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Mark Stuyt
About Mark:
Founder – Chief Engagement Officer
25 year sales professional (CA, Pivotal CRM, PeopleSoft,
SAP)
Advisor to Microsoft & Tier 1 & 2 Microsoft AX/NAV/CRM
Partners: Europe, North America, Asia
Creator: Microsoft Accelerated Selling Methodology
Creator: Microsoft Industry Acceleration Content
Mark’s contact info:
(604) 617-8522
Website
Cloud Adjustments
Develop IP
(Differentiation)
Make
Marketing
Strategic
Adjust Sales
Process
Create New
Packaged
Services
Determine
Business Model
Implications
EIPP Program – Key Outcomes/Takeaways
5 Leadership & 8 Industry Sales & Marketing workshops delivered to over
500 partner leaders
65 Industry Acceleration Workshops delivered in 1:1 sessions with partners
100 Partners in Program today: FR, UK, GER, WE (SWE, FIN, AUS, CH, SP, BL,
NL), MEA
Roots in GR2G/CSS
Only 31% of partners have a structured end-to-end marketing motion
Very limited BDM/WHY messaging and content
Heavy dependence on referrals and outbound telemarketing for lead generation
Numerous cancelled or delayed website projects
Majority of Dynamics AX partners drive a 20% win rate sales motion
Develop IP
(Differentiation)
Make
Marketing
Strategic
Adjust Sales
Process
Create New
Packaged
Services
Determine
Business Model
Implications
We retain ….
20% if we just hear it
50% if we hear and see it
70% if we say it
90% if we say and do it
Why are you here?
Workbook Exercise
Primary Workshop Objectives
Workbook Exercise
Document your current sales performance measurements.
Workbook Exercise
Sales Performance Measurements
AgendaChanging Buyer Behavior
The Psychology of Engagement
Emotional Engagement & Messaging
Tribal Selling
Emotional Discovery
Disruptive Services
Whiteboard Engagement
Emotional Closing
The Cloud Buyer
Buyer 2.0Self Educating
Wants to be in Control
External Validation
Accelerated Time-to-
Value
Fear Consciousness
Industry Orientation
Will find you before you
find them!
Our average attention span
has dropped to 8 seconds,
one second less than a
goldfish.
HISTORICAL PROOFRESEARCH
The Cloud Buyer
Logical
(Historical)
Differentiation
Product Advantage
Pricing Advantage
Geographical Advantage
People Advantage
Emotional
(Modern)
Differentiation
Industry/Vertical Content
Knowledge Advantage – Teaching Moment
Change Selection Criteria/Process
Executive Bias
Lower Risk Profile/Safety
Psychology of Engagement
e-motion
5%Conscious
Logical
Price
Features
Functions
Emotions
Cognitive Biases
Engagement Experience
95%Unconscious
Intuitive
Primacy &
Recency
Premature
Cognitive
Commitment
Confirmation
Bias
Consistency
Principle
Profile Anchor Collaborate Confirm Commit
Emotional
Discovery
BDM
Whiteboard
BIA
Workshop
Solution
Demo
Proposal
Presentation
STP
Strategic
Tipping
Point STP
Bias
Creation
Solution
Selling
SALES CYCLE
SA
LES S
KIL
LS
Cloud
Selling
Skills Shift
350,000,000
40,000
10,000
151
A phenomenon characterized by the unconscious redirection of feelings from one person to another
Drives an unconscious affinity for people who are similar to you
A tribe, is a social group of humans connected by a shared
system of values and organized for mutual care, defense,
and survival beyond that which could be attained by a lone
individual or family.
Customer Acquisition Summary
Buying Decisions Are Made Early
Emotions Drive Decisions
Tribal Member = Safety
Safety (Fear) > Greed
Why > (How + What)
Creating Emotional Industry Messaging
No Window Shopping for ERP
Industry
Drivers &
Market
Forces
Industry
Driver
Impacts
Project
Objectives
Challenges
& Barriers
Solution
Requirements
Business
Case Impact
EXTERNAL pressures that FORCE organizations to invest in new business systems!
Economy
Regulatory Change
Suppliers
Competition
Customers Behavior
Declining Revenue
Margin Pressure
Limited Differentiation
Industry Drivers &
Market ForcesMeasurable Impacts
Document your Focus Industry‘s Industry Drivers & Impacts
Workbook Exercise
Emotional Messaging Framework:
Industry Drivers/Market Forces & Impacts Metrics
Improve profitability
Accelerate growth (revenue)
Decrease costs
Reduce riskCompliance
Control (Reporting and forecasting)
System obsolescence
Increase control
Usually a surprise
Identifies a significant business challenge
• Lost a strategic customer
• Missed earnings call
• Key metric violation
• Inventory write off
• Merger or acquisition
• Bad decision
Workbook Exercise
Document your Focus Industry Trigger Events
Workbook Exercise
Trigger Events & Business Challenges
GrowthMerger or acquisition
Large or complex new project
Service/Geo expansion
FearLost a key customer
Lost a strategic bid
Signed a bad/high risk contract
Project overrun or missed milestone
Project write-off
Utilization <70%
Increase margins/profitability
RiskSystem Failure/obsolescence
Compliance penalty
Litigation
ControlPoor decision (due to bad data)
Change in leadership
“WH
Y”
Em
otio
nal
Trigger Eve
nts
The ROOT CAUSE/SOURCE of the Trigger Event
Inventory
Management
Scheduling
Billing
Merchandising
Loyalty Mgmt.
Mobile, EDI, POS Integration
Business Challenge or
Business ProcessKey Requirement
Workbook Exercise
Complete the exercise: Document your Focus Industry‘s Business Challenges (processes) and Key Requirements
Workbook Exercise
Business Challenges & Key Requirements
Project Collaboration
Resource Planning
Project Management
Field Service
Budgeting & Forecasting
Time & Expense, Billing
Project Accounting
Scheduling
Billing
Estimating
Inventory Control
Client/Opportunity Mgmt
Marketing Campaign Mgmt
“HO
W”
Str
ategic
Business
Pro
cess
es
Team Workspaces
Compliance Reporting
Dashboards – KPIs/Reporting
Jobsite Mobility
Mobile Time Capture
Web Services
BMI Integration
Records Management
Cloud
EDI
Subscription Licensing
“WH
AT”
Key
Feat
ure
s &
Tech
nolo
gy
Features
Requirement
IT
Team Workspaces
Compliance Reporting
Dashboards –
KPIs/Reporting
Jobsite Mobility
Mobile Time Capture
Web Services
BMI Integration
Records Management
Cloud
EDI
Subscription Licensing
Text
HOW
Function
Business Process
Management
Fin. Consolidation
Project Collaboration
Resource Planning
Project Management
Field Service
Budgeting & Forecasting
Time & Expense, Billing
Project Accounting
Scheduling
Billing
Estimating
Inventory Control
Talent Mgmt
Project Profitability
Subcontractor Mgmt
Equipment Mgmt.
Client/Opportunity Mgmt
Marketing Campaign
Mgmt
RFI/Bid/Proposal Mgmt.
Forecasting
HR/Payroll
Billing
Text/Video
WHY
(Trigger Event)
Metric
Business Challenge
Leadership
GrowthMerger or acquisition
Large or complex new project
Increase margins/profitability
FearLost a key customer
Lost a strategic bid
Signed a bad/high risk contract
Project overrun or missed milestone
Project write-off
Utilization <70%
Increase margins/profitability
RiskSystem Failure/obsolescence
Compliance penalty
Litigation
ControlPoor decision (due to bad data)
Change in leadership
Dialogue/Video
WHATMarket Forces &
Industry Drivers
Economic:All major private sectors
showing growth
Federally funded construction
down sharply
Recession flooded market with
independent contractors
Regulatory:Rapidly changing
building/zoning codes
Global “green/sustainable”
standardization
Impending demand based on
pending legislation
Competitive:M&A - larger, specialized
competitors
Aggressive discounting
New solution/service offerings
Predatory hiring practices
Customer:Risk resistant buyers (fixed fee
projects/penalties)
Price driven award criteria
Changing solution
requirements (green)
Increasing expectations
Impacts
Economic:Growing backlog
Larger projects
Resource scarcity
Increasing employee attrition
Increasing labor costs
Regulatory:Requirement for specialization
and training in new “green”
standards/building practices
Increase in compliance and
litigation risk
Capacity planning
Competitive:Increasing lost bids
Declining margins (BMR)
Increasing sales cost
Declining project profitability
Limited differentiation
Customer:Declining customer loyalty
Increased project risk
Declining project profitability
Increasing litigation, legal costs
& settlements
Increase in “rework”
Declining utilization
IP/Product
Development
Prioritization
Marketing
Messaging &
Assets
Sales
Engagement &
Assets
Tribal Selling
Develop IP
(Differentiation)
Make
Marketing
Strategic
Adjust Sales
Process
Create New
Packaged
Services
Determine
Business Model
Implications
Profile
0-20%
Anchor
40%
Confirm
60%
Prove
80%
Close
100%
Buy-In
Demo
BDM
Whiteboard
Solution
Validation
Solution
Demo
Proposal
Presentation
STP
Strategic
Tipping
Point STP
Emotional Discovery
Emotional Prospect PrioritiesCurrent Challenges/Business Pain
Desired Capabilities/Functionality
Business Case
Potential Risks
Selection Process
Costs
Drives Engagement
Drives Distrust
Judgement EmotionBehaviour
They listen
Do’ers
Know their solution
Respectful
Responsive
Experienced
Competent
One team/unified
Committed
Confidence
Joy (Gain/Greed)
Trust
Curiosity
Start the session focused on
them
Personalize (dialogue, demo).
Research & prepare
Involved subject matter experts
Engaged CEO in session
Referenced case studies/clients
Offered “flagship” opportunity
PM leads the session
Positive
Bias is an inclination of temperament or outlook to present or hold a partial perspective, often accompanied by a refusal to even consider the possible merits of alternative points of view. Biased means one-sided, lacking a neutral viewpoint, not havingan open mind.
Judgement EmotionBehaviour
Don’t know this
business
Expensive
Not committed
We’re not a priority
Dishonest
Hiding something
Fear = RiskPartner disconnect
Too many partner attendees
Sporadic PM participation
Clipping
Tactical focus
Avoiding direct questions
Negative
Bias is an inclination of temperament or outlook to present or hold a partial perspective, often accompanied by a refusal to even consider the possible merits of alternative points of view. Biased means one-sided, lacking a neutral viewpoint, not havingan open mind.
Alignment e-mail
Alignment Letter
Action Plan
Demo Plan
Trial/POC Plan
Close Plan
Engineering The Strategic Tipping Point
Prescriptive (Tribal) Selling
• Facilitate BDM whiteboard
• Validate the project business benefits in economic/risk terms
• Create an emotional bias (strategic tipping point)
• Change Something (scope, process, business case, risk profile, etc.)
Anchor Objectives
Interactivity drives engagement -PowerPoints?
Extends interaction time
Establishes differentiation
Engages the buying brain
Why Whiteboard?
Picture Superiority Effect
10% recall after 1 week (auditory delivery)
65% to 70% recall with visual image
88% of executive prefer dialogue to PP (Forrester)
Reading & listening creates confusion
Visual channel > auditory channel
Neural Wiring - Visual processing proceeds to amygdala for response (fight, flight, mate, ignore)
Why It Works!
Progressive Disclosure
Surprise = Novelty
Brains are drawn to Novelty (survival mechanism)
Stimulates:
• attention
• emotion
• reward circuits (embeds memory
Industry Drivers
Increasing regulatory oversight
New specialty competitors
Retailer labelling requirements
Changing customer demand (GMO/gluten free)
Challenges & Barriers
Long product development cycle
Spoilage/scrapped batches
Low inspection readiness
Material & production planning
Lot & traceability tracking
Real-time inspection dashboard
Business Objectives
Grow market share
Introduce new products
Reduce inventory levels
Eliminate fines
What We Do
Supplier/Transport Mgmt.
Inventory Mgmt.
Records Mgmt.
The Impact We Have…
Product development cycle ↓
Contamination incidents ↓
Product recalls ↓
Compliance Costs ↓
Profitability ↑
Tell a Story…
Disruptive Services
Executive
Commitment, Project
Priorities, Risks,
Success Criteria,
Business Case
Elements
Functional
Challenges
Identified
Requirements
Defined
Vendor
Parade &
Selection
Implementation
Project
Impact
BUSINESS
IMPACT
Process/Project Challenges
Internal Objectives & Metrics
Business Value
External Drivers
Services
$
$
$
$
$
$
Consult Design Implement Integrate Maintain Manage Adopt
Project
Services
Support
Services
Traditional Services Portfolio
Services
$
$
$
$
$
$
Consult Design Implement Integrate Maintain Manage Adopt
Project
Services
Disruptive
Services
Optimization
Services
Industry Services Portfolio
• Business Impact Assessment
• Leadership Workshop
• Business Process Review
• Technical Readiness Assessment
• Vision and Scope Definition
• Proof of Concept
• Business Case Expansion/Validation
• Business/Project Risk Assessment
• Cloud Readiness Assessment
Disruptive Services - Examples
Workbook Exercise
Disruptive Services
Document your current packaged “disruptive” service offerings.
Workbook Exercise
Disruptive Services
Document new industry oriented “disruptive” service offerings.
• Select the Whiteboard that will have the greatest impact
• 30 minutes to prepare
• Focus on:
• Engagement & Interaction
• Industry experience
• Business impact
• Making a strong recommendation! (paid engagement)
Emotional Closing
NEVER e-mail proposals
Create constructive tension
Flush out hidden objections
Anchors “structured” bias
Ask for a commitment
Cognitive Dissonance• Result of having two conflicting objectives
• Brain defaults to “Present Bias”
• Ends in “no decision”
• Remind prospects of their pain
Decision Paralysis• The more confusing the information, the
greater the reliance on the limbic and reptilian systems.
• No decision = safety
Tension Line
Agenda &
Objectives Business
& Project
Drivers
Operational
Challenges &
Economic/Risk
Impacts
Solution
Recommendation
Benefits
Pricing
Close
Objection
Handling
Tension Line
Have we missed any significant business drivers or objectives?
Which of these operational impacts do you feel is the most critical to address immediately?
What other business case elements have we missed?
Are the economic impacts accurate?
What would you add to this list now that you are at the end of your discovery process?
Limited visibility into available capacity
Inaccurate inventory
Limited management reporting
Slow engineering/estimating process
Increasing customer satisfaction issues
Emotionally charged (“WHY”)
• Growth
• Profitability
• Risk
• Control
Increase in “stock outs” of raw materials
“Backward infinite” scheduling
Decreasing MTBF
Suppliers cannot remotely access system
Overly dependent on Excel for management reports
8 days to close month end
Lengthily estimation process
Use prospect language (“HOW”)
Increasing labor costs$15K/month in unscheduled overtime
Declining OTD85%
Penalties
CapacityRunning at 87%
Stock-outs/Production SchedulingImpacts must come from directly the prospect.
Dynamics AX for Manufacturing:Financials
Discrete Manufacturing
Product Info. Mgmt
LEAN Manufacturing
Shop Floor Control
Inventory Mgmt
Warehouse Mgmt
Procurement & Sourcing
Accelerated Time-to-Benefit
QuickStart for MFG
Hardware
Software
System configuration
Application configuration
Data
Test
50% reduction of unrecoverable unscheduled overtime required to meet On-Time-Delivery commitments due to stock outs - $390,000 per year.
5% capacity utilization improvement realized through forward infinite scheduling capabilities resulting in a gross revenue increase of $7.4M.
25% reduction of total engineering hours associated with creating estimates and quotes for new projects
$220,000 inventory reduction (raw goods) based on improved data capture at point of receipt and consumption.
Decreased MTBF risk through reduction of unscheduled weekend shifts
Proposal Element On Premise Cloud
Microsoft Dynamics CRM for
Professional Services
Partner IP
QuickStart Implementation
PSO Best Practices Training
Office 365 E3
Hardware
Annual Maintenance & Support
Total
Go-live date
Proposed start date
Prospect resource requirements
Preparation activities
Considerations
Ask for a commitment!
Signed letter of engagement
Workbook Exercise
Document next steps/action plan, accountability and target completion dates.
Workbook Exercise
Cloud Action Plan
What ‘landed’ today?
Workbook Exercise
Key Takeaways
