R.A.D.A.R.® - STRATEGIC OPPORTUNITY SELLING by Sales Performance International, LLC.

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© Sales Performance International, LLC.

R.A.D.A.R.® - STRATEGIC OPPORTUNITY SELLING

R.A.D.A.R.® - STRATEGIC OPPORTUNITY SELLINGR.A.D.A.R.® - Strategic Opportunity Selling (RADAR) is a methodology designed to enable your sales team to win complex, highly competitive, strategic sales opportunities with significantly political decision-making processes. The RADAR methodology helps sales professionals develop an effective plan to compete effectively and win opportunities characterized by committee decisions, longer sales cycles, and large strategic value for both the seller and the customer.

RADAR is based on a repeatable process for planning how to win complex, highly competitive, strategic-value sales opportunities, and includes supporting analysis and planning tools.

INTENDED AUDIENCES

RADAR is designed for any sales professional that competes in complex opportunities with long evaluation cycles, many players involved in the buying decision process, multiple competitors, and high strategic value for both the buyer and the seller.

THE RADAR OPPORTUNITY PLANNING PROCESS

Understanding the Opportunity Plan

Find the Strategic Pain

Qualify the Prospect

Build Competitive Preference

Understand the Political Decision

Making Process

Develop the Winning

Opportunity Plan

Identify Key Stakeholders with Power

Test Your Plan

PAIN PROSPECT PREFERENCE PROCESS PLANPOWER

PROGRAM OBJECTIVES

Designed to provide a repeatable methodology for strategic opportunity planning, RADAR enables sales professionals to:

• Better understand and manage all the components of complex, high-value sales

• Apply effective strategies that win at three levels – enterprise, opportunity, and individual stakeholder

• Qualify opportunities by uncovering the compelling reason to act earlier in the sales cycle and move buyers to action, thereby maximizing seller return on time invested

• Access and sell to power – navigate to and build preference with executives early in the process

• Find the strategic issues that motivates buyers to take significant action – gain knowledge of customers’ most compelling strategic imperatives

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• Build value by linking solutions to customers’ strategic imperatives

• Understand customer’s political decision-making process and individual buyer roles

• Develop plans for coordinating sales resources to compete effectively in strategic opportunities, and win consistently

WORKSHOP TOPICAL AGENDA

RADAR is a modular program, designed to be tailored to the unique requirements of each client. The standard instructor-led RADAR workshop is a two-day, highly interactive program, and incorporates online eLearning and in-classroom automated tools. The standard workshop includes:

DAY 1

Introduction to R.A.D.A.R.® – Strategic Opportunity Selling

• Objectives:

◦ Components of the complex sale

◦ How buyers buy: behaviorally

◦ The evolving buyer, buyer states, and three emerging sales personae

◦ Workshop Goals and objectives

◦ The R.A.D.A.R. methodology and opportunity planning process

◦ Introduction to RADAR automated tools to be used in the workshop and beyond

• Exercise:

◦ What Makes the Complex Sale Complex?

Arsenal of Competitive Advantage

• Objectives:

◦ Sources of competitive advantage

◦ Linking competitive advantage to create value

◦ Acting as a CEO of a virtual organization

• Exercises:

◦ Why Us? – Analysis of Competitive Advantages

◦ Review Live Opportunity (Case Study) Information

The Death Valley Sales Cycle

• Objectives:

◦ Signs of trouble in strategic opportunities

◦ Challenges of team selling

◦ Traditional sales funnels

◦ The Death Valley sales cycle & the Crucible

◦ Competitive control tactics

• Exercises:

◦ Symptoms of Out of Control Opportunities

Pain and Prospect

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R.A.D.A.R.® - STRATEGIC OPPORTUNITY SELLING

• Objectives:

◦ Four keys to de-mystifying the decision-making process

◦ Anticipating potential pain and missed opportunity

◦ Aspects of pain – motivating factors for buyers

◦ Impact of company culture

◦ Professional and personal agendas

◦ Building value – the Food Chain of Value

▪ Cultural Impact

▪ Financial Impact

▪ Political Impact

▪ Strategic Impact

▪ Operational Pain

◦ Prospect qualification factors

◦ Compelling reason to act

• Exercises:

◦ Complete Food Chain of Value for a Live Opportunity

◦ Identify Compelling Reason to Act for a Live Opportunity

DAY 2

Preference, Process & Power

• Objectives:

◦ Building preference

◦ Defining the decision-making process

◦ Decision-making roles or parts: formal and informal

◦ Analyzing decision criteria by stakeholder

◦ Power scale, selling to power, identifying power

◦ Influence vs. authority

• Exercises:

◦ Identify Characteristics of Power

◦ Analyze Stakeholders for a Live Opportunity

Political Navigation

• Objectives:

◦ Obstacles to executive access

◦ Bottom-up navigation in buying organizations

◦ Speaking the language of power

◦ Seeking sponsorship to power

◦ Navigating political networks

◦ Building blocks of trust

• Exercises:

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◦ Bargaining for Access to Power

◦ Analyze Stakeholders for a Live Opportunity

Plan to Win

• Objectives:

◦ The benefits of a plan

◦ The elements of strategic failure

◦ The four-part strategic opportunity plan

▪ Solution approach

▪ Political approach

▪ Competitive approach

▪ Closing approach

• Exercises:

◦ Develop a Strategy/Action Plan for a Live Opportunity

◦ Prepare for the Live Opportunity Team Presentation

Strategic Opportunity Plan Reviews

• Reviews: Each Workshop Team Presents Plan Elements

Getting Started with the R.A.D.A.R. Methodology

• Discuss best practices for getting started with opportunity planning

RADAR typically includes a pre-workshop assignment consisting of:

• Watching an online “Getting Started” video that describes the pre-work assignment and the RADAR opportunity planning process, and introduces the automated tools that will be used in the workshop and beyond

• Compiling essential information about a live opportunity to be used as a case study in the workshop

In the workshop, participants use the pre-work assignment content in application exercises to practice program concepts while developing their strategic opportunity plan.

INSTRUCTIONAL MATERIALS

The RADAR workshop is designed with adult learning principles in mind. The program’s instructional materials facilitate participant understanding by using a mix of media to transmit and reinforce key learning points. SPI provides full-color training content in electronic interactive workbooks, for use on participants’ mobile devices or laptop computers, as well as color reference charts, animated presentations, and video content, where appropriate.

USEFUL SALES TOOLS AND JOB AIDS

The RADAR workshop incorporates the integrated use of SPI-Sales Process Playbooks – an easy to use, automated tool that includes a variety of helpful job aids. As participants complete the pre-workshop exercises and the in-workshop planning exercises, they capture the results in the SPI-Sales Process Playbooks application. After the workshop, sellers can use the application on an ongoing basis for effective execution of their

R.A.D.A.R.® - STRATEGIC OPPORTUNITY SELLING

Corporate Headquarters:6201 Fairview Road Ste 400Charlotte, North Carolina, USA 28210

+1.704.227.6500 +1.704.364.8114 info@spisales.com

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strategic opportunity plan, and for developing future iterations of opportunity plans.

The job aids provided in the RADAR program toolkit include:

• Opportunity Summary • Stakeholder Analysis • Decision Criteria Analysis• Food Chain of Value

• Opportunity Strategy• Strategy/Action Planning • 30/60/90-Day Implementation Plan

STRATEGIC VALUE

R.A.D.A.R.® - Strategic Opportunity Selling provides sales professionals with a repeatable and practical methodology for winning highly competitive, complex opportunities with high solution value. The outcomes of this methodology are higher win rates on large “must win” opportunities, which produces more revenue for the business, and more efficient use of selling resources, which provides a lower cost of sales.