Tag Archives: solution selling

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Are You Overcomplexifying Your Sales Opportunities?

Our hiring model was no longer working for us. As the largest player in the Electronic Design Automation market, we had developed an unconscious hiring model which was primarily dependent on taking the best sellers from our two main competitors. They were largely Electrical Engineering types who had migrated to sales. After a period of time, this process  left us with only “B” and “C” players to recruit.

Out of necessity, I issued a mandate. From that point forward, we could hire from outside our industry, but they had to be “A” players. Taking a play from “Good To Great”, by Jim Collins, I defined “A” players as anyone with an aptitude for learning. I suggested we look at their SAT scores as a guide.

One of the first hires we made with our new model was Jack Bartell. I called him the band-aid sales guy. He came to us from Baxter International, and had been selling general medical supplies to hospitals. Jack had a Bachelor’s degree from Arizona State in Marketing/Finance. This was a radical departure from the hordes of electrical engineering types we had amassed over the years.

Jack validated our new direction within a few short months. He uncovered, developed and closed an opportunity for something north of a million dollars. While not at the high end of our largest deals, it was noteworthy for its size, breadth of products and short sales cycle time. Not to mention the best ramp up example we had ever witnessed.

During a debrief of the sale, I asked Jack how he managed to pull off such a feat in such a short time period. He said,

“Kevin, I quickly realized I could never be an expert on these complex electrical engineering solutions we sell, so I decided to become a problem expert. After talking to a lot of experts around the organization, I made a list of the problems we help solve. I would literally take out the list, and ask my new prospects if any of the problems hit close to home for them. When they resonated with any set of problems that were worth solving on their side, I would assemble the team of experts from our side to help them understand how we addressed the problems. That’s how I found this opportunity.”

What I learned from Jack is becoming a problem expert is a lot easier than becoming a solution expert. There are other dynamics at play as well: Jack’s prospects were happy to help him out as a new guy trying to learn the ropes, and the solution experts he brought in were better prepared to connect with the customer’s problems based on Jack’s pinpoint diagnosis. In general, the interaction dynamics around this type of dialog were less contentious and more collaborative than the “show up and throw up” pitches used by most of the other sellers in the organization..

I applied this problem expert model for Dell when they were struggling to branch out from PC sales to include servers, storage and services in their selling efforts. After we switched from drowning their sales people in useless specifications, and focused on the problems we wanted to surface that create the need for servers, storage and services, they cited a 26% increase in their attach-rate in just 30 days. That fueled the growth of a $15 Billion business for Dell.

Over the years, the problem expert model has proven itself over and over for myself and my clients. Cisco has used it to dramatically reduce ramp up times for new hires. Imprivata, a single sign on provider, used it to navigate through the 2009 economic decline with 47% growth. While WindRiver Systems (now a division of Intel) used it to learn how to combat free open source competition while growing revenue 19%.

After all these years, I’m still amazed to find mature companies saturating their sales people with solution information. If you are a new hire trying to navigate a complex learning curve, a sales leader worried about ramping up a horde of new hires, or a product marketing expert frustrated by the lack of sales adoption for an exciting new technology, the problem expert model can add tremendous value to overcoming these challenges.

Thanks Jack!

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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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