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Process matters. If you don't follow a solid opportunity management process routinely, you’ll miss important signs that could end up killing deals. Too often sales teams have vague conversations about the most challenging issues in opportunities. We’d like all sales teams to learn how to get to the heart of the matter. Roger White, Sales Operations Manager at Level 3 Communications, EMEA, and our AVP Sales, Tim Foster explain how to surface deal vulnerabilities and wring every drop of value out of your opportunity management process.
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Opportunity Management:
© The TAS Group 2014
Roger White EMEA Sales Operations Mgr.
Tim Foster AVP Sales EMEA
Maureen Blandford EVP Marketing.
© The TAS Group 2014
Agenda • Why Opportunity Management Fails • How to get the Data you need • The most critical Question • Manager Effectiveness
© The TAS Group 2014
Why Opportunity Management Fails?
© The TAS Group 2014
© The TAS Group 2014
Gap# 1- The Process Gap
Buyer Decision Stages
Sales Process Stages
Impact Analysis Evaluate Accept Implement Awareness
of Need Operations & Planning
Solution Collaboration Commit Implement Qualify & Discover Business
Development
Customer is here
You are here
© The TAS Group 2014
Gap #2 – The Coaching Gap
TIME
Buyer Sophistication
Effectiveness Of Sales Rep
SOPH
ISTI
CAT
ION
Manager Coaching: Close the Gap
© The TAS Group 2014
Strategy Execution
Actions Follow Up
Key Players�
Objections
Evidence
Business Case
Gap #3 – The Strategy vs Execution Gap
© The TAS Group 2014
How to Get the Data You Need?
© The TAS Group 2014
Opportunity Management Framework Assess the Opportunity
Test and Improve the Plan
Turn Ideas Into Action
Develop the Relationship Strategy
Define the Competitive Strategy
1
2
3
4
5
© The TAS Group 2014
The Most Critical Question?
© The TAS Group 2014
“ “ You can only sell a solution after you
find the problem.
Manager Effectiveness
© The TAS Group 2014
© The TAS Group 2014
Why Was it Worth It? • Increased performance in teams – top teams outperform
other teams by some 40% • Improved performance in New Hires over previous years • Improved Retention in New Hires • Better reporting capability • Leading a culture change from individual to collective • Better focus on core sales skills development • Creating an environment of peer to peer learning
© The TAS Group 2014
Where to Start? Sales Execution
Sales Management Customer Insight
Organizational Impact
1. Poor qualification 2. Extended /slipped sales cycles 3. Late stage deal surprises 4. Price pressure / High discounts 5. Poor team collaboration
1. Poor pipeline visibility 2. Inaccurate sales forecasts 3. No common sales language 4. Resources applied to wrong deals 5. Long ramp-up time for new hires
1. Manager involved late in the deal 2. Quarter-end fire drills 3. Managing not coaching 4. High rep turnover 5. Low % reps achieving quota
1. Buying process not understood 2. Customer challenge unknown 3. Buyer controls the sale 4. Limited Key player access 5. No customer verifiers
Thank You!
