Cv Servicios

• Solution Selling

Carlos Brandt.

Cv Servicios

Managing our sales in a downturn economy

– Develop sales materials and collaterals aligned with solution selling approach.

– Develop a training program involving regular and on-the-job learning.

– Increase the chances of winning opportunities

• Use the Pipeline Analysis Worksheet to identify gap.

• Create a plan to close the gap if one exists.

• Develop a plan to win opportunities

– Increase proficiency of the salespeople

• Support salespeople when they take back proposals over 30 days old

• Identify selling problems (Skills and Process)

• Apply coaching for action

– Increase their own productivity

• Manage by exception

– Build a more productive pipeline

• Anticipate and avoid shortfalls

• Provide follow-up education to reinforce sales process concepts and job aids

– Increase forecasting accuracy

– Define and measure sales key performance indicators.

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When selling in periods of slower

economic growth, it is especially

important to understand the

typical buying phases of

customers

The principal concerns for the

customers across the buying

cycle include Needs, Solution,

Alternative, Cost and Risk

These concerns change in

importance as the buyer

progresses across the 3 buying

phases

Selling in today’s Economy

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The Cycle of Managing the Sales Business

Identify

Skill Issue

Analyze

Opportunity

Analyze

Pipeline

Coach Skill

Issue

Coach

Opportunity

Update

Database

Follow-up

C

O

A

C

H

D

I

A

G

N

O

S

E Management

by exception

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Pipeline Milestones and Opportunity

Review Checklist

Competitive Strategy: ____________________ Opportunity Assessment conducted supports strategy

Plan Identify potential opportunity

T-0% Territory, Account or Opportunity Plan

Create

Identify potential beneficiary Stimulate interest Get pain admitted Confirm dialogue and agree upon next steps

Name and title of potential beneficiary Business development approach and job aids used Pain articulated by beneficiary

Lead Letter sent and content agreed upon

S-10% Lead Letter

Qualify

Diagnose admitted pain of Sponsor Create or reengineer vision with Sponsor Gain agreement to explore further Negotiate access to Power Confirm dialogue & agree upon next steps

Pain articulated by potential Sponsor Differentiated vision and value articulated by Sponsor

Power Sponsor’s name and title Sponsor Letter sent and content agreed upon

D-25% Sponsor Letter

Develop

Diagnose admitted pain of Power Sponsor Create or reengineer vision for potential Power Sponsor Gain agreement to explore further Determine evaluation criteria Propose a plan of next steps Confirm dialogue & agree upon plan of next steps

Pain articulated by potential Power Sponsor Differentiated vision and value articulated by Power

Power Sponsor Letter & draft Evaluation Plan sent Evaluation Plan modified or agreed upon

C-50% Evaluation Plan

Prove

Begin execution of next steps Present preliminary solution Prove capabilities (O/T/F) Conduct review of proposal Ask for the business Issue proposal (decision due) * Receive verbal approval

First step accomplished (Go/No Go Step Letter)

Audience, date and time of pre-proposal review

Who was asked? What was their response?

Who gave approval? What was their indication?

B-75% Verbal approval received

Negotiate Prepare for final negotiations Reach final agreement

Negotiating Worksheet and Get-Give List Who? What is agreed upon?

A-90% Terms and conditions agreed upon

Close Get necessary documents signed

W-100% Documents signed

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Two Key Pipeline Metrics:

Volume and Speed

Focus on Volume

Is there enough

business in the

pipeline

to produce the revenue

needed?

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Two Key Pipeline Metrics:

Volume and Speed

Focus on Speed

Are all opportunities

moving through the

pipeline at a speed that

will produce enough

revenue?

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Pipeline Milestones Revisited

Using Win Odds to Calculate Potential Yield

Win Odds

Code Sales Process Step

Verifiable Outcomes

Plan

0% T Territory / Account / Opportunity Plan

Create

10% S Lead Letter

Qualify

25% D Sponsor Letter

Develop

50% C Evaluation Plan

Prove

75% B Verbal approval

Negotiate

90% A Terms and Conditions agreed upon

Close

100% W Signed documents

Negotiate

Qualify

Develop

Prove

Create

Close

Plan

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Pipeline Report (Including Yield)

Sales Process Step Completed with Corresponding Win Odd (%) Attained Date:

July 1st Create Qualify Develop Prove Negotiate Close

10% 25% 50% 75% 90% 100% Pipeline

Total

Rep Quota $K # $K # $K # $K # $K # $K # $K #

Pedro $500K 550 8 100 2 50 1 40 1 60 1 50 1 850 14

Wagner

$750K 450 10 550 7 200 4 50 1 100 2 80 2 1,430 26

Celio $625M 250 3 150 2 50 1 50 1 60 1 180 3 740 11

David $625K 150 2 150 2 150 4 120 2 40 1 60 1 670 12

Fabio $500K 600 10 300 5 130 2 50 1 80 2 120 2 1,280 22

Caloi $ 500K 250 3 50 1 40 1 50 1 120 2 70 1 580 9

Gomez $ 750K 50 1 150 3 50 1 0 0 70 1 120 2 440 8

Felipe $ 750K 200 3 150 4 40 1 0 0 40 1 30 1 460 10

Total $5M 2,500 40 1,600 26 710 15 360 7 570 11 710 13 6,450 112

Yield 250 400 355 270 513 710 2,498

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Solution Selling Principles

SALE = Pain x Vision x Value x Power x Control

• No pain, no change

• Pain flows throughout the entire organization

• Diagnose before you prescribe

• There are three levels of buyer need

• There are two types of opportunities – Looking and Not Looking

• Get there first, set the requirements, and make yourself Column A

• You can’t sell to someone who can’t buy

• Buyer’s concerns shift over time.

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The Sales Process

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Building

the

Vision

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Strength of Sale Check

Worksheet PAIN SCALE

Customer:

__________

Opportunity:

__________

Date Updated:

__________

0 No identification of need or pain by customer

1 Salesperson assumes Sponsor’s needs

2 Sponsor admits needs

3 Sponsor admits reasons / symptoms for pain

4 Sponsor admits pain

5 Salesperson documents pain, Sponsor agrees

6 Salesperson assumes Power Sponsor’s needs

7 Power Sponsor admits needs

8 Power admits reasons / symptoms for pain

9 Power Sponsor admits pain

10 Salesperson documents pain, Power agrees

POWER SCALE

0 Power Sponsor not identified

1 Decision process revealed by Sponsor

2 Potential Power Sponsor identified

3 Bargain for access to Power agreed by Sponsor

4 Access to Power Sponsor achieved

5 Buying and decision processes confirmed

6 Power Sponsor agreed to explore further

7 Power Sponsor agreed to Evaluation Plan

8 Power Sponsor agreed to proposal content

9 Power Sponsor provided verbal approval

10 Power approved/provided contract signature

VISION SCALE VALUE SCALE CONTROL SCALE

0 No vision or competitive vision established 0 Customer explores solution, value not identified 0 No follow-up documentation of client conversations

1 Vision for Sponsor created in product terms 1 Salesperson identifies customer value proposition 1 Lead Letter (email) sent

2 Vision for Sponsor created in situational terms 2 Customer agrees to explore the value proposition 2 Lead Letter (email) agreed upon or modified

3 Differentiated vision created with Sponsor 3 Value discovered associated with Pain 3 Sponsor Letter (email) sent

4 Differentiated vision documented to Sponsor 4 Value discovered associated with Vision 4 Sponsor Letter (email) agree upon or modified

5 Documentation agreed to by Sponsor 5 Customer confirms or modifies potential value 5 Seller gained agreement to pre-proposal review

6 Vision for Power created in product terms 6 Additional beneficiaries included in value potential 6

Power Sponsor Letter (email) & Evaluation Plan sent

7 Vision for Power created in situational terms 7 Value analysis conducted – driven by salesperson 7 Letter and Evaluation Plan agree upon or modified

8 Differentiated vision created with Power 8 Value analysis conducted – driven by customer 8 First Go-No Go Step completed

9 Differentiated vision documented to Power 9 Value analysis conducted – jointly produced 9 Pre-proposal review conducted

10 Documentation agreed to by Power 10 Value of solution meets decision criteria 10 Evaluation Plan completed

Pain

10

0 0

0 0

0

Control Power

Value Vision

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Strength of Sale Check

PAIN SCALE

Customer:

Rocket

Opportunity:

Database

Date Updated:

Feb 17 _____

0 No identification of need or pain by customer

1 Salesperson assumes Sponsor’s needs

2 Sponsor admits needs

3 Sponsor admits reasons / symptoms for pain

4 Sponsor admits pain

5 Salesperson documents pain, Sponsor agrees

6 Salesperson assumes Power Sponsor’s needs

7 Power Sponsor admits needs

8 Power admits reasons / symptoms for pain

9 Power Sponsor admits pain

10 Salesperson documents pain, Power agrees

POWER SCALE

0 Power Sponsor not identified

1 Decision process revealed by Sponsor

2 Potential Power Sponsor identified

3 Bargain for access to Power agreed by Sponsor

4 Access to Power Sponsor achieved

5 Buying and decision processes confirmed

6 Power Sponsor agreed to explore further

7 Power Sponsor agreed to Evaluation Plan

8 Power Sponsor agreed to proposal content

9 Power Sponsor provided verbal approval

10 Power approved/provided contract signature

VISION SCALE VALUE SCALE CONTROL SCALE

0 No vision or competitive vision established 0 Customer explores solution, value not identified 0 No follow-up documentation of client conversations

1 Vision for Sponsor created in product terms 1 Salesperson identifies customer value proposition 1 Lead Letter (email) sent

2 Vision for Sponsor created in situational terms 2 Customer agrees to explore the value proposition 2 Lead Letter (email) agreed upon or modified

3 Differentiated vision created with Sponsor 3 Value discovered associated with Pain 3 Sponsor Letter (email) sent

4 Differentiated vision documented to Sponsor 4 Value discovered associated with Vision 4 Sponsor Letter (email) agree upon or modified

5 Documentation agreed to by Sponsor 5 Customer confirms or modifies potential value 5 Seller gained agreement to pre-proposal review

6 Vision for Power created in product terms 6 Additional beneficiaries included in value potential 6

Power Sponsor Letter (email) & Evaluation Plan sent

7 Vision for Power created in situational terms 7 Value analysis conducted – driven by salesperson 7 Letter and Evaluation Plan agree upon or modified

8 Differentiated vision created with Power 8 Value analysis conducted – driven by customer 8 First Go-No Go Step completed

9 Differentiated vision documented to Power 9 Value analysis conducted – jointly produced 9 Pre-proposal review conducted

10 Documentation agreed to by Power 10 Value of solution meets decision criteria 10 Evaluation Plan completed

Pain

10

0 0

0 0

0

Control Power

Value Vision

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Identify and Coach Skill Issue in the Selling Process

Selling

Skills

Key

Evidence

Negotiating and

Closing

Process Control

Need Development

(Power Sponsor)

Need Development

(Sponsor)

Prospecting

Qualification Lead Letter

Sponsor Letter

Power Sponsor

Letter &

Evaluation Plan

Evaluation Plan

(Go/No Go Events)

Negotiating

Worksheet

Close

Create

Qualify

Develop

Prove

Negotiate

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GRAF Coaching Model

REASONS

ACTION

Commit to a joint plan of ACTION to

address the GAP (What will be accomplished to remedy)

Understand / acknowledge the REASONS for

the GAP (Reasons why the gap exists)

FOLLOW-UP

FOLLOW-UP to ensure that the ACTIONS were satisfactorily completed (Determine if the GAP has been addressed)

GAP

Understand / acknowledge

the GAP between what is

wanted or expected and

the reality of the situation

(Admit the Pain)

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Integration of knowledge, skills and desire

“Creating a habit requires work in

all three areas…

it is sometimes a painful process.

It’s a change motivated by a

higher purpose, by the willingness

to subordinate what you think you

want now for what you want later.”

SKILLS

(How to)

DESIRE

(Want to)

KNOWLEDGE

(What to do, why to)

HABITS

People with right Attitude

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How to create and sustain a

high performance sales culture

that keeps the customer in the

center of attention

Solution Selling