Tag Archives: sales transformation

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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.

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How To Sell YUGE Deals

U.S. Republican presidential candidate Donald Trump speaks at the Family Leadership Summit in Ames
Years ago, I had the privilege to meet Hank Johnston, a former EDS executive. Hank was recruited as a board member for our technology company. Our CEO sent him my way to learn about our sales organization. When Hank showed up to my office, I thought it must be a joke. He had jeans, boots, a plaid shirt with snaps, and a belt buckle that screamed “Texas”. (Not the word, just the size.) In the end, Hank taught me a lesson about judging a book by its cover, and a lot more.

Hank sat down and proceeded to explore our sales model and the outcomes. I could tell by the grimaces, raised eyebrows, and head shaking he wasn’t impressed with our approach or key metrics including average contract value, large deal size and discounting practices.

When he was done grilling me, he said, “Kevin, do you mind if I make an observation?” I gave a nod with my head, Hank continued, “Y’all are a bunch of coal miners in a gold mine!”

I’m sure my face was red with anger. I felt certain he insulted our sales organization, and every fiber in my body was on fire with rage. Before I had the chance to blurt out something I would regret, somewhere in the frontal lobe of my mind, a simple question formed; “What do you mean by that?” To this day, I’m still surprised I said it out loud given the strong emotional reaction I was experiencing. Hank smiled his approval at my curiosity.

Hank went on to paint a verbal picture that has stuck with me for years. He said, “Every day your sales people go to work through this long, dark tunnel in order to hack a few hundred dollars’ worth of coal out of the walls. On their way, they keep tripping over these large yellow rocks. In order to make their path smoother, they kick the yellow rocks out of the way. What they don’t realize is those yellow rocks are gold. They’ve been mining coal for so long they don’t recognize gold when it’s staring them in the face.”

Hank could tell I “got it”. He smiled as the concept cemented itself in my mind. Then, we engaged in a longer conversation about how to turn coal miners into gold miners. Although Hank got up and left my office, my journey had just begun. Our coal mining sales organization transformed into a gold mining team within a few short months.

In retrospect, we executed on a major exercise in sales agility. We learned to call on more powerful stakeholders outside of I.T. We learned how to leverage a wider product portfolio and introduce services as a game changing differentiator in the face of competition. And we learned how to uncover the value proposition that could motivate our new stakeholders to take action on our behalf. As a result, our largest deal sizes quadrupled, discounting dropped by 50%, and we continued on the path to raise the average productivity per rep from $1.4M per year to over $10M per year.

In the years since my introduction to Hank, I’ve had the privilege to bring these lessons in sales agility to sales teams around the world. Cisco learned how to box Juniper into a corner by bringing the conversation to the business side of the opportunity. Dell used it to expand the product line into servers, storage and services, successfully executing a multi-billion dollar growth opportunity. And most recently, Polycom has used it to learn how to create opportunities outside the grasp of I.T., delivering market share gains in a business surrounded by free alternatives.

In a recent example, Polycom engaged a regional bank and asked about the biggest problem they were facing in their business. The executive in the bank was happy to share. They had 110 branches, but only about 50 loan officers. If a potential customer walked into a branch looking for a loan, there was almost a 50% chance they would walk out without any help. Polycom proposed installing a video collaboration solution in every bank, making a loan officer available in every circumstance. After a short time period, they discovered that one loan officer could actually support upwards of ten branches and still generate more business than sitting in one branch by themselves. The bank was able to restructure their staffing, saving millions, and improved their loan business substantially. That’s gold mining!

If you look at a typical operating statement for most publicly held companies, I.T. is usually allocated about 2% of the overall budget. Compare that to upwards of 50% of revenue allocated for the combined sales, marketing and general administration budget. Where would you rather hunt for a sale? Most technology sales organizations sell to I.T. as if it’s the only way. As a result, they spend tons of resources on long evaluations, face a high number of no decision outcomes, get small orders, and not a single thank you for improving the customer’s business.

Is your sales team ready to learn how to gold mine?

 

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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.

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What Makes A Post Go Viral? A Lesson For Sales And Marketing Professionals.

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Recently, 7000 New York Times articles were analyzed to determine what common elements were found in those that went viral. The results can be a great instructional guide for sales and marketing professionals that are striving to have their message heard above the cacophony of Internet noise.

Jonah Berger, Associate Professor at the University of Pennsylvania’s Wharton School developed a model based on this research project. He breaks down the key components for creating a viral message into the following four categories:

1. Narrative: A well crafted story line that captivates attention.

2. Practical Value: Providing information that has value to the receiver.

3. Emotion: Causes strong emotional feelings including surprise and happiness.

4: Social Currency: The message makes the sharer seem cool or hip.

Many viral successes leverage more than one component. You may be one of the 300 Million who viewed the “Will It Blend?” video, where Blendtec founder Tom Dickson throws a variety of objects into a blender including golf balls, lightbulbs and an iPad. This post leveraged narrative, emotion, and social currency to reach such high viewership.

In the sales and marketing profession, recent research by CEB indicates we should be educating our customers with practical value while common wisdom suggests the best sellers narrate good stories about other customer successes. Perhaps there’s a correlation between sales and marketing messages that resonate and the viral components described above.

What’s your current sales or marketing message? And what components of viral propensity does it contain?

Help make this article viral by forwarding a copy to your colleagues! All of them.

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.  

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The Proposal that Sells Itself

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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.  

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The Hidden Sales Cycle: Are you ignoring it?

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“The Hidden Sales Cycle” is the activity that takes place prior to first contact between seller and buyer. This is when the buyer uses the internet and/or direct social connections to investigate possible solutions to a perceived need. They might visit your website, read user reviews, rank alternatives, and potentially sift through analyst perspectives among other things. Two studies indicate this occurs in as much as 60% of all enterprise class purchases. It becomes a problem for the seller when the buyer reaches premature conclusions based on a competitor’s positioning, incorrect information, or incomplete information.

This means that sellers must be ready to “re-frame” the perspective of the buyer during their initial discussions. For this reason, I’m suggesting that the Hidden Sales Cycle be acknowledged and used as the basis for a re-framing discussion.

  1. Start your early conversations with an inquiry about the homework the buyer has conducted using the internet or other means.
  2. Ask them to describe the problems they  are trying to address. After this bring up several additional problems that are potentially in play for the buyer and connect those to your capabilities. For instance, “Ms Customer, many of our other customers tell us that they were not able to see how their customers were using their product, which made it difficult to identify bugs, or specify an enhancement list with proper prioritization. Is that an issue for you?” Ideally, this problem resonates with the buyer, can be solved by your solution better than other solutions, and was not a problem the buyer had previously considered addressing during their preliminary investigation. That’s the science of re-framing the vision in your favor.
  3. As the old shampoo upsell states, “rinse and repeat”. Establish a few more problems that re-frame their vision of the problem set and the solution. This differentiates you on your professional approach as well as your product or service.

Using problems to re-frame your buyer’s perspective will also increase your credibility which is required to motivate the contact to take you to other stakeholders to socialize your problem set and related solution further.

Since the internet has become a fixture in the sales process, re-framing skills have become a “must have” skill set. As an exercise for your team, you can brainstorm to identify a set of capabilities within your solution that would resonate with a buyer type or a key vertical segment. Then, for each capability have the team identify what problem it solves for the customer. They may come up with more than one problem for each differentiating capability which gives them even more ammunition in a re-framing discussion. Don’t forget to capture the tribal knowledge and spread it around!