ForresterValueSelling

8/8/2019 ForresterValueSelling

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Are You Mounting AValue-Selling Engine On AProduct-Selling Chassis?

Eric BrownResearch Director, Sales Enablement

Scott SantucciSenior Analyst, Sales Enablement

Sept 17, 2009


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3 Entire contents 2008 Forrester Research, Inc. All rights reserved.

Tectonic forces


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We have a complexity problem

Your future hinges on the conversations

sales has with buyers


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Everyone wants to play in the sales sandbox

Prospectingprograms

Competitiveintelligence and

positioning

Differentiationstrategy

Case studiesand reference

programs

Thought leadershipand Influence

program

Sales knowledgemanagement

(portal)

Capability demos/subject matter

expertise

Demandgeneration and

leadmanagement

Solutionpresentations

Collateral

Client-facingtools

Salescommunications

Portfoliopackagingand training

Communitymarketing

Seminars andevents

Salesautomation

Credibility andcredentials

Win /lossanalysis

Sales guidesand

playbooks

Executiveselling skills

and aides

Portfoliocertificationprograms

Account

scoring andqualification

Territory planningand coverage models

Accountsegmentationand targeting

Businesscase and ROI

proof

Accountdiscovery

and strategy

Sales methodology and

training

Proposal and oral

presentations

Sales messaging

and positioning


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Random acts are expensive


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The view from customers

Company andproducts

My industry

My role andresponsibility

My businessand problems

88%

55%

34%

29%

How prepared are salespeople?

65%

What makes a meeting valuable?

Executives find salespeople unique and

memorable if they can address boththeir business problems and how thevendor can help.

15%

How often does this happen?

Executives believe that sales meetingsusually live up to expectations.


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The impact of value-added relationships

What makes a vendor strategic?

Understands our business andculture, as well as how to helpus execute

1

Focuses on helping us realizean end result2

Responsiveness3

Do you spend more withstrategic vendors?

46%

34%

80%

Significant

ly

Moderately

13%

7%

20%

Somewhat

No


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MoreProfitable

Growth

Sales engine mechanics

MoreProducts

MorePeople

MoreRevenue

MoreSupport

?

?

?

1 Close rate

2 Cycle time

3 Deal size


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Levers to optimize the sales engine

Sales people are unableto have relevant dialog

with key stakeholders

Understanding of the

problem-solving process

Poor negotiations

Client does not clearlyunderstand how youprovide value

Understanding the totalsolution in clients terms

Lack of perceived value

Capabilities do not meetneeds of targeted market Sponsor has difficultlyselling project internally

Desperation by

management to closequarterly revenue

Out positioned bycompetitor

Navigating theagreement network

Economic ROI noteffectively established

Lack of a defensiblebusiness case

Failure to establishurgency

Pricing structure doesntalign to value received

These goals cannot be achieved solely by sales,

marketing, or product teams alone

Close Rate1 Cycle Time2 Deal Size3


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Focus on outcomes, not deliverables


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Defining a cross-functional program


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What does your company look like?

Businessunit

Businessunit

Businessunit

Business

unit

Saleschannels

Saleschannels

Saleschannels

Saleschannels

CEOVP

marketingCFO

ProductMarketing

Brand Demand

Reduced wasteGreater output

Reduced wasteBrand adherence

Greater transparencyBetter execution

More visibilityGreater mindshare

Ope

rations

Training

Improved eImproved productivity

fficiency

VPsales

THE BUSINESS NEED:

Greater visibilityMaximize sales throughputElevate relationship levelsImprove efficiencyOptimize sales platformAccelerate frequency of cross-selling

Improving margins

Strategic sales enablement


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Establishing a sales enablement program

Businessunit

Businessunit

Businessunit

Business

unit

Saleschannels

Saleschannels

Saleschannels

Saleschannels

CEOVP

marketingCFO

Finance Brand Demand

Ope

rations

Training

VPsales

Charter, Governance, and Measurement

Programs and tools

Continuous research

Content creationand management

Customermodel

Salesplatform

Primary External

ContentRepository

Salesporta

l

Salescommunic

ations

Standardcontentprocess

CommonOrganizingConstruct

ITSolution/product

HR

Fixing the plane while its flying


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Forresters research agenda

For Whom?

People in sales and marketing who are involved in the sales support ecosystem

Why Forrester?

Bring our deep level of access to your buyers and frequency of interaction with your peers to createa framework to help drive the change from a product to value driven selling model.

Whats our vision?

How you sell is emerging as the key differentiator; making the ability for organizations to scale acustomer intimate engagement model and simplify how they add value to customers a strategiccompetitive function.

What do you need to do to be successful?

Increase sales results while decreasing support costs

Drive sales and pipeline performance via effective, end-to-end programs

Focus on buyer needs to increase sales capacity and cut marketing complexity

How to engage?

Find us on twitter @scottsantucci, @ericbrown_forr

Read our blog: http://blogs.forrester.com/tech_sales_enablement/ Read our reports

Set up an inquiry

Bring us in for an advisory session

Work with us to drive a program

We exist to help make YOU successful


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Some of our tools

Transformation

Blueprints

FinancialModel

Calculators

customer modeling artifacts,process templates, etc


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Sign up for our web site, talk to us


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Scott Santucci+1 [email protected]

Twitter: @scottsantucciEric Brown+1 617.613.5787

[email protected]: @ericbrown_forr

Blog: blogs.forrester.com/tech_sales_enablement/

www.forrester.com

Thank you

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