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Solution Selling®
Keith M. Eades
Founder and CEO
Sales Performance International
Best Selling Author of:
The New Solution Selling
The Solution Centric
Organization
The Solution Selling Fieldbook August 2, 2012
Driving Revenues, Profits and Predictability
Sales Performance International
SPI helps clients create measurable
and sustainable revenue growth.
◄ Over 500 global clients
◄ Solution Selling suite of sales and
marketing best practices
◄ 1,000,000+ alumni
◄ Established 1988
◄ HQ in Charlotte, NC
◄ Serving 54 countries in14 languages
◄ Widely recognized by industry analysts
as a sales training/consulting leader
www.spisales.com 3 2012 ©Solution Selling, Inc.
Salespeople Have:
◄ One of the overall best incomes - #5
◄ The highest overall job satisfaction - #1
◄ The lowest divorce rate - #1
◄ The lowest suicide rate - #1
Professional Selling Today
www.spisales.com 4 2012 ©Solution Selling, Inc.
◄Motivate you to engage in
Solution Selling®
◄Why?
Revenues
Profits
Predictability
Today’s Objectives
www.spisales.com 5 2012 ©Solution Selling, Inc.
Key Trend: Performance is Slipping
www.spisales.com 6 2012 ©Solution Selling, Inc.
© 2011 CSO Insights Sales Performance Optimization Survey
2011 Sales Performance Optimization Survey
(2011 vs. 2010)
2011 2010
IBM’s Solution Selling Results
Problems Addressed
• 3 divisions: software, hardware, services – with three different sales approaches
• Inconsistent and inefficient “face to the customer”
• Customer confusion: lost business
Results of the transformation
• For every $1 invested, $94 of revenue
• 3 X incremental revenue by Sellers using a unified process
Key Metrics Impacted
• Pipeline Growth by Increased Number of Opportunities
• Increased Average Selling Price
• Increase Win rate
• Shorter Sale Cycle
• Reduce Number of Losses To “No Decision”
• Lower Cost of Sales by Disengaging Earlier From Poor Opportunities – “Qualify Out”
www.spisales.com 2012 ©Solution Selling, Inc. 7
Building a High Performance Solutions Sales Culture
Solution Selling® Works
Very Satisfied
Dissatisfied
Source : Microsoft WW customer satisfaction survey, internal interviews
More successful
sales reps
Setting customer
expectations
satisfaction
Yr 01 Yr 02
+44%
16% 23%
Yr 01 Yr 02
- 16%
19% 16%
Using MSSP MSSP Impact Worldwide Avg.
Yr 01 Yr 02
15% 16%
+ 6%
Yr 1 Yr 2
+19%
16% 19%
Yr 02
140% of Quota
100% of Quota
<100 % of Quota
69%
23%
9%
Yr 1
140% of Quota
100% of Quota
<100 % of Quota
15%
30%
55%
Customer
satisfaction
Quota
Attainment
www.spisales.com 8 2012 ©Solution Selling, Inc.
6 Keys to World Class Sales Performance
Driving Revenues, Profits and Predictability
www.spisales.com 9 2012 ©Solution Selling, Inc.
A buyer-aligned sales process
Sales and marketing alignment – messaging, sales tools, and
sales conversations
Technology enablement that explicitly supports process,
methodology, and management practices
Management “system” and disciplines that foster and sustain
process and methodology adoption
A continual “learning framework” (skills assessment, training and
multi- year reinforcement) that aligns with process and sales
methodologies
Adoption of a customer and solution centric philosophy
What is a “Solution”?
Solution:
Answer to a problem, critical business issue or business opportunity
that provides customer value
After: Measurable delta or difference
Before: Baseline of Current Situation
www.spisales.com 10 2012 ©Solution Selling, Inc.
Situational Fluency – What Buyers Expect
Situational
Knowledge
Capability
Knowledge
People
Skills
Selling
Skills
Situational
Fluency
www.spisales.com 11 2012 ©Solution Selling, Inc.
Situational Fluency:
Integration of knowledge and skills by the salesperson for “eagle” performance
Integrate?
Why Process?
Two Kinds of Salespeople
Make
presentations
Make product-
based statements
Process is key to
success
Behave
intuitively
Have business
conversations
Ask customer-
focused
questions
Journey People
80% 20%
Eagles
• Generate 80% of all sales
• Intuitively apply a process
• High “situational fluency”
• Opportunity “creators”
www.spisales.com 12 2012 ©Solution Selling, Inc.
Why Process?
The 64% Dilemma
B
U
Y
E
R
S
SALESPEOPLE
Innovators
Early Adopters
Pragmatists
Conservatives
Laggards
20%
80%
Eagles
(20%)
Journeypeople
(80%)
4% 16%
16% 64%
www.spisales.com 13 2012 ©Solution Selling, Inc.
What is a Buyer Aligned Sales Process?
www.spisales.com 2012 ©Solution Selling, Inc. 14
BUYING PROCESS
SALES PROCESS STEPS
KEY SALES ACTIVITIES
VERIFIABLE OUTCOMES
% % % % %
OPPORTUNITY MANAGEMENT SYSTEM – WIN ODDS
OTHER COMPONENTS (TOOLS, ROLES, METRICS…)
Solution Selling® Sales Process – Sales View
www.spisales.com 2012 ©Solution Selling, Inc. 15
Buying Process
Define business strategy and initiatives
Determine needs / requirements
Evaluate options Select solution and evaluate
risk Resolve any issues and
finalize contracts
Sales Process Steps
CREATE QUALIFY DEVELOP PROVE CLOSE
Key Sales Activities
Identify potential opportunity
Conduct pre-call planning and research
Identify potential beneficiary
Identify potential pain Stimulate interest Confirm dialogue and
agree upon next steps
Get Sponsor’s pain admitted
Diagnose admitted pain of Sponsor
Create or reengineer vision for potential Sponsor
Gain agreement to explore further
Negotiate access to Power Confirm dialogue & agree
upon next steps
Get Power’s pain admitted Diagnose admitted pain of
Power Sponsor Create or reengineer
vision for potential Power Sponsor
Gain agreement to explore further
Determine evaluation criteria
Propose a plan of next steps
Confirm dialogue & agree upon next steps
Begin execution of next steps
Present preliminary solution
Prove capabilities Conduct review of
proposal Ask for the business Issue proposal (decision
due) Receive verbal approval
Prepare for final negotiations
Reach final agreement Get necessary documents
signed
Verifiable Outcomes
Next steps agreed upon Sponsor Letter Agreed Upon Power Sponsor Letter and
Evaluation Plan Agreed Upon
Verbal Approval Received Signed Documents
Opportunity Management System - Yield %
10% 25% 50% 75% 100%
Motivation Through Sales Process
www.spisales.com 2012 ©Solution Selling, Inc. 16
◄ Sales process provides a roadmap to get from
where you are to where you want to be
◄ The process provides your sales team with a
series of closes / wins throughout the sales
process
◄ Your sales team will be motivated by having
more control over the sales process
◄ Performance improvements = more revenue =
higher motivation on the sales team
◄ Sales process ensures:
Higher individual quota attainment
Higher team quota attainment
Increase in average deal size
Improved time to productivity
The Impact of Sales Process
Significantly
Improves35.1%
Modestly Improves
53.7%
No Impact
6.2%
Negative Impact0.8% Do Not Know
4.2%
Sales Methodology Impact on Sales PerformanceImpact of Sales Process on Company Performance
2011Sales Performance Optimization Report by CSO Insights
www.spisales.com 17 2012 ©Solution Selling, Inc.
Sales Process Impact on Sales Performance
SPI Customers vs. Other Sales Training
Source: Aberdeen Group Study December, 2010
www.spisales.com 18 2012 ©Solution Selling, Inc.
Key Components for Sales & Marketing Alignment
Targets and Critical Business Issues (Pains)
Critical Business
Issues (Pains) Targets
Differentiated
Capabilities Value
www.spisales.com 19 2012 ©Solution Selling, Inc.
Basic Principle
No Pain, No Change
Pain = Problem, Critical Business Issue or Potential Missed Opportunity
BASIC PRINCIPLE
www.spisales.com 20 2012 ©Solution Selling, Inc.
Example: Targets and Critical Business Issues
Information Systems Example
www.spisales.com 21 2012 ©Solution Selling, Inc.
Key Players (Job Title) Potential Pains / Critical Business Issues
Director Information Systems
Inability to meet internal user demand
Inability to keep up with technology change
Growing application backlog
Legacy systems no longer support business
Application Development Manager
Too much of staff dedicated to maintenance
Applications take too long to get to market
Inability to make minor changes in a timely fashion
Inability to deliver adhoc requests
Systems and Network Manager
Distribution control of new version of software is not a well-defined
process
Growing network with conflicting protocols
C/S will overload the network
Increasing cost of administering C/S model
Application Developer
Application not on target with user requests
Inability to contribute to business goals
Too much time spent on maintenance items
Inability to satisfy user demand
Lack of application development tools
Programming Manager
Inability to deliver applications in a timely manner
Need to get product to market quicker
Inability to manage increasing complexity
Difficulty maintaining control of multiple versions
Example: Targets and Critical Business Issues
Manufacturing Example
www.spisales.com 22 2012 ©Solution Selling, Inc.
Key Players (Job Title) Potential Pains / Critical Business Issues
Chief Executive Officer (CEO)
Not meeting investors expectations
Declining stock price
Decreasing EPS / shareholder value
Chief Operating Officer (COO)
Rising operational costs
Declining margins
Inability to consistently reach productivity goals
Chief Financial Officer (CFO) / VP Finance
Declining cash flow
Declining ROI and ROA
Eroding profits
Chief Information Officer (CIO) / VP Information
Technology
Inability to meet users' technology demands
Trouble keeping up with technology change
Difficulty implementing new technologies
Lack of resources
VP Sales Missing revenue goals / new account sales targets
Inability to accurately predict sales revenue
Declining customer satisfaction
VP Manufacturing Not meeting manufacturing and shipment schedules
Excessive inventory levels
Lack of capital for equipment
VP Engineering Inability to get new products to market on timely basis
Escalating design costs
Inability to develop a new product plan
Exercise: Build a Key Players List
◄Purpose:
To develop a repeatable, sales tool for selling additional services. The objective is to identify the key players and likely critical business issues that a solution or other packages services can solve.
◄Activities:
Identify, by title, the targeted key people within an organization to which your capabilities could be sold
Identify the critical business issues faced by each of these key players
◄Notes:
Use the template that follows (or flipchart if applicable)
Everyone should record the example created, in their handout
Be prepared to share your work
www.spisales.com 23 2012 ©Solution Selling, Inc.
Key Players List: Template
www.spisales.com 24 2012 ©Solution Selling, Inc.
Key Players (Job Title) Potential Pains / Critical Business Issues
Key Components for Sales & Marketing Alignment
Differentiated Capabilities
www.spisales.com 25 2012 ©Solution Selling, Inc.
Critical Business
Issues (Pains) Targets
Differentiated
Capabilities Value
Differentiation Grid Worksheet
www.spisales.com 26 2012 ©Solution Selling, Inc.
Differentiated Capability Unique Value
A
B
C
D
E
F
G
H
I
0 1 2 3 4 5 6 7 8 9 10
1
2
3
4
5
6
7
8
9
10
VALUE
U
N
I
Q
U
E
N
E
S
S
Differentiation Grid
Differentiation Grid: Example
www.spisales.com 27 2012 ©Solution Selling, Inc.
Differentiated Capability Unique Value
A Access to a talent pool of
fully trained and certified
application developers
3 7
B Access to application
programmers who follow
development methodology
1 9
C Enterprise application
expertise
9 1
D On demand global resources
6 6
E Company has 15 years experience
3 3
F Resources in 14 different languages
8 8
G
H
I
0 1 2 3 4 5 6 7 8 9 10
1
2
3
4
5
6
7
8
9
10
VALUE
U
N
I
Q
U
E
N
E
S
S
Differentiation Grid
A E
D
C
B
F
Exercise: Differentiation
◄ Purpose: To practice identifying your business unit’s key differentiators
◄ Activities: Use the Differentiation Grid Worksheet on the page that follows to capture
your work
Develop a list (7-10 items) of your most valued differentiating features or capabilities
Plot each item on the Differentiation Grid in terms of “uniqueness” and “value”
Use the following scale
• 0 = no value, no uniqueness
• 5 = average in comparison to the industry / market / competitive standard
• 10 = highest value, most uniqueness
Be prepared to share your work
◄ Note: Be sure to include differentiators outside of just traditional product and
service features
Everyone should record the example created, in their participant manual
www.spisales.com 28 2012 ©Solution Selling, Inc.
Differentiation Grid Worksheet
www.spisales.com 29 2012 ©Solution Selling, Inc.
Differentiated Capability Unique Value
A
B
C
D
E
F
G
H
I
0 1 2 3 4 5 6 7 8 9 10
1
2
3
4
5
6
7
8
9
10
VALUE
U
N
I
Q
U
E
N
E
S
S
Differentiation Grid
Basic Principle
Diagnose Before You
Prescribe
BASIC PRINCIPLE
www.spisales.com 30 2012 ©Solution Selling, Inc.
“Situational Fluency” Tool
www.spisales.com 31 2012 ©Solution Selling, Inc.
Situation:
Key Player:
Critical Business Issue (Pain):
Offering:
REASONS DIFFERENTIATED CAPABILITIES
“Situational Fluency” Tool: Example
www.spisales.com 32 2012 ©Solution Selling, Inc.
Situation:
Key Player: Director Information Systems
Critical Business Issue (Pain): Increasing application backlog
Offering: Application Development Outsourcing
REASONS DIFFERENTIATED CAPABILITIES
High turnover in application development staff Access to a talent pool of fully trained and
certified application developers
High user demand for application changes Access to a talent pool of application
programmers who follow well-defined
development methodologies
Increasing complexity in applications Enterprise application expertise
Exercise: Create a “Situational Fluency” Tool
◄Purpose:
To develop a repeatable, sales tool to understand how your capabilities address key targets’ critical business issues
◄Activities:
Based on your offering, identify situations, key players, critical business issue, and supporting capabilities
◄Notes:
Use the template that follows (or flipchart if applicable)
Everyone should record the example created, in handout
Be prepared to share your work
www.spisales.com 33 2012 ©Solution Selling, Inc.
“Situational Fluency” Tool
www.spisales.com 34 2012 ©Solution Selling, Inc.
Situation:
Key Player:
Critical Business Issue (Pain):
Offering:
REASONS DIFFERENTIATED CAPABILITIES
Consultative Sales Conversation Tool
www.spisales.com 35 2012 ©Solution Selling, Inc.
Diagnose Reasons Explore/Position Capabilities
Pain
What is causing you to have this (pain)?
Could a reason be because…
So, the reasons for your pain are…?
Is that correct?
What ideas do you have that will
allow you to (address this pain/achieve your
goal)?...Could I suggest some ideas?
You mentioned (reason)…
would it help if…
So, if you had the ability to… (recall capabilities),
then could you (address this pain/achieve your
goal)?
Cu
sto
me
r
Pe
rsp
ective
S
elle
r
Pe
rspe
ctive
Com
bin
ed
Pe
rspe
ctive
R1
R2
R3
C1
C2
C3
1
2
3
4
5
6
Buying Vision
Exercise: Practice a Consultative Sales Conversation
◄Purpose:
To practice using your situational fluency tool to conduct a diagnostic, consultative sales conversation with a “prospect”
◄Activities:
Pair up with someone beside you
Each person should debrief the other on the Situational Fluency Tool they just built (who the target buyer is and their pain)
Each person should take a turn being the “buyer” and the “seller”
Begin the role play by assuming the buyer just admitted his pain, the seller should follow by asking the question in Box “R1”
Sellers should use their Situational Fluency Tool to assist in exploring reasons (Box R2) and positioning their differentiating capabilities (Box C2)
www.spisales.com 36 2012 ©Solution Selling, Inc.
Consultative Sales Conversation Tool
www.spisales.com 37 2012 ©Solution Selling, Inc.
Diagnose Reasons Explore/Position Capabilities
Pain
What is causing you to have this (pain)?
Could a reason be because…
So, the reasons for your pain are…?
Is that correct?
What ideas do you have that will
allow you to (address this pain/achieve your
goal)?...Could I suggest some ideas?
You mentioned (reason)…
would it help if…
So, if you had the ability to… (recall capabilities),
then could you (address this pain/achieve your
goal)?
Cu
sto
me
r
Pe
rsp
ective
S
elle
r
Pe
rspe
ctive
Com
bin
ed
Pe
rspe
ctive
R1
R2
R3
C1
C2
C3
1
2
3
4
5
6
Buying Vision
Key Components for Sales & Marketing Alignment
Value
www.spisales.com 38 2012 ©Solution Selling, Inc.
Critical Business
Issues (Pains) Targets
Differentiated
Capabilities Value
Building a Compelling Value Proposition
www.spisales.com 39 2012 ©Solution Selling, Inc.
Your Offering Your Offering Customer B
Situation
Customer A
Situation
Initial Value
Proposition
Reference
Story
Projected
Results
Measured
Results
EXTRAPOLATE
Components of an Initial Value Proposition
◄A simple, clear statement of:
Your target prospect
Key quantified benefits you may offer them to address their
potential critical business issue(s)
The projected total investment of providing the benefits
◄Based on:
Your knowledge of the specific value already achieved by an
existing customer
Your company’s experience / knowledge of the prospect with a
comparable situation
Your initial projection of the value to that prospect
www.spisales.com 40 2012 ©Solution Selling, Inc.
Initial Value Proposition: Example
“We believe that ACME Inc. should be able to
decrease application backlog by 75% over the next 6 months
by backfilling spots created by staff turnover
and by leveraging our outsourcing services
for an investment of approximately $200K.”
www.spisales.com 41 2012 ©Solution Selling, Inc.
Exercise: Build a Value Proposition
◄ Purpose: To practice constructing a value proposition message that can
be use to stimulate interest and establish credibility with prospects
◄ Activities: Build upon the example used during the Reference Story exercise
Extrapolate the metrics from the successful client upon the prospect client
Be sure to record assumptions being made
◄ Notes: Use the template that follows (or flipchart if applicable)
Everyone should record the example created, in their participant manual
Be prepared to share your work
www.spisales.com 42 2012 ©Solution Selling, Inc.
Initial Value Proposition: Format and Template
VALUE PROPOSITION TEMPLATE
“We believe that _____________________________ should be able to
__________________________________________________________
(by $_______________ or _______________%)
through the ability to ________________________________________
as a result of ______________________________________________
for an investment of $_______________.”
Value Proposition assumptions being made:
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
Value Proposition Format:
We believe that [ Client name ]
should be able to [ improve what ]
by [ how much, what %? ]
through the ability to [ do what? ]
as a result of [ what enabling capabilities? ]
for an investment of [ what relative cost? ] .
www.spisales.com 43 2012 ©Solution Selling, Inc.
Reference Story: Template
www.spisales.com 44 2012 ©Solution Selling, Inc.
Situation:
Critical Business
Issue (Pain):
Reason(s):
Capability(s):
We provided…
Result:
Reference Story: Example
www.spisales.com 45 2012 ©Solution Selling, Inc.
Situation: Director Information Services
Critical Business
Issue (Pain):
Increasing application backlog
Reason(s): High turnover in application development staff
Capability(s):
He told us he needed to have access to a talent pool of fully trained
and certified application developers who could backfill spots
previously turned over
We provided… …this service
Result: Over the last six months, the application backlog has decreased by
80%
Reference Story: Format
www.spisales.com 46 2012 ©Solution Selling, Inc.
Situation: A customer job title and vertical industry
Critical Business
Issue (Pain):
The pain of the title above (Anxiety words and phrases are very
powerful here).
Reason(s): One of the reasons for the critical issue biased to your product or
service
Capability(s):
In the words of your customer, the business event, the player(s) and
specific capabilities needed to address the critical issue -
“He/she/they told us when… who… what they needed”
We provided… If the “solution” is described properly above, all we have to do here
is say that we (our product / service / company) provided them
those capabilities
Result: Specific measurement is best, $ or %
Exercise: Build a Reference Story
◄ Purpose:
To practice developing the elements of a customer success that can be leveraged to stimulate interest and establish credibility with prospects
◄ Activities:
Create a Reference Story using an opportunity your group is familiar with and from which you have measurable results
◄ Notes: Use the template that follows (or flipchart if applicable)
Everyone should record the example created, in their participant manual
Be prepared to share your work
www.spisales.com 47 2012 ©Solution Selling, Inc.
Reference Story: Template
www.spisales.com 48 2012 ©Solution Selling, Inc.
Situation:
Critical Business
Issue (Pain):
Reason(s):
Capability(s):
We provided…
Result:
Win Odds
Code Sales Process
Step Sales Execution Activities and Verifiable Outcomes
PLAN Identify potential opportunity
0% T Territory / Account / Opportunity Plan
CREATE
Identify potential beneficiary Stimulate interest Get pain admitted Confirm dialogue and agree upon next steps
10% S Lead Letter
QUALIFY
Diagnose admitted pain of Sponsor Create or reengineer vision for potential Sponsor Gain agreement to explore further Negotiate access to Power Confirm dialogue & agree upon next steps
25% D Sponsor Letter
DEVELOP
Diagnose admitted pain of Power Sponsor Create or reengineer vision for potential Power Sponsor Gain agreement to explore further Determine evaluation criteria Propose a plan of next steps Confirm dialogue & agree upon plan of next steps
50% C Evaluation Plan
PROVE
Begin execution of next steps Present preliminary solution Prove capabilities Conduct review of proposal Ask for the business Issue proposal (decision due) Receive verbal approval
75% B Verbal approval
NEGOTIATE Prepare for final negotiations Reach final agreement
90% A Terms and Conditions agreed upon
CLOSE Get necessary documents signed
100% W Signed documents
Pipeline Management
A
D
C
B
S
W
T
www.spisales.com 49 2012 ©Solution Selling, Inc.
Pipeline Analysis Worksheet
www.spisales.com 50 2012 ©Solution Selling, Inc.
A Quota ($)
B Average Sales Cycle Length (# months)
C Average Size of Opportunities ($)
D Months Left in the Selling Year (# months)
E Year-to-Date Attainment (Revenue) Not Reflected in the Completed Step “Close” ($)
Step completed Revenue Yield % Yield
Create X 10% =
Qualify X 25% =
Develop X 50% =
Prove X 75% =
Negotiate X 90% =
Close X 100% =
F Total Yield in the Pipeline
G Projected Yield for the Year (F / B) x Months Left in the Selling Year (D):
H Gap * (A – E – G): * Gaps are negative
I Additional “Create”s Completed Needed to Close the GAP (H / C) x (1 / 10%)
Sample Pipeline Report (CRM)
www.spisales.com 51 2012 ©Solution Selling, Inc.
Date of Report: March 1st
Step Completed Total Revenue by Step # Opportunities
Create $3,000,000 40
Qualify $2,750,000 26
Develop $1,200,000 15
Prove $360,000 7
Negotiate $570,000 11
Close $300,000 13
Total Revenue: $8,180,000 112
Total Unit Quota: $6,000,000
Pipeline Analysis Worksheet (Calculations)
www.spisales.com 52 2012 ©Solution Selling, Inc.
A Quota ($) $6,000,000
B Average Sales Cycle Length (# months) 6
C Average Size of Opportunities ($) $73,000
D Months Left in the Selling Year (# months) 10
E Year-to-Date Attainment (Revenue) Not Reflected in the Completed Step “Close” ($) $500,000
Step completed Revenue Yield % Yield
Create $ 3,000,000 X 10% = $ 300,000
Qualify $ 2,750,000 X 25% = $ 687,500
Develop $ 1,200,000 X 50% = $ 600,000
Prove $ 360,000 X 75% = $ 270,000
Negotiate $ 570,000 X 90% = $ 513,000
Close $ 300,000 X 100% = $ 300,000
F Total Yield in the Pipeline $ 2,670,500
G Projected Yield for the Year (F / B) x Months Left in the Selling Year (D): $ 4,450,833
H Gap * (A – E – G): * Gaps are negative $(1,049,167)
I Additional “Create”s Completed Needed to Close the GAP (H / C) x (1 / 10%) 144
Technology Enablement
www.spisales.com 2012 ©Solution Selling, Inc. 53
Access to Sales Tools (Wiki)
On-Demand “Quick Lessons” (Mobile)
Sales Process Integration / Management Dashboards (CRM)
Continual Learning
www.spisales.com 2012 ©Solution Selling, Inc. 54
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Skills
Assessments
Scheduled Push Reinforcement (Questions and Tips)
Virtual Review
Sessions
Sales
Knowledge
Center
Discussion
Forums
Webcasts ,Videos, Short MicroLessons
eLearning Modules Sales Tools / Templates
On-Demand Learning and Reinforcement Library
Initial
Training
Advanced
Training
Revisiting the 6 Keys to World Class Sales Performance
Driving Revenues, Profits and Predictability
www.spisales.com 55 2012 ©Solution Selling, Inc.
A buyer-aligned sales process
Sales and marketing alignment – messaging, sales tools, and sales
conversations
Technology enablement that explicitly supports process, methodology,
and management practices
Management “system” and disciplines that foster and sustain process
and methodology adoption
A continual “learning framework” (skills assessment, training and multi-
year reinforcement) that aligns with process and sales methodologies
Adoption of a customer and solution centric philosophy
Thank You
4720 Piedmont Row | Suite 400 Charlotte, North Carolina 28210 t: 704.227.6500 | f: 704.364.8114 email: [email protected] www.spisales.com www.solutionselling.com
Keith M. Eades
Sample Sales Process
www.spisales.com 2012 ©Solution Selling, Inc. 57
Buying Process
Identify who to target
Identify potential business issues to address
Stimulate interest Diagnose
business issues Create a
customer buying vision of your solution
Prove solution delivers capabilities
Refine value proposition
Reach final agreement (close with value)
Measure success
Key Players Lists
Reference Stories Value Propositions Situational Fluency
Tools Consultative Sales
Conversation Model
Reference Stories Refined Value
Propositions
Refined Value Propositions (Measure Success:
Create New Reference Stories)
Sample Job Aids
Sample Activities
TARGET DISCOVER PROVE CLOSE
Exercise: Build Your Sales Process
www.spisales.com 2012 ©Solution Selling, Inc. 58
Buying Process
Sample Job Aids
Sample Activities