Tag Archives: sales management

B2B Selling: Five trends from 2016 and predictions for 2017

One of the joys of our business is that each day we get to work with some of the smartest sales and business leaders on the planet. While our job is to train their sales teams, we often learn as much as we teach. With this in mind, there are a handful of themes that gained traction in 2016 and we expect will have an even greater impact on enterprise selling in 2017:

Customers are more empowered than ever. Buyers are in control and they know it. This isn’t new, but it’s accelerating at an increasing rate. The implications are more and more clear, with some enterprise sales leaders reporting that buyers are as much as 90 percent of the way through their journey before they ever talk with a sales rep. Data sheets and solutions briefs are no longer a starting point for sales conversations, and the salespeople who fail to adapt to this dynamic are simply not going to make their numbers. Sales people need to become masters at reframing the problem set to differentiate their offering in the face of often unknown competition.

CEOs will increasingly abandon incremental changes in favor of big shifts. A 2016 study by KPMG says that four out 10 CEOs expect to be running significantly transformed companies in as little as three years. Our clients tell us market, competitive, regulatory and pricing challenges are forcing them to adapt quickly. And that leaders no longer have the luxury of time to see how their strategies play out. In short: the race will be won by those who adapt and move fast.

Tech spending will slow and the fight for budget will intensify. Gartner predicts sluggish growth in IT spending through 2020. Gartner also predicts that in 2017, the CMO will spend more on IT than the CIO, yet another indication that technology spend is shifting from the IT organization to lines of business. Sales organizations will need to adapt to smaller budgets by getting stronger at justifying the need for their solution. And they will need to develop the skills to navigate across customer organizations, new buying stakeholders and budget centers.

There will be more turnover of senior executives as CEOs look to spark growth. The average tenure of a CMO in Silicon Valley is about 18 months, far less than for B2C companies. We’re betting the axe won’t be limited to marketing, with leaders in sales, IT, product development and other areas on a short leash as well. Sales professionals are used to the perform or perish model in their own careers, but will need to learn to adapt faster to a changing landscape of buyers, competitors and influencers.

New roles and functions will become the locus of power and budget in the pursuit of growth. Old titles and portfolios are giving way to a new C-suite populated with executives responsible for revenue, digital transformation, privacy and security. Old customer entry points and buying processes are likewise being replaced by new centers of power and budget, which will vary from customer to customer. Sales professionals will need to become adept at understanding and managing the new buying landscape.

And one more: sales leaders will demand even more from salespeople. It’s true, the goalposts have always moved, so why is this a prediction? We see a new urgency driven in part by the need to capitalize on recent investments in sales force automation, sales performance management, sales enablement and related technologies. Our clients are telling us they will be placing more emphasis on change management and skills development to drive more productivity and effectiveness from their teams.

What Clint Eastwood Would Say About Selling

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, or in current vernacular, as a challenger. It’s almost as if everyone is against them as well. From the moment they finish their introduction to a consultative selling model, it’s as if the world is against them.

Imagine this scenario that plays out every day all around the world. A successful 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 the contact’s 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”. We used to call these prospects “See-Mores”, as in “let me see more”. A very seasoned consultative seller can navigate past a See-more, but the new consultative seller will need some help and guidance, 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 lone wolf behaviors had produced 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. 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 equally inclined to forego more extensive diagnostic dialogs under the pressure of a looming quarter end. 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; consider the company that is expecting the seller to suddenly begin consultatively selling and reap the rewards of larger orders in shorter time periods with greater forecast accuracy. 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 or 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 your primary language. 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 about 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 players needs 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.

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.

Winning the Hearts and Minds of Your Sales Team

My first job as a professional sales representative for a major computer company was more like a roller coaster ride than a career step. During the first 12 months I had five different sales managers. (The first one was committed to a mental health facility by his family, which led to second guessing everything I learned from him.) The subsequent managers were never in the role for more than a couple of months for a variety of reasons.

When number six showed up, the entire team released a collective sigh of frustration. Bob was a former clothing textile sales professional, not the normal profile for this computer company of 60,000 employees. I’m sure all of us drew some opinions about his ability to survive as a square peg in a round hole.

Bob spent the first few days asking a lot of questions. He wanted to know what was working and what wasn’t. He showed a lot of interest when I complained about  the call reports we were required to fill out every Friday. I explained that each of his predecessors followed company policy by holding us accountable for the weekly report. It would take a couple of hours to fill out, and for the most part, the previous managers wouldn’t even look at it. They would just file them in the row of filing cabinets in the hallway. I wasn’t the only one frustrated by this valueless activity. He heard the same thing from most of the sales staff.

(The information I left out of my complaint was I had been occasionally photocopying the same report and altering the date, just to see if the last manager would catch it. He didn’t.)

When Monday morning rolled around, we all showed up for Bob’s first 8:00 am staff meeting. We could all see through the glass wall into the hallway. Bob was talking to a couple of men with hand dollies. When he wrapped up with them, he came into the staff meeting and started with a summary of what he had learned the previous week: The team hadn’t achieved quota for three quarters in a row, the technical support team felt under appreciated, and we had failed to land a single account for a new product that was showing promise with other sales teams within the company, among other things.

What happened next caused all of us to gawk. One by one, the moving crew began to cart the filing cabinets out of the hallway and out of the office. The person to my left and the person to my right both simultaneously nudged my shins with their shoes under the table as if I was missing the spectacle. Bob, paused for a minute to let the vision sink in, and then announced that he was putting an end to the weekly report. Instead, he said, he wanted to join each of us for three sales calls a week to have some fun and learn the business.

As the meeting progressed, the filing cabinets were completely removed. Bob wrapped up the meeting with some positive comments about how much he was looking forward to working with each of us.

No less than four people stopping by my desk that morning to comment on how much they liked the new boss. “I think he’s exactly what we need around here”, was the common sentiment.

When Bob joined me for a sales call on a new prospect the next day, I was actually surprised that he didn’t say anything the whole meeting. The previous manager would have taken over the sales call by minute five.

When I got to the point in the discovery meeting where I asked about stakeholders who should be included in the dialog, I took my pad of paper and slid it across to my prospect with a pen. I asked if he could outline them in an org chart so that I could better understand where they fit in the organization. The prospect nodded his head and proceeded to draw the org chart for me, adding notes on relevant character attributes of each stakeholder as he went along.

I wrapped up the meeting after building an action plan with the prospect. Bob and I shook hands with the prospect on the way out of the building and silently walked back to the car. When we got in the car, the first thing Bob said was that he learned something very valuable from me during the sales call. I was a little taken aback, being used to sales managers that started a debrief with a critique. However, my curiosity was piqued, so I asked what that would be. He said he wouldn’t have thought to hand the pad and pen to the prospect to write down the org chart, but witnessed how naturally the contact accepted the task and added even more insight into the story.

When I asked if there was anything I could have done better, Bob said he thought the sales call was really productive, and asked if I minded sharing the story about the the org chart with the rest of the team. He concluded by observing that he might have missed something while he was taking notes. He asked how much money the problems I uncovered were costing this company. I replied that we didn’t explore that subject, so he just nodded his head. I thought it was a good question so I made a mental note to myself to follow up with that subject in my next meeting.

Bob continued this process with everyone in the office. As I found out from hallway chit chat, he didn’t take over calls, and started each debrief with a compliment. My org chart example wasn’t the only positive example he shared during the next staff meeting. Everyone received a compliment about something that went well during their sales calls.

During my subsequent sales calls with Bob, I never missed the opportunity to uncover the value proposition associated with each problem set. That’s when I learned something powerful about asking, rather than telling. I took ownership for the question since I didn’t have the answer. Had Bob told me what I missed, it was likely that I wouldn’t have taken ownership for the question as much as I had.

Bob continued with this pattern of listening, asking questions and complimenting success. He also engaged on other activities that further cemented our loyalty to him like removing obstacles, brainstorming on strategy, and breaking bread with us. The team would stretch their achievements for Bob on a regular basis, accomplishing quota that quarter and every quarter thereafter until I departed the organization for my first start up experience.

Although I learned even more from Bob, here’s a summary of what Bob taught me about winning the hearts and minds of your sales team in just a couple of weeks:

  • Be a good listener. It doesn’t mean you have to take action on everything. Part of the process is allowing the venting to occur and strategically picking roadblocks to remove or assignments to cull based on context and payoff. 
  • Symbolism. Take action on the team’s behalf in a demonstrable way. I label the filing cabinet removal as “symbolism” of change. The more visual the symbolism of change, the more profound its impact.
  • Coach by asking, not telling. Bob demonstrated how to coach by asking good questions to help me uncover the holes for myself, not by telling me what I missed. In my own leadership roles, I’ve noticed the more a sales person takes ownership for a hole in their process the more likely they achieve a higher result in the future.
  • Catch them doing something right. A small compliment shared in front of others goes a long way to building trust and rapport.

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.

Sell Yourself: Interviewing for a Sales Job

When I graduated from college with a mechanical engineering degree, I was in for a rude surprise. Nobody was hiring mechanical engineers that year. Within my entire graduating class, only two people had offers, and both of those were with the navy.

Not one to lick my wounds, I decided to look for a job selling to engineering organizations. I answered an ad for something along these lines, which was placed by a professional recruiter. I can’t recall her name, but she taught me something that has stuck with me for decades and I’ve had the privilege to hand off to others with great success.

She taught me a six step process for interviewing. In retrospect, it’s a general sales process that could be used to sell any solution, so it might help in other ways if you’ve already landed that coveted sales job. If not, take note, and let me know how it works for you.

  1. Introduction: Begin the interview with some proven introduction skills; good eye contact, smile, firm handshake, and introduce yourself with your first and last name. You can add some rapport building chit chat, but don’t spend too much time on it.
  2. Candidate Profile: As early as you can in the discussion, and without appearing to forceful, take control by asking the interviewer to describe the characteristics of the ideal candidate. They might say things like self-motivated, easy to coach, high aptitude for learning, or any variety of key sales skills. Take notes.
  3. Sell Yourself: When they’ve completed their profile description, take each attribute identified and begin the process of describing how you have demonstrated those skills in previous situations. The examples don’t have to be sales related situations, especially if you don’t have direct sales experience. They can be from other situations. For instance, if they list leadership as a key requirement, you can describe the leadership skills you brought to your sorority or volunteer group. Give concrete examples of your exhibition of the skill where possible, or at a minimum, on your ability to learn the skill.
  4. Uncover and Address Objections: No matter how good a candidate you are, there are usually some concerns from every interviewer’s perspective. Ask them to share their reservations about you. It might sound something like, “So is there anything about my background or profile that might cause you to think I’m not the ideal candidate?” Your objective is to flush it out and address the objections. For instance, if they answer this question with something like, “well, yes, I’m concerned that you don’t have any experience in our industry”, you should empathize with their observation and then address it. Your response might sound something like, “if I were in your shoes, I’d probably think the same thing, but, I’d like to draw your attention to my SAT score. You’ll notice that I have a high aptitude for learning, and if you’ve ever read the book, “Good to Great”,  the author cites the best leaders are those with a high aptitude for learning, not industry experience.” Addressing objections takes some thinking on your feet. Its likely you can anticipate their objections for common issues like experience, education, and industry tenure. Being prepared for the objection will raise your confidence and gain theirs.
  5. Flip to the Positive: Now that you’ve addressed their objections, you want to move their focus to the positive. Ask them to identify something about you they like. It might sound like this, “so is there anything about me that you think would add positively to this job or the team?” You may hear they like your questions, your education, or your energy, etc… Your objective is to move their brain from the negative (objection) to the positive. This shift in thinking is very important for the success of the next and last step.
  6. Closure: Once you have them on the positive note, the last step is to gain their commitment to you. If they are not the hiring manager, your close may be, “so would you feel comfortable recommending me for this position?” You’re likely to get a positive answer, but if not, flush out the concern and address it as in point four above. If they are the hiring manager, you can get even more pointed in your close, “assuming you have no other candidates as promising as me, can I count on an offer?”  The sharper the close, the more likely a seasoned sales leader will appreciate it.

The first time I used this process was during a two day interview process for a software company with 25 other recent college graduate candidates in the rotation. During day one, I had nine back to back interviews with hiring managers from different sales offices around the U.S.  At the end of the day, I reluctantly informed the HR leader that I couldn’t stay for day two as I had an interview with another company out of state. She whispered to me that it wasn’t a problem since I ended up in first place on all nine hiring manager’s lists. I departed early for the other interview, but ended up accepting my first sales job from this company. The hiring manager I ended up working for later told me that I was the only person that “sold” him. The selling process was apparent in my interview dialog and it wasn’t lost on him.

I’ve shared this process with many people over the years, and every single one of them has reported positive results. Recently, my son graduated from UC Davis. During his second interview with a major software company there were multiple hiring managers on the other end of a web meeting. Halfway through, the lead manager stopped the conversation and informed my son that he had never seen so many heads nodding at the same time during a group interview. He then asked my son if he would was ready to accept a job offer on the spot. I’m happy to report I have a gainfully employed son with a career track in sales.

*** Please “like” this post or forward it to anyone you know looking for a sales job – or any job for that matter.

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.

Sales Leaders: 3 Ways to Get Your Team Off to a Good Start in the New Year

race-against-life If January marks the beginning of a new fiscal year for you and your team, here are three leadership suggestions that can help your team get started on building a productive funnel.
  1. Define a Personal Quota Now!
It seems like the larger the organization, the longer it takes to distribute new annual quotas. I’ve witnessed some organizations take three or four months to distribute official quotas. The associated sales behavior in the absence of a quota is palpable. It’s no wonder why the first quarter is typically the least productive quarter for enterprise sales teams. My suggestion is to select an interim aggressive growth target. For example, if your company is on a 20% growth trajectory, select a 30% or 40% growth target over the prior year for each personal quota target. Then develop each individual territory plan around this interim aggressive goal; including prospecting targets, call goals and so forth. The idea is to build and execute a territory plan without waiting for the machine to catch up. Then when it does catch up, the likely lower quota that actually gets assigned will feel like a relief rather than unimaginable, and your team will already be firing on all cylinders.
  1. Identify, Develop and Roll Out a Strategic Initiative to Rally the Team.
Remember the adage, “When the going gets tough, the tough get going.” The idea is to select an initiative that is smart, achievable, adds to the success of the team, and moreover, is measurable. It could be a focus on adding services to every sale, or focusing on dominating a certain competitor, or a tactical target to call on three new executives in the largest account as just a few examples. Ideally it develops a muscle that is atrophied on your team, produces a measurable success, and is achievable. Use the initiative to spur action, share information, and further develop your own leadership skills. Here are some key topics to include in your Strategic Initiative Plan and communication: Why: Communicate why the initiative is important, and why it’s good for the team and individual. What: Communicate tangible, measurable goals. How: Communicate how the goals are to be achieved. This might include the identification of new skills, training, reading a book, activities that have not been used before, or teaming suggestions. Consequence/Reward: Don’t forget to tie the initiative to a reward and consequence. It could be a specific SPIFF or a simple lunch on you, but a payoff is critical to the measurement and achievement recognition. Conversely, the consequence should be fair in proportion to the initiative and not arbitrary.
  1. Celebrate Small Victories.
With twelve months in front of you, or three if you’re really quarterly focused, a strategic initiative can lose steam very quickly in the face of everyday distractions. Good leaders celebrate the small victories on the way to success. For example, if your selected strategic initiative is to call on three unfamiliar executives in your key accounts, celebrate success when each team member achieves their first appointment. The idea is to maintain a focus, keep the team motivated, and rise above the noise of the daily din. 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. Missed Kevin’s other posts on Sales Agility? Take a look at his most recent posts here.

Sales Leaders: Its Closing Time!

It’s that time of year again. If your sales team is trying to close out the year, this article may help you optimize your outcome.

I’ll introduce two very valuable tools, the Mutual Activity Plan and the Close Plan.

The Mutual Activity Plan (MAP) is a document developed with the prospect to identify the activities required to reach a decision. These activities might include meetings with other stakeholders, conducting evaluations, talking with references, proposal reviews and more.  It’s organized with due dates and action owners as if it’s a project plan – because it is a project plan. Further, it’s a “map” to a destination point; placing the order.

The value of the MAP is getting the buying sponsor on board with you with a timeline. Moreover, if they fail to meet an action item, they have broken an agreement of sorts, providing you with the platform to ask, “why?”, or better, ask for something in return.  If they fail to meet a commitment, I suggest identifying something that will help improve your chances of closing on time, such as meeting with the final decision maker sooner, or reviewing the prospect’s internal justification document to add suggestions for example.

Here’s a simple example of a MAP:

Activity                                                                             Owner                  Due Date

Discovery meeting with all stakeholders                 Smith                    11-25-15

Demo for entire team                                                  Smith/Jones        12-1-15

Review with Legal                                                        Smith/Jones        12-7-15

Engage Purchasing                                                       Smith/Jones        12-14-15

Place order                                                                     Jones                    12-20-15

Given the complexity of your sale, the MAP may be short and to the point, or it may be several pages long. The longer it is, the more important it is to establish it as a tool to manage the process to a predictable outcome.

Recently, one of the sales leaders in a client site of mine reviewed the previous quarter closing results for one of his struggling sales people and found that every opportunity that closed had a MAP, whereas, the opportunities that slipped into the next quarter did not have a MAP in place. The lesson for the sales rep: it’s difficult for the prospect to meet expectations if they don’t know what they are.

The Close Plan is the MAP plus the internal activities the customer should not see, or should not be bothered with, but need to be managed to closure. These might include examples such as a credit check on the customer, approvals for special options, new product capabilities that are required, discount approval and more.

I typically see more complex close plans required for professional services or other applications where there are multiple contingencies to address, several internal approvals required, and heavily customized solutions. However, sometimes they are more complex because of the nature of the selling company’s culture or bureaucracy. Regardless, the more internal obstacles you have in the way of closing an opportunity, the more important it is to have a close plan in place.

Finally, having a plan in writing is good, but it also needs to be managed to success. Use the MAP or Close Plan as a review tool to help the sales person make progress on their plan.  Check off items as they are achieved and identify activities with high risk to brainstorm on alternatives and contingencies.

I feel compelled to wish you luck closing out your quarter, but we both know that it comes down to great leadership.

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 training, coaching and project oversight to improve the agility of sales teams around the world.

The Proposal that Sells Itself


Even the best sales people can’t get to every decision maker. But your proposal can. Do a check up on your proposal format. Does it convince a sign-off authority to sign the purchase requisition and place an order, especially if you can’t be there?

After reviewing literally hundreds of “standard” proposal formats sent out by a large variety of big and small companies, it’s not surprising why so many sales teams have a hockeystick quarter end. From my perspective, most proposals are little more than a price quote.

I’m talking about the “proposal” that has a nice cover letter thanking the prospect for the opportunity and an overview about how this vendor is the leader in their field. This is followed by a price quote and overly generous discount with a time expiration coincidentally connected to the end of the quarter. Then some sort of terms/conditions agreement, license agreement, services SOW, and so forth.

Now put yourself in the shoes of the decision maker. You have a list of questions you need to have answered before you sign off on the proposal… maybe something like this:

  •         Why do we need this solution? (What business issues is the customer facing and what are the underlying problems that are not currently being addressed by the existing solution?)
  •         Is this vendor the best alternative? (Can we do it ourselves, or is there another vender with similar capabilities at a lower price? Or, what makes this vendor special?)
  •         Do we need to act now? (Versus other alternative uses of the funds or especially with other more pressing issues?)
  •         What’s the potential savings or reward for making this change? (ROI? Competitive advantage? Lower cost of ownership? Or, what disappointing metric will this help us to overcome? Etc…)
  •         Who will this solution benefit? (Are there other parts of the organization that could chip in? If we broaden the purchase could we save/earn even more?)
  •         Can we trust this vendor? (Will it work? Can they support us? What’s their track record look like? Did you try it out? Do others that we respect us it?)

The question is does your proposal help them answer these questions and make a decision? Worse, the first question they ponder that doesn’t get answered gives them the excuse to push back and ask the sponsor to do their homework.

I know what you might be thinking; these questions should have been answered during the discovery and evaluation process. I’d agree, but often times they are not, and even if they are, that doesn’t guarantee the final decision maker was involved in the transfer of this information. That means the seller would have to depend upon their inside champion to articulate the answers to these questions, but we all know hope is not a strategy! Your next thought might be, “the proposal should be delivered to the decision maker by the seller so all of these questions can be answered directly”. Again, I agree, but unfortunately, not the case most of the time.

If you’re sucking wind through your teeth thinking about your proposal format,  I recommend a set of simple changes.

The easiest and most effective way to address your current proposal format in this light is to structure the cover letter to address these questions. I recommend a format for the letter that includes:

  •         The business issues uncovered during discovery. (A quick review of their latest earnings statement or recent press releases can provide some insight if you missed this step during your discovery process.)
  •         The underlying people, process, or technology challenges that are currently impeding the business issue. Word these with problem oriented adjectives: difficulty with, challenged by, or lacking. i.e., “Difficulty with multiple manual processes that are error prone.”
  •         The impact of not taking action. Sizing the cost of, or lost opportunity for each challenge and the associated business issue. Or, identify the current state of the metric they care about, and the potential. i.e., “The goal is to reduce costs by 15%, but it currently stands at a 5% reduction.”
  •         Connecting your unique capabilities to actual challenges the prospect has acknowledged. The only way they can determine if you are the best alternative is to identify challenges they care about that can’t be solved by others as well as you can solve them.
  •         Identifying the stakeholders you have included in your analysis to allow them to confirm the organizational opportunity.
  •         Specific usage example, citing another similar but respected company with similar business issues, similar challenges, and actual accrued results. (This structure of success story is often shortened to simple name dropping, prompting the buyer to take a small pilot step first.)

As the sales leader, I also recommend that you inspect every proposal for this structure. Your inspection will underscore your commitment to making this a discipline, and if your sales people can supply the information for all of these components, they will have undoubtedly conducted a more thorough discovery process. You kill two birds with one stone.

You should see a decrease in stalled decisions or no decisions, a measurable increase in your win rate, and interestingly, a smoothing of your hockeystick. After all, if the prospect’s decision maker has all of their questions answered, and it’s a compelling proposition, there’s no need to sit on the proposal until the end of quarter.

The Enterprise Selling Group helps commercial organizations tune their sales and marketing disciplines to improve revenue results. Kevin Temple is the founder and President of The Enterprise Selling Group.