Tag Archives: coaching

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The Number One Challenge For All Sales People: Access to Power

One of the most frequent complaints I hear from sales people is the frustration of being held at arm’s length from the actual decision maker. In the course of my sales effectiveness consulting career, I have helped countless sales people overcome this challenge on a consistent basis, and many of my client companies have gone on to establish executive access as a cultural norm and competitive advantage. Access to power is a sales agility challenge. It takes an effort to tailor a message that will resonate with the power person, and motivate the sponsor to take you there.

Let’s break this challenge down into one simple concept. You will be taken to the person you sound like. If you sound like a technical person, you will be sent to the technical evaluator. If you sound like a VP, you will eventually be taken to the VP. If you sound like a CFO, your request to meet the CFO will be earnestly considered.

Your messaging should be crafted to interest the person you want to access. If you unconsciously repeat your sales messaging without crafting it, you will find yourself stuck at the same level of every organization you approach, usually an evaluator level.

Crafting a message sounds easy right? Unfortunately, most people get into a habit, and are not self-aware of their own behaviors. Let’s test our self-awareness and our agility in crafting a tailored message.

Here’s a simple test: Take a pen or pencil and jot down the most critical business issue facing your top prospect.

If you don’t know it, and can acknowledge you don’t know it, that’s the first step in self-awareness. Go to their website and look at their recent press announcements. Look for business problems. Next, go to your favorite search engine, type in their company name with an added word like “problem”, “issues”, or “challenges”. See what pops up. Then look at their operating statement. Are they any numbers that are worse than they were the year before? Do any of their numbers look worse than their closest competitor? Going through this five minute exercise will usually give you a better understanding of their business issues, help you find at least one identified business issue you can contribute to, and will prepare you to craft a compelling message that attracts more powerful stakeholders.

If you think you know the business issue, and the answer has any of your solution description in it, you’ve shot yourself in the foot. Nine times out of ten, when I ask a seller to describe the business issues’ facing a prospect, their answer is a solution request, “They need our XYZ product…” or, “They’re not happy with the competitive solution and want to evaluate ours.” In either case, the seller is seller focused, not customer focused. Until they become self-aware of this orientation, they cannot craft messaging that will attract decision makers.

Let’s assume you found the most current business issues facing a company. Now write down the top three to five problems they have addressing this business issue. The unaware seller will usually describe the situation with answers that don’t specify problems, such as, “They have 50 offices.” or “their existing solution is out of date.” These answers might insinuate a problem, but they don’t explicitly disclose a problem. They need to articulate the problems more succinctly, such as, “They have so many offices, management can’t scale to cover them all effectively.” Or, “Their existing solution caps out at 50 users, and they have several hundred requiring access at the same time.” Most executive buyers don’t have the time or the first hand usage experience to be able to connect situational information to a problem that is impeding the resolution of their business issues. An agile seller is specific in the problem diagnosis.

Lastly, describe the business issue in terms of impact. Most sellers want to describe the quantified benefit of their solution through the eyes of other customers. “Research shows our customers’ produce 15% more widgets than their competition.” While this is a valuable proof statement, validating your success, it does not equate to their value proposition. Instead, quantify and confirm their business issue from their perspective. “From what you’ve told me, your cost of sales are 18% higher than your competition, creating a $75 million profit problem. Who would be interested in solving this issue?”

When you can string these three topics together, you’ll find doors opening to more influential stakeholders. Contrast Seller A and Seller B below:

Seller A: “We have the most advanced framework providing a highly scalable solution, used by 450 of the Fortune 500. Can I schedule some time on your calendar to discuss this in more detail?”

Seller B: “I noticed your new product revenue is down 22% over last year, complicated by a lack of skilled talent, longer development cycles, and the currency crisis in Europe. Who in your organization would be interested to hear how we can address these problems?”

Seller B has crafted a tailored message that is customer focused and does not rely on a solution description. They have a much higher chance of being taken to more stakeholders than Seller A.

Access to power is an agility challenge that requires self-awareness, some research, and an effort to deliver a message that fits the customer’s issues and problems. Falling into the pattern of talking about your product without the context of the customer’s parameters, will box you into an evaluator level dialog.

The good news is that every organization can learn to create a tailored messages and gain access to decision makers!

Kevin Temple helps sales teams optimize their behavior and improve revenue outcomes. The Enterprise Selling Group is a leader in delivering training, coaching and project oversight to improve the agility of sales teams around the world.

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Six Buyer Questions Relevant To Every Culture

Years ago, I worked for a great sales manager named Pete who told me selling was different in different parts of the country. He grew up in New Orleans, while I was from Los Angeles. After I teased apart his perspective, I came to understand his point was that customs are different. For example, he would have a hard time closing a large sale in the south if he failed to take a client out for dinner. Whereas, for me on the west coast, getting a buyer to dinner is a challenging task and not usually viewed as a requirement. My clients in Japan have told me that getting a meeting with a senior buying executive in their culture requires having a same level executive or higher from the selling side. In many other cultures, that helps, but its not a requirement. After having conducted business in over 40 countries around the world, I have no argument with Pete’s observation, however, what I have found is that buyers have consistent behaviors regardless of culture or customs. (As I write this article, I’m in client’s office near  London, reviewing opportunities from Russia to South Africa and places in-between.)

Over the years, I’ve literally asked thousands of people from around the world to share the questions they would need answers to before funding a large purchase. Translated from many languages, the core questions are universal among buyers around the globe regardless of culture:

  1. Why should we change?
  2. Why now?
  3. Why this alternative?
  4. What’s the impact?
  5. Who does it impact?
  6. Who can we trust?

The first question is really about impetus. It includes the identification of people/process/technology problems and the connection to the current business issues the executive staff is trying to overcome. When connected together, they form an effective argument for change. Left unconnected, the argument for change can be overshadowed by more effectively articulated options – resulting in no decisionoutcomes for the poorly articulated purchase requests. I’m reminded of a sales person who told me his software sale was delayed because the client wanted to build a parking lot. In that case, someone successfully argued the scaling of the company was being hampered by a lack of employee parking, easily overshadowing the weak plea from engineering for a better code development platform that was not connected to the scaling issue, but could have been.

The second question is about aligning priorities. This is achieved by connecting the people, process and technology problems identified to a business issue that has the attention of the executive staff. If it connects to a business issue that isn’t on the minds of senior leaders, it’s at risk for being delayed until the business issue elevates in priority (if ever).

Weighing alternatives is a multifaceted question. At first glance, it seems like a simple differentiation question, which it encompasses, but can go even further. As pointed out above, it can also be about alternative uses for funds. Or it can be a “make versus buy” question. And lastly, its a test of the current approach, assessing if they can get by with the current solution, albeit potentially lacking. 

Impact is about value.  The return on the investment will need to align with the metric that has their attention, so it’s context relevant. While one company may be focused on improving revenues, the next company may be more concerned about reducing costs. Developing a value proposition that will motivate action requires attention to the customer’s current business issues as the focal point, and it’s their metric, not the seller’s metric that matters.

“Who does it impact” also has multiple levels. The first implication is about sizing the solution. For example, does the problem set impact one person or a hundred? The second implication can be a funding question. For instance, if it impacts sales and marketing, who is going to pay for it? And finally, there’s a political implication; if it does impact sales and marketing, can they collaborate to succeed with the new solution.

Lastly, the question of trust comes in many forms and includes many time consuming activities on the part of buyers and sellers. On-site product evaluations are educational for the buyer, but overall they are a test of trust and credibility. If your product has severe bugs or other quality problems, your credibility suffers and so does the trust.  Reference checks and now social media posts are a test of trust and credibility. Your existing customer list is a testimonial to the trust others have put in your company. Most buyers execute multiple credibility checks to evaluate your trustworthiness.

Although you may have thought of a question that’s not on my list, I’ve typically found its either simply stated differently but aligns with one of the questions above, or its a packaged combination of two or more of the core questions. For example, “what’s the ROI?” is really a concrete example of the “impact?” question. And, “why should we buy the premium provider?” is really a combination of “why this alternative?” and “whats the impact?” providing a means to weigh the added value of their differentiated capabilities. (But please add yours to the comments below if you’d like to dialog about it!)

I’ll leave you with one last thought. This list is potentially the most important list a sales professional can keep front and center. If you are helping your buyers to answer these questions effectively, you are enabling them to buy faster, buy bigger, and insure a measurable return to their business. Conversely, if you are not helping them answer these questions effectively, you’re leaving your opportunity open for risk. Just one unanswered question on their part can lead to a delayed decision, a no decisionoutcome, a loss to a competitor or a loss to a better use of funds.

Kevin Temple guides sales teams to be more agile and improve revenue outcomes. He can be contacted at kevin@enterprise-selling.com. The Enterprise Selling Group is a leader in delivering sales training, coaching and project oversight to improve the agility of sales teams around the world.

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Sales Agility: "No Budget"

This is my favorite objection! Ever!

Ok, it’s not really an objection, it’s an invitation. So it’s my favorite buying invitation,ever!

Every seller has heard “lack of budget” as an excuse on multiple occasions. When I conduct AgileSelling workshops I gather the most frustrating sales challenges from the audience. Lack of Budget is usually in the top five.

Let’s start by translating what it really means. When a contact says, “we don’t have a budget for this”, they’re really saying, “I don’t have the authority to change the budget.” This means someone else does have the authority to execute a reshuffle of the budget.

Now comes the interesting part: The agile seller uses lack of budget as an invitation to meet the real budget authority and sell larger deals.

A couple of days ago, I had a LinkedIn message exchange with a former colleague of mine, Steve Flannery. Our quick exchange reminded me of a time when Steve had overcome this challenge in spades. I recall reviewing his year in advance forecast with him during a Q1 Ops review. During the review Steve revealed his largest customer, Unisys, would not be spending any money on our solution in the coming year. They were dropping from spending over a million dollars a year to zero – nada, zilch. When I asked why, he described a situation where Unisys was consolidating from five product lines down to one and laying off personnel, leaving them saturated with our software solution. He ended his story with the words, “so they slashed the budget”.

I suggested it was an invitation to meet with the person who slashed the budget.

Steve set up a meeting with the General Manager of this particular Unisys division. When Steve met with the GM, he found the situation was even worse that he previously understood. As a result of waves of personnel layoffs, their best remaining people were shopping their resumes and were likely to jump ship. That meant the GM wouldn’t have enough of the right people to get their only remaining product line to market.

Steve ended up closing a $75M contract for services to insure the one remaining product line succeeded.

Here’s what I learned from Steve’s experience:

  1. If there’s a big problem lower in the organization, it’s probably more painful higher up.
  2. Budget is an amorphous solid. If you forgot your high school chemistry, an amorphous solid is one that can change shape, usually by adding some heat.
  3. The Agile Seller uses lack of budget as a reason to meet with the person who can reshape a budget.
  4. An effective problem diagnosis can create a larger opportunity with the person who has the authority to move money around.

Let’s exit Steve’s example, and talk about the everyday, ordinary selling campaign. Can a seller still use lack of budget as way to get to a decision maker and overcome the obstacle? The answer is yes, if…

If… the seller does an agile job diagnosing the problem set and uncovers the impact of not taking action. When done effectively, the contact will usually respond positively to a request to collaborate together to get the purchase funded, including taking the message to more powerful budget holders.

So the next time your hear “no budget”, translate it in your head as an invitation. It’s an invitation to diagnose effectively, meet other stakeholders and create a larger opportunity.

Kevin Temple guides sales teams to be more agile and improve revenue outcomes. The Enterprise Selling Group is a leader in delivering training, coaching and project oversight to improve the agility of sales teams around the world.

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Sales Agility: Gaining Access to Decision Makers

One of the most frequent complaints I hear from sales people is the frustration of being held at arm’s length from the actual decision maker. In the course of my sales effectiveness consulting career, I have helped countless sales people overcome this challenge on a consistent basis, and many of my client companies have gone on to establish executive access as a cultural norm and competitive advantage. Access to power is a sales agility challenge. It takes an effort to tailor a message that will resonate with the power person, and motivate the sponsor to take you there.

Let’s break this challenge down into one simple concept. You will be taken to the person you sound like. If you sound like a technical person, you will be sent to the technical evaluator. If you sound like a VP, you will eventually be taken to the VP. If you sound like a CFO, your request to meet the CFO will be earnestly considered.

Your messaging should be crafted to interest the person you want to access. If you unconsciously repeat your sales messaging without crafting it, you will find yourself stuck at the same level of every organization you approach, usually an evaluator level.

Crafting a message sounds easy right? Unfortunately, most people get into a habit, and are not self-aware of their own behaviors. Let’s test our self-awareness and our agility in crafting a tailored message.

Here’s a simple test: Take a pen or pencil and jot down the most critical business issue facing your top prospect.

If you don’t know it, and can acknowledge you don’t know it, that’s the first step in self-awareness. Go to their website and look at their recent press announcements. Look for business problems. Next, go to your favorite search engine, type in their company name with an added word like “problem”, “issues”, or “challenges”. See what pops up. Then look at their operating statement. Are they any numbers that are worse than they were the year before? Do any of their numbers look worse than their closest competitor? Going through this five minute exercise will usually give you a better understanding of their business issues, find at least one business issue you can contribute to, and will prepare you to craft a compelling message that attracts more powerful stakeholders.

If you think you know the business issue, and the answer has any of your solution description in it, you’ve shot yourself in the foot. Nine times out of ten, when I ask a seller to describe the business issues’ facing a prospect, their answer is a solution request, “They need our XYZ product…” or, “They’re not happy with the competitive solution and want to evaluate ours.” In either case, the seller is seller focused, not customer focused. Until they become self-aware of this orientation, they cannot craft messaging that will attract decision makers.

Let’s assume you found the most current business issues facing a company. Now write down the top three to five problems they have addressing this business issue. The unaware seller will usually describe the situation with answers that don’t specify problems, such as, “They have 50 offices.” or “their existing solution is out of date.” These answers might insinuate a problem, but they don’t explicitly disclose a problem. They need to articulate the problems more succinctly, such as, “They have so many offices, management can’t scale to cover them all effectively.” Or, “Their existing solution caps out at 50 users, and they have several hundred requiring access at the same time.” Most executive buyers don’t have the time or the first hand usage experience to be able to connect situational information to a problem that is impeding the resolution of their business issues. An agile seller is specific in the problem diagnosis.

Lastly, describe the business issue in terms of impact. Most sellers want to describe the quantified benefit of their solution through the eyes of other customers. “Research shows our customers’ produce 15% more widgets than their competition.” While this is a valuable proof statement, validating your success, it does not equate to their value proposition. Instead, quantify and confirm their business issue from their perspective. “From what you’ve told me, your cost of sales are 18% higher than your competition, creating a $75 million profit problem. Who would be interested in solving this issue?”

When you can string these three topics together, you’ll find doors opening to more influential stakeholders. Contrast Seller A and Seller B:

Seller A: “We have the fastest widget in the industry, used by 450 of the Fortune 500.”

Seller B: “I noticed your new product revenue is down 22% over last year, complicated by a lack of skilled talent, longer development cycles, and the currency crisis in Europe. Who in your organization would be interested to hear how we can address these problems?”

Seller B has crafted a tailored message that is customer focused and does not rely on a solution description. They have a much higher chance of being taken to more stakeholders than Seller A.

Access to power is an agility challenge that requires self-awareness, some research, and an effort to deliver a message that fits the customer’s issues and problems. Falling into the pattern of talking about your product without the context of the customer’s parameters, will box you into an evaluator level dialog.

Are you agile enough to learn how to create a tailored message and use it to gain access to decision makers?

Kevin Temple helps sales teams optimize their behavior and improve revenue outcomes. The Enterprise Selling Group is a leader in delivering training, coaching and project oversight to improve the agility of sales teams around the world.

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Sales Agility: Cross Selling

Almost every sales leader is familiar with this problem. Pareto’s law, otherwise known as the 80/20 rule, applies to most sales organizations. Eighty percent of their revenue comes from less than 20% of their solution portfolio. If you combine this with Forrester’s research finding it’s five times less expensive to sell to an existing customer than a new one, you will probably reach the conclusion that selling across the product line to existing customers should be a major component of any revenue growth strategy. Unfortunately, most sales teams lack the agility to execute on this skill set. But the good news is it can be learned at an individual contributor level and at the organizational level.

There are two factors that dictate the agility of a sales organization when it comes to selling across the product line. First, the learning model they apply to the challenge, and second, the accountability factor.

Left to their own devices, most organizations unconsciously apply the same failed learning model for new products. They shovel facts and capabilities at the seller, load on a couple of reference logos and call it a day.

Unfortunately, most sellers, even the brightest, hit learning saturation and can’t digest nor retain this information. Worse, this information does very little to prepare the seller to create need for the target product or differentiate in the face of competition.

I’ll share a real life example.

Years ago, I received a call from Brian Powers, the director of training for Dell at the time. Brian said my name was handed to him by a Gartner representative. He was calling to get my input on a cross selling challenge they were facing. At that time, Dell was in transition. They were attempting to fuel revenue growth by adding servers, storage and services to their solution line up. This was not a single new product addition; they were expanding their portfolio dramatically in an instant across three new product lines!

When I asked to see their training materials, I would describe them as glorified data sheets. They were attempting to shovel facts and specifications into the minds of their sellers, thinking this was going to get the job done.

I was not surprised to hear the initiative was not meeting expectations.

I was taught a lesson by a stereo sales person a long time ago. When I went to buy a home entertainment system, I was confused by the long system specification lists displayed in front of each product. The seller approached me and asked if I was overwhelmed by the choices. I acknowledged I was. He glanced down at my then five year old son, standing next to me, and said, I could ask you one question that will make this very easy to figure out. He had my attention. He asked, “do you envision entertaining adults in one room or on the patio with some nice music while the children are kept occupied in another room with a movie or TV show? I said yes. He then pointed to the system at the top of the shelf and said there was only one model that could do both. I went home with the most expensive system he had.

With that lesson in mind, here’s what we did to reshape Dell’s outcome. First we broke down each major product into a set of need creation questions. These questions come from analyzing the problems that can be solved by the new product, not the capabilities. For example rather than asking, “Would you like services to install a consistent operating system image on all 200 PC’s you’re buying?”, we had them alternatively define a problem set first. “Does your support team run into problems when the operating system installs are not consistent across the organization?” This creates the need for the solution by focusing on a problem rather than the solution itself.

As humans have evolved, we’ve developed pattern recognition for identifying problems, not solutions. We learned to identify a predator, feel the temperature change, or stop at the edge of a cliff with very little coaching. The answers to each of these problems took much longer to learn, pass on, or execute with consistency. From a learning perspective, problem identification is a more productive learning model than solution definition. This applies to sales as well. As exemplified by my stereo example, the seller only had to remember one problem definition to make the sale, versus digesting hundreds of specifications for comparison.

But learning isn’t the only obstacle. Accountability is as well.

Customers don’t typically demand the secondary products in a seller’s portfolio. Worse, if a seller spends time on a new product and gets beat by a competitor, they shy away from a similar time investment to insure they spend time on the in demand products.

In order to apply some level of accountability to cross selling, some teams stratify the quota by product line. Some incent with SPIFF’s. While others simply set expectations, measure, provide feedback and reward in other, non-financial ways. The success of any accountability strategy is highly dependent on the culture of the organization and leadership bench strength. Dell’s approach was the latter of the three. They maintained visible scoreboards, and publically acknowledged the success of the early adopters.

In any case, the learning model needs to be supported by an effective accountability model that compels application and rewards outcomes.

Within 30 days, Dell was able to track a 26% increase in their “attach” metric, an indicator of multiple products being sold in each transaction. This fueled their new product sales which grew to become a $15B contributor to their business. This is an example of a large organization learning to become agile again.

How well does your team sell across the product line? Do they need to improve their cross selling agility in order to continue reaching revenue growth expectations?

Kevin Temple helps sales teams optimize their behavior and improve revenue outcomes. The Enterprise Selling Group is a leader in delivering training, coaching and project oversight to improve the agility of sales teams around the world.

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What Clint Eastwood Would Do After A Consultative Selling Workshop

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Remember the movie “The Gauntlet” with Clint Eastwood? He’s been ordered to pick up a prisoner and deliver her to the courthouse a few hundred miles away. What he doesn’t know at the time is that he was selected to fail. As the plot progresses, it seems like everyone is out to kill him. The conspiracy runs right up to, and includes, the police commissioner.

The same goes for sales reps that are chartered to sell consultatively. (Insert your favorite: Solution Selling, Value Based Selling, Challenger Selling, etc…)  It’s as if everyone’s against them as well. From the moment they finish their introduction to a consultative selling model, it’s as if the entire world is against them.

Imagine the scenario that plays out every day all around the world. A successful product sales person has just completed the world’s best consultative sales training workshop and they are anxious to engage their first prospect to practice their newly acquired knowledge.

The first obstacle they encounter is the customer. The first words out of their mouth are usually something to the effect of, “so what does your product do?” If a seller is particularly tenacious and holds her ground by asking to understand more about the customer’s business, it’s not uncommon to hear the prospect elevate the defense by stating, “you don’t need to know that, just tell me what your product does”. A very seasoned consultative seller can navigate past a “See-more”, but the new consultative seller will need some help and guidance with establishing credibility, leading a dialog, and controlling the steps, especially if they run into multiple “See-more’s”.

Let’s talk about the second obstacle. Clint’s character, Ben Shockley, was chosen for this job because his alcoholic fueled lone wolf behaviors had defined many failures in his career. Like Ben, many sales people can be their own worst enemy. When their product expertise is the primary source of their value to a prospect, their strength becomes their weakness. At the first sign of a difficult consultative dialog, many reps will readily fall back to educating on product capabilities. They enable themselves. Worse, when the prospect provides positive feedback for an deep dive on the product capabilities, the sales rep internalizes it as good behavior. Nothing could be further from the truth. Focusing on the product keeps access to other stakeholders to a low level, and hands over the only thing the prospect values too early in the process.

Now let’s go to the wolf in sheep’s clothing: the sales manager. Unfortunately, this person was usually given a battlefield promotion for selling more product than the next rep, but that doesn’t often translate to possessing consultative selling skills. They are often ill equipped to role model the expected behavior and are generally inclined to forego early customer diagnostic dialogs to focus on closing meetings where they mistakenly believe they are having the greatest contribution to success. Many are also not prepared or developed to coach effectively. They tend to fall back on “watch how I do it”, only to role model the best product centric habits. While it seems intuitive that the sales manager plays the most critical role in transforming a product centric seller to a consultative centric seller, they are a leading reason many sales reps’s fall back to previous behaviors.

Now the invisible enemy; the seller’s own company. Its ironic the company is expecting the seller to suddenly begin consultatively selling, while unfortunately, their marketing messaging is still touting product capabilities, their recognition and reward systems still incentivizes old behaviors, their leadership hasn’t defined success in a very tangible way and probably didn’t attend the same training experience, and their solution training is still product centric. Imagine moving to a foreign country to learn a new language, but everyone speaks nothing but English. You’re not likely to learn very much.

The transformation of a single sales person to sell consultatively includes many enemies, most of which are unconscious they are undermining success. The transformation of an entire sales organization only magnifies the problem.

So how did Clint finally deliver on his promise? He had help. You may remember that his former partner helped him with information and coaching. For a sales team to succeed with this task, they need help as well. They need help from their manager, from their company, and from their customers. Further, each of these stakeholders need help. The company needs to become aware of how their processes and ecosystem support old behaviors, not new ones. The manager needs to be developed to be a better coach and role model. And the customer needs to understand why engaging in a different dialog is in their best interest. Lastly, the rep needs to know about these traps in their quest so they can more effectively navigate the challenge.

 

The Enterprise Selling Group provides sales transformation strategy, planning and execution services. If you’d like more information about successfully transforming your team to a consultative selling model, please visit our website at www.enterprise-selling.com