Can We Compete? 6 FORMAL DECISION CRITERIA

7 SOLUTION FIT

8 SALES RESOURCE REQUIREMENTS

9 CURRENT RELATIONSHIP

10 UNIQUE BUSINESS VALUE

Can We Win? 11 INSIDE SUPPORT

12 EXECUTIVE CREDIBILITY

13 CULTURAL COMPATIBILITY

14 INFORMAL DECISION CRITERIA

15 POLITICAL ALIGNMENT

Is it Worth Winning? 16 SHORT-TERM REVENUE

17 FUTURE REVENUE

18 PROFITABILITY

19 DEGREE OF RISK

20 STRATEGIC VALUE


Is there an Opportunity?

An initiative with resources assigned by a key player has been confirmed. .

The customer is in your sweet spot or target market.#7

SolutionFit

Financial information is compatible with the Customer Project.

Funds for the project are approved or can be obtained.#9

CurrentRelationship

#1 Customer

Project

#2 CustomerBusiness

#3 Customer

Financial Condition

#4 Access

To Funds


#5 Compelling Event

A Compelling Event is a time sensitive response to their internal and external Pressures connected to Key Players that drives the customer to act, to make a decision, to solve a problem, or to take advantage of an opportunity in front of them by a defined date.

Compelling business issues causing the Key Player(s) to act by a defined date are well known. Yes or No .


Can we Compete?

Formal Decision Criteria are documented, well understood and attached to the key players

#6 Formal Decision

Criteria

Your solution effectively addresses 100% of the customer's "must have" requirements.

.#7 Solution Fit

Sales Resource Requirements are normal for an opportunity of this size.

#8 Sales Resource Requirements

A Key Player in the opportunity considers that you or your company will add value, based on previous experience.

#9 Current

Relationship


#10 Unique Business Value Definition

•From the customer's perspective, you have unique capabilities that map to the customer's "must haves". Yes or No

The specific capabilities of your solution that meet or solve the customer's business issues that a Key Player considers to be uniquely better than any alternative.


Remember…..

• For every unqualified opportunity that you work,

there is a qualified opportunity you are not

working.

The greatest competitive equalizer is 24 hours in a day






TAS 1-20 Commons Warning Signs

•Compelling Event (#5) YES• Poorly defined • No business consequence for inaction• No specific date for customer action• Measureable business value not defined

Unique Business Value (#10) YES• No Compelling Event• No Customer Project • The same as the competitor• Not related to the Compelling Event • Features

Solution fit (#7) YES• No Compelling Event• No Customer Project • No Decision Criteria defined

Political Alignment (#11-15) YES• Lack of evidence for Inside Support,

Executive Credibility or Political Alignment• No identified non-supporters or enemies• No Decision Makers• No access or coverage on Key Players


Poll #2Most common warning sign you have missed in the past:• Either none or a poorly defined compelling event• Lack of understanding of the politics• Lack of understanding of customer’s decision criteria• Poor Cultural compatibility• Competition was not understood




PRIMEActions

Coach Me




Insight Map





Risk Assessment


1 2 3 4 5

TAS METHODOLOGY


Political Mapping– Can we Win?

Is there anopportunity?

Can wecompete?

Can wewin?

Is it worthwinning?

© The TAS Group 2015And They Achieve 30% More Revenue*

*Source: Dealmaker Index Sales Benchmark Study 2013

30%

54%

Only 54% of Reps Can Access Key Players*


of reps can access key players.

54%Only

You are 4x Speak in their terms.Access is critical early and late. Need to maintainaccess and build preference.

Key Players Buyers that control

outcomes decide what will

happen and make things

happen. Are SalesPeople Doing

the Right Things?Executive

CredibilityInside

Supportmore likely to

gain access to key players when referred from the inside.


Map the Buyer’s Organization


Buying Role


Adaptability to Change

Adaptabilityto ChangeInnovatorVisionaryPragmatistConservativeLaggard

Chris JamesonSVP, Operations

P =

Coverage –

None –

Brief –

Multiple – In-

Depth

Evaluation RoleApproverDecision MakerEvaluatorUser

A

Status x̶G=+*

EnemyNon-SupporterNeutralSupporterMentor


Friend or Enemy?


Political Status


Show Lines of Influence


Political Map Challenges• Everyone is in the political

structure or inner circle

• Low level coverage

• Multiple mentors

• No enemies or non-supporters

• No supporters or mentors

• Political structure consists of supporters only

• Too much time spent with non-influencers

• Silo focus

• Not looking outside the “official” decision making process for people who can impact the decision

• Relevant line of business executives not included on the map




PRIMEActions

Coach Me




Insight Map





Risk Assessment


1 2 3 4 5

TAS METHODOLOGY


What drives Buying Decisions

• Unique, valuable perspectives on business and/or market

• Help me navigate alternatives• Help me avoid potential mistakes• Teach me about new issues• Be supported within my

organization

What buyers want …19%

19%

9%

53%

Company & Brand Product or SolutionValue-to-price Ratio Sales Experience


Market Reality

71%

Seller’s Products

36%

Buyer’s Business

Sales Success?

✔What do seller’s know?


Thingscustomers care about…

Goals

Pressures

Obstacles

Initiatives

Solutions

Customer Insight Map


Initi

ativ

es

+O

bsta

cles

+G

oals

+P

ress

ure

s +

Grow revenue 15% next 6 quarters

Phil T

Sales cycle 35 days longer

Chris S

Establish coaching culture

Win rate decline 5%

Mary B

Institute value selling

Mary B Chris S

No time to coach opportunities

Peter F ?Not collaborating with customers

John P

Running deals on instinct

Peter F ?Discounting too early by sales

John P ?

Sales process is not being followed

Jim M ?Running deals on

instinct

Peter F ?

Sales process is not being followed

Jim M ?

Sales team not effective

Jim M



Insight Map Challenges• Single layer each to Obstacles,

Initiatives, and Pressures

• All relationships are one-to-one

• Lack of quantification on issues

• All issues belong to one or two people

• Pressures belongs to someone who’s not a decision maker

• Excessive number of Pressures

• Few Obstacles that are addressed by your Solution

• Can’t tell a story from top-to-bottom or bottom-to-top (too many assumptive leaps)

• Lack of confirmation of the issues and Pressures

• Items worded as “desired results” or “initiatives” or “wants”




PRIMEActions

Coach Me




Insight Map





Risk Assessment


1 2 3 4 5

TAS METHODOLOGY


Opportunity Plan Review Sessions - OptionsFace-to-Face

Pros:• Visual and auditory observations• Help build relationships• Can be combined with other meetingsCons:• Travel time and cost

VirtualPros:

• Practical • Saves time• Saves costs

Cons:• People not as engaged (multi-tasking)• Short attention spans

OR

1:1Pros:• Personal attention• Development of the individual• Opportunity for personal feedback• Opportunity to drill down furtherCons:• No shared learnings with the team

OR

TeamPros:• Shared ideas and learnings• Consistency of message• Development of the individual and Team• Can be combined with sales meetings• Team-building opportunityCons: Public environment


Summarize agreed vulnerabilities

Answer Questions

Respond with Vulnerabilities

Agree PRIME Actions and Update Plan

Salesperson

Ask for Vulnerabilities

Ask Clarifying Questions

2a

Present NEW Vulnerabilities

2c

Manager

4

Ask for Recommendations

Present NEW Recommendations

Respond with Recommendations 3c

3a

1a1b

2b

2d

3b

1:1 Opportunity Review Call (20-25 minutes)


In advance of the call:1. Tell the salesperson to update

his/her Dealmaker Plan no later than 24 hours prior to your scheduled call

2. Confirm with salesperson that Plan is up-to-date before running Coach Me

3. Based upon Coach Me and the Dealmaker Plan, prepare your:

• Clarifying questions

• Perceived vulnerabilities in the Plan

• Recommendations for improving the Plan

1:1 Opportunity Review ProcessDuring the call:1. Ask your Clarifying Questions.

2. Ask where the salesperson feels their Plan is vulnerable.

3. Present the salesperson with your additional Vulnerabilities.

4. Summarize the vulnerabilities you have agreed together.

5. Ask the salesperson what ideas they have for addressing the vulnerabilities.

6. Present the salesperson with your additional Recommendations.

7. Agree the PRIME Actions.

After the call:1. Monitor the Plan to ensure that the

PRIME Actions agreed have been executed.

2. Run Coach Me again to help re-assess the opportunity

3. Schedule a further 1:1 call on this deal if necessary (or a Test & Improve session) and repeat the process.


The Test & Improve Process (60 minutes)Understand the Plan

(25 minutes)

• Present your opportunity using Dealmaker as your visual aid and the presentation guideline.

• Present what you know not what you think or believe.

Present the Plan1a

Questions & Answers (10 minutes)

• Answer questions at the end and clarify information for the reviewers.

• Provide concise answers.

• Yes and No are fine answers

Answer Questions2b

Test the Plan(10 minutes)

• Record all vulnerabilities even if you don’t agree.

• Consider each with an open mind.

• Don’t feel the need to defend.

Understand Vulnerabilities

3b

Improve the Plan (15 minutes)

• Contribute ideas for actions as part of the discussion.

• Capture the recommended actions.

• Come to agreement on the right recommended actions.

Discuss Proposed Actions

4b

Pres

ente

r

• Do not ask questions until the presenter has finished their presentation.

• Document your questions, vulnerabilities, strengths and recommendations as they come up during the presentation.

Listen till the END1b

• At the end, ask clarifying questions.

• State the role you have taken.

• Keep questions concise (without conclusions or statements).

• Don’t challenge/ interpret the data until all questions are answered.

Ask Questions2a

• In a round robin format, present NEW vulnerabilities.

• Focus on vulnerabilities, not mistakes.

• Prepare recommended actions.

• Don’t offer recommended actions yet.

Present NEW Vulnerabilities

3a

• In round robin format, present your recommended actions. Include “what is the worst thing that can happen if we take this action”.

• Validate / agree on the right recommended actions.

Present Proposed Actions

4a

Rev

iew

ers

Update the Plan5


CustomerAs a Key Player:

• Why would you buy?

• Why wouldn’t you buy?

• Where are you uncomfortable with the buying decision?

• How is the sales rep adding value and doing their job?

• What do you want the sales team to do differently?

Reviewer Roles/PerspectivesCompetitorAs your Competitor:

• Where am I stronger than you?

• Where am I weaker than you?

• How will I beat you?

• What traps have I set for you?

• What am I afraid of from you?

Sales ManagerAs the Sales Manager:

• Would you allocate resources to this opportunity?

• Why would you lose?

• Why would you win?

• Do you see the evidence?

PartnerAs a Partner:

• Is there an alternative that is better for me or the customer?

• Are we working together as a team?

• Are you working in my best interest?

• Does the customer favour you or the competition?

Represent your assigned role/perspective when reviewing the plan and making recommendations.

TAS/Dealmaker Coach• Act as the facilitator/time monitor for the

process.

• Ensure the evidence is present in the conversations.

• Ensure actions are evaluated against what is the worst thing that can happen if you perform this action.

• Are the questions and recommendations focused on the strengths and vulnerabilities and not mistakes?

• Is there an agreed action plan at the end?


For Presenter Presentation Guidelines (25 minutes) Time

Present Sales Process Status Qualifiers complete with evidence or qualifiers open in previous and current stages where you need help

1

TAS 1-20 Assessment Summary Level

The summary status related to competitors. Compelling Event & Unique Business Value (if you have them)

1

The Political Map The evidence and actions of the customer that prove the attributes you have assigned to each. The connection to inside support, political alignment, executive credibility, and current relationship. Include point of entry, influence, and where do you need to spend your time or where you need help.

5

The Decision Criteria Evidence of decision criteria connected to Political Map people. Is there criteria that would lock us out or impact our strategy selection? Can we position criteria to lock out competition?

2

The Insight Map Evidence of compelling event and solution fit. Connect people on the Insight Map to the Political Map.

5

Competitive Strategy Reason for your selected strategy and what you are using to support the strategy. The strategy your competitor is employing.

2

Why and Why Not buy? Why would the customer buy from you? Why wouldn’t the customer buy from you? 3

Why Would You Lose? Why would you lose this deal? 3

Summarize the Vulnerabilities and Strengths

Summarize the vulnerabilities and strengths you and Coach Me have identified plus other concerns 1

Your PRIME Actions Next actions and where you need help 1


Poll # 3• Based upon what we have discussed today, what will you do

differently moving forward:a. Renewed focus on Opportunity Assessment and qualification

b. Renewed focus on accessing the right people and determining roles, attributes and influence

c. Renewed focus on the right message to the right people

d. Conduct Opportunity Reviews / Test & Improves

e. Boil the Ocean – All of the above


Want a Surefire Way to Choose Winning Deals Faster and Easier?

• How to spot poor sales opportunities instantly

• The 4 key questions you MUST get answers to!

• 3 crucial bonus benefits of solid qualification

• How to access & influence key decision makers

• How to qualify using data in your Salesforce CRM

• Sales Qualification cheat sheet to print off & use

Download our free Ebook now!


Q A

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Plan now for Year End SuccessHow to Win More Deals with Opportunity Management