Sandvik Portfolio Storyboard

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Section One: Introduction and Welcome Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 1.1 Opening

Screen

Similar navigation as other exercises. Include the picture in the screen shot seen in sample content column. I think that would make for a nice opening screen and then maybe transition the next with navigation that would show the buttons to the side.

Welcome to Sandvik Coromant Academy’s Value Selling Curriculum. This program is designed to elevate relationships with our customers by identifying value for each and contributing to their success.

Working on refinement to demo interface.

1.2 Navigation

(Navigation with suggestion that the learner uses the forward arrow for the first time through with ability to jump to side menu)

1.3 Learning Objectives

(Perhaps use the photo in Sample content or maybe their sales process model. (See content reference 1 )

In this module, you will learn how to make your customer’s successful by appealing to the value that matters to each individual person and business. By applying the Sandvik Coromant sales process, you will: Communicate with each individual customer in

a way that they connect and perceive value. Identify the needs that enable you to position

the correct value for each individual. Conduct pre‐call planning that makes every

contact count. Utilize the most effective methods of contact

that increase value for your customer while maximizing your efficiencies.

Conduct analysis to determine the perceived value and potential solutions.

Utilize questions effectively to uncover needs. Develop and present proposals that are

customer‐focused and value rich. Gain commitments while positively affirming

decisions. Handle obstacles which delay or stall decisions. Determine when to move to the Value

Negotiation phase. Most importantly, you will be recognized by your customers as a trusted advisor, someone whom they look to for advice on key business issues related to our industry.

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Section One: Introduction and Welcome Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 1.4 Sandvik

Coromant Sales Process and Value Selling Overview

(For this exercise, have sales model populate screen. Click on the model for more info exercise, but now I am thinking that it should be animated to voice over. ) (Build One – Highlight Sales Planning)

Customer’s see value in every successful meeting

Value is directly related to personal and business outcomes

Pre‐call planning enables you to anticipate potential value and relevance

Stay current on your customer’s business and industry

(Build Three – Personal Profile – Center ring or some other representation of appealing to personal profiles throughout the entire process)

Personal Profiles (ARFN) are foundational to anticipating and positioning value throughout the entire sales process

Anticipate Profiles in pre‐call planning How you make contact is specific to the

personal profile of your customer

(Build Four – Highlight Contact) Contact happens many different ways It is important that contact is relevant Maximize your time and the customers’

time Consider contact for current customers

and first time introductions (Build Five – Highlight Analysis)

During analysis you get a clear and complete picture of the customer’s situation and needs

You and the customer explore and make decisions that create value

Value is realized in saved time, money, peace of mind, greater efficiencies, better production, personal goals, reduced costs or expenses

(Build One – Model on screen – each section highlights with pop up to narration.) In this Value Selling module, we will focus on the four key components of the Sandvik Coromant sales process model that are required for a successful meeting (highlight each with narration) These include; making contact with customers, analysis, proposal and gaining decisions. Before we look specifically at each component of value selling, let’s first look at how the whole model fits together. (Build Two – Highlight Sales Planning) The goal of any successful customer meeting is to help the customers understand what value they get by using Sandvik Coromant’s products and services. Value is directly related to the personal and business outcome for each contact within the account. Understanding value starts with sales planning. The days of just stopping by are long gone. You are too busy and so are your customers. In the pre call planning stage you glean information that provides insights for you to draw some initial assumptions about the potential value Sandvik may offer to this customer right now. This means staying current on customer news, subscribing to Google alerts and using other sources to understand how you MAY present value before you even step in the door. (Build Three – Highlight Personal Profile In the study of personal profiles, your learned about four different styles of behavior. We will review those in this module. Understanding these styles is foundational to every segment of value selling. We will refer to styles as we explore each component of value selling.

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Section One: Introduction and Welcome Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 1.4 (continued)

(Build Six – Proposal)

In the proposal phase you make recommendations to customers about how you can add value

Timing is important Two different ways One need at a time and make a

recommendation with each Identify all needs and make a formal

proposal (Build Seven – Highlight Decision)

Gaining commitments is important for you and the customer

Understanding needs and how Sandvik may meet these needs is the foundation of adding value

In the decision phase you determine how you are going to work together

During this phase you also handle stalls and concerns that affect the decision making process

(Build Eight – Highlight Negotiate)

Opinions vary about what negotiation is Sandvik Coromant’s Value Negotiation

course helps salespeople negotiate successfully

There are decisions to be made in value selling as to whether or not to negotiate

(Build Nine – Highlight Sales Follow‐up)

The sales process in continuous Once you complete a sale, follow‐up on

commitments Then, ask what is next for the customer

Set a new sales objective

Build Four – Highlight Contact) Making contact with customer’s takes place many different ways. It is important that the contact that you make is relevant to the customer and at the same time maximizes your time and the customer’s time. In this section, we will explore the different ways to make contact, how to prioritize your time regarding contact, how to make contact with each style of person, and how to frame contact for existing customers as well as first time introductions. (Build Five – Highlight Analysis) During the analysis phase you get a clear and complete picture of the customer’s situation and needs. It is during this phase that you and the customer explore and made decisions which create value for both parties. Value is almost always realized in terms of saved time, money, peace of mind, greater efficiencies, better production, reduced cost or expenses. (Build Six – Highlight Proposal) In the proposal phase, you inform the customer about the value your products and services have as well as how they meet the expressed needs of the customer. Timing is important and there are two main ways to propose solutions. Either you take one need at a time and make a proposal for this need, or you start by identifying all the needs that the customer has. Then you help the customer to prioritize these needs, and then make a proposal for each (Build Seven – Highlight Decision) The ability to gain commitments is important for you and for the customer. By understanding the customer’s needs and then helping them to understand how Sandvik’s Coromants solutions meet these needs, you provide the foundation for making decisions that are valuable for both of you. The purpose of the decision phase is to agree on how you are going to work together.

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(Build Eight – Highlight Negotiation) If you ask five different salespeople to define what negotiation is, you are likely to get five or more answers. Understanding what a sales negotiation is and isn’t is the single most important factor to improving your negotiation skills. Sandvik Coromant’s Value Negotiation course helps salespeople negotiate successfully. If you have not completed this course, it is important to do so in order to understand how the entire Sandvik Coromant sales process fits together. (Build Nine – Hightlight Sale Follow‐up) After you complete a sale, the cycle comes full circle. This is where you follow‐up and make sure that the promises that you committed to are executed impeccably. This is also the time to plan for your next sales objective. With every completed sale, you should ask yourself, “What next? What is the next objective for this customer?”

1.5 Value Selling vs. Transactional Selling

This is what we talked about with the stairs building. Creative license when building.

(Build One – Blank Stairs on screen) Another way to think about value selling is with a stair case. (Build Two – Populate lowest stair with people and the title “Professional Visitor”) At the lowest and most unskilled level is the professional visitor. These are sales professionals that have done little to no pre‐call planning or analysis of the account or objectives. They tend to stop in hoping for something to action on. Customers are too busy for this approach and so are you. It is important to conduct pre‐call analysis so you have a purpose before you ever make contact. This level also tends to call on one or limited contacts at the transactional or user level.

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(Build Three – Populate second tier of staircase with people and title “Price Seller”) Price sellers feel that price is the most important aspect of the sales equation. They are eager to find the best price for their customer in order to beat the competition. The issue with selling on price is that the competition can do the same. Price is no differentiator unless you happen to be the lowest price at the time. (Build Four – Populate third tier of staircase with people and title “Product Presenter”) Product presenters know their product and services inside and out. They are great at presenting their side of the story and even how Sandvik Coromant may add value. While being able to articulate Sandvik Coromant’s value proposition, the issue is that value is only value if is perceived as such by the customer. So, while the presentation may be sound, if it does not address the expressed or latent needs of the customer, you are only making a presentation. The first three levels of the staircase are all very transactional, focusing more on seller outcomes than the customer’s. The next two levels are where value selling comes into play. (Build Five – Populate four tier of staircase with people and title “Problem solver”) Highly successful salespeople understand the value that Sandvik Coromant products and solutions offer to customers and use that information only after they have identified the correct need. It is not important to tell the full product story, only the solutions that will help customer’s accomplish their needs whether expressed or not. Problem solvers tend to look at each customer’s situation keenly in order to respond to requests and analyze the situation in a way that the customer may not have even considered. When you make the customer more productive, solve worries, reduce costs, and help them think more efficiently about their operation, this is where you add value. (Build Six – Populate level five tier of staircase with people and title “Business Advisor”)

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Section One: Introduction and Welcome Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 1.6 Value Selling

Practice Exercise

(Drag and Drop – Match the statements to the type of selling) How about some practice? See if you can match each of the following statements to the type of selling that it most likely represents. Drag each statement to the type of selling that you think it best represents. If you are correct, the answer will stick. If not, it will bounce back and you can try again. Randomize answers – they are given in order here just so you know which is correct. Creative license on drag and drop/ formatting to be used.. “How is everything going? How has business been lately?” Answer – Professional Visitor “Thanks for meeting, we have some new products and the prices are very competitive.” Answer – price seller “We have some new products that I would like to introduce you to. The innovation and technology on these products has really enhanced production for our customers.” Answer – Product Seller “The last time we met, you mentioned that you were having some issues with production. What specifically is happening?” Answer – Problem Solver “Thanks for reaching out to me. I am sure that I can help you with that need.”

How about some practice? See if you can match each of the following statements to the type of selling that it most likely represents. Drag each statement to the type of selling that you think it best represents. If you are correct, the answer will stick. If not, it will bounce back and you can try again.

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Section Two: Personal Profile Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 2.1 Link to Value

Selling Model

(We will refer to the Sandvik Sales Model at the start of each section as means of introduction to that section.) (Please highlight personal Profile section including ARFN). (Build One – Model on screen) (Build Two – Highlight Personal Profile)

Personal Profiles (ARFN) are foundational to anticipating and positioning value throughout the entire sales process

You will better communicate with your customers when you appeal to their style

More effectively position value that is important for each person

(Build One) Understanding different people and the way they think and respond is foundational to every aspect of the Sandvik Coromant sales process. (Build Two) In this section you will explore behavioral styles in order to understand yourself as a salesperson and what makes other people tick. By understanding the style of your customer, you will be able to communicate more effectively and position value that is important to each person.

2.2 Introduction to Personal Profiles

(Three different photos transition to voice over to first paragraph) Are you able to predict a customer’s behavior when selling? Imagine the following situation. You have done a great presentation full of facts, figures and details. Why is it that some people may react positively to your presentation and others may not? Successful sales reps have a strong interest in the personal profile of the people they meet because it sheds light on:

why people behave the way that they do

the different purchasing motives of each customer

the value that different customers place on things such as style, quality, technology and price

Are you able to predict a customer’s behavior when selling? Imagine the following situation. You have done a great presentation full of facts, figures and details. Why is it that some people may react positively to your presentation and others may not? Successful sales reps have a strong interest in the personal profile of the people they meet because it sheds light on:

why people behave the way that they do

the different purchasing motives of each customer and

the value that different customers place on things such as style, quality, technology and price

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Section Two: Personal Profile Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 2.2.2 Introduction to

Personal Profiles

(Photo on screen with text)

(Photo on screen with text) Can you really predict how a person is going to behave even without having met them? It is possible and in this module you will learn some of the clues that reveal customer behavioral styles. And the beauty is in its simplicity. It is not based on difficult or mysterious ideas about the subconscious, instead it is based on behaviors that can be observed. People tend to have a certain characteristic behavioral style. Once you have identified that style, you can make assumptions about their future behavior and reactions. You will also know what you need to adapt about your own style to make them more comfortable with you.

2.3 Introduction to ARFN

(Populate ARFN model on screen. You may want to build one at a time or animate each section aligned to voice over.) F is Blue N is green

This is a model that we use to determine behavioral styles in others. While we possess some traits of each quadrant, most people have certain characteristic styles relating to one. We refer to these quadrants as Action Oriented, Relationship Oriented, Friendliness Oriented and Norm Oriented. We will explore each of these quadrants more deeply. Once you determine the dominant behavioral style of your customer, you will know how to communicate with them in a way that is most effective.

2.4 Self‐Assessment

(Use similar screen shot as shown in potential exercise – Relabel each square with Action‐Oriented, Relationship‐Oriented, Friendliness‐Oriented and Norm‐Oriented.) It is much easier to understand the style of others if you first understand your own personal profile. You will begin by completing a short assessment to help you understand your behavioral characteristics. Click the “next button” for an explanation of how to complete the assessment.

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Section Two: Personal Profile Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 2.4.1 Self‐Assessment Use a similar exercise depending on what their

assessment looks like. SMEs – Need to decide on

Personal Profile – assessment or link to assessment – or use assessment for pre‐learning.

I want to use this same type of exercise, but it depends on how many words are given in the assessment that Sandvik uses. I have requested a copy.

2.4.2 Assessment Results

We may want to replicate what the results look like for the Personal Profile report that is produced for Sandvik. I would like to show the actual scores – degree to which they score in each quadrant. Your Personal Profile Style is Action‐Oriented (A). Psychological research has shown that behavioral styles fall into one of four categories. We refer to these as A for Action‐Oriented, R for Relationship‐Oriented, F for Friendliness‐Oriented and N for Norm‐Oriented. Most people don’t fall completely into one category. We tend to be a mix of all four. Though, you may have noticed that your scores reflect dominance in one or two of the quadrants. That dominance affects how we make decisions and are influenced. Most of us tend to influence others as we like to be influenced ourselves.There is no right or wrong style. If you recognize the dominant profile style of other people, you’ll know which buttons to push and which ones to avoid. Click forward to learn more about each style.

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Section Two: Personal Profile Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 2.5 Overview of the

Four Styles

Learner clicks on a tab for overview of each style. Please leave the Descriptors at the bottom of each page. There are four main styles that we refer to regarding behavior. These are called Action‐Oriented (A), Relationship‐Oriented (R), Friendliness‐Oriented (F) and Norm‐Oriented (N). Click on a picture for an overview of each. Action‐oriented Reaches results, ignores resistance Prefers to: • reach immediate results • cause actions • accepter challenges • make quick decisions • question status quo • take command • control the situation • solve problems Is motivated by: • challenges • possibility to change • power and authority • direct answers • possibility for individual performance • wide range of actions • straight communication • possibility for advancement • freedom from control and supervision Becomes more effective if: • work tasks are complicated • they understand that they need others • practical experience makes up the foundation • sporadic surprises are allowed • they can identify with a group • they verbalize the reasons behind the

conclusions • they accept existing guidelines • they slow down and relax more Needs others who: • weight advantages and disadvantages against

each other • calculate the risks • are careful • structure a more predictable environment • investigate facts • act diplomatically • admit the needs of others

There are four main styles that we refer to regarding behavior. These are called Action‐Oriented (A), Relationship‐Oriented (R), Friendliness‐Oriented (F) and Norm‐Oriented (N). Click on a picture for an overview of each.

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Section Two: Personal Profile Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 2.5 (continued)

Relation‐oriented Reaches results through alliances and enthusiasm Prefers to: • create positive relationships • make a favorable impression • verbalize ideas and thoughts • create a motivating climate • feel important • create enthusiasm • get others involved • entertain others • be the center of attention Is motivated by: • popularity, social recognition • general appreciation • cooperation with others • group activities outside of work • an optimistic atmosphere • possibilities to verbalize suggestions • freedom of expression • coaching opportunities Becomes more effective if: • time is planned in a realistic way • consideration is given to priorities and deadlines • others are assessed more objectively • decision‐making is more objective • others are met with greater firmness • management is teamwork Needs others who: • concentrate on the task • look for facts • speak directly to the point • appreciate frankness • create structures • see more to the task than the person • plan in logical steps • care enough to finish the task

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Friendliness‐oriented Reaches results through stability and sympathy Prefers to: • maintain established procedures • show patience • stay in the same place • concentrate on the task at hand • demonstrate loyalty • be a good listener • calm down agitated persons • do practical work • show their reliability Is motivated by: • safe situations • status quo, unless there are good reasons for something else • family life before work • appreciation for work efforts • limited responsibility • honest appreciation • group cohesion • comfort of well‐established routines Becomes more effective if: • changes are planned in good time • own value is recognized • they know that they contribute to the total result • co‐workers have the same competence and honest attitude • guidelines are established • creativity is encouraged • they are sure of the capability of others Needs others who: • can create comfort • easily find new ways • delegate to others • put pressure on others • accept challenges • can handle more than one thing at a time • can speak for themselves • accept unpredictable situations • are flexible when it comes to work procedures • can handle unpredicted changes

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Norm‐oriented Reaches results by mastering details Prefers to: • law and order is maintained • strictly follow laws and standards • achieve high quality • focus on the most important details • handle well‐known situations • act diplomatically and self‐critically • accept themselves think critically • fulfill their own requirements • listen to authority Is motivated by: • high quality • generous time frames • documented routines • a protected environment • measurable methods • recognition of work efforts • assured quality control • work tasks focused on details Becomes more effective if: • precision tasks are part of the work • it demands careful planning • they tolerate conflicts • there is an exact task and an objective

description • evaluations are scheduled • they respect value and efforts of others Needs others who: • want to take on added responsibility • dare to express unpopular views • use principles only as guidelines • Make quick decisions • can compromise with opponents • can delegate important tasks

2.6 Traits of the Styles

Horizontal and Vertical tabs for each style and traits associated. Learner clicks on a letter tab in the left hand column for overview of that style and then the tabs describing each trait including – Greeting, Expression, Environment, Demeanor, Dress, Follow‐up and Motto. Each personal profile style exhibits certain traits that provide clues to their style dominance. Click on each tab to learn about the traits of each style.

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Section Two: Personal Profile Section Concept Sample Content Potential Exercises On Screen Visual Narration Notes 2.7 How to

Influence each Style

Tabbed Exercise with how to influence each – tabs to include : Goals, Values, Irritations, Decisions, Change, Time, Information

2.8 Practice – Identifying the Customer Style

“I want to know I’m working with an effective problem solver who has solid product knowledge. But it must be somebody that listens to me. And most of all, give me assurance that what you’re proposing will benefit me and my people.” F “I like someone who is thorough and precise, basically well‐prepared and organized. I like getting it down on paper. I don’t care so much what other people do, I want a solution that is logical and technically sound in my workshop. But don’t try to make thing everything is perfect”. N “Show me you understand my problem, and then tell me what your product or service can do. But don’t box me in. Give me options, choices.” A “I like salespeople who are decisive, but that doesn’t mean we can’t take the time to toss ideas around. I like that, so don’t pressure me into making a decision right off the bat. Another thing is that if some well‐known company is using the proposed solution it makes me feel good.” R

(Sam – I don’t have the exact layout in mind for this. I think probably best if these statements are on screen and then the four choices underneath and they choose the style that they think fits. Open to suggestions. Could be like the example shown if you would prefer to have one per page – I think simpler if it is all on one page with drop down menu for choices?)

2.9 Practice – When Different Styles Meet

Documents

Sandvik Portfolio Storyboard