1. Sales Transformation
Selling to the C-Suite

2. Why do customers buy? Timing: 5
Module: Set The Stage– Where to focus– Why do customers buy?
Tee Up Question: As we get started I would like to test an assumption…the assumption is this. The best solution always wins. Is that true from your experience?
Key Points:
The company with the best products/solutions always gets the customers business? No, of course not, What are some of the reasons buyers choose one company/vendor over the next? Just shout out some of the reasons you’ve seen. (Repeat answers, go deeper with a few) Help me understand, what do you mean when you say..(repeat their answers)? What else, what are other reasons? (Wait for credibility to be answered then ask)…okay credibility. Was that credibility established before you came in the door, or did it emerge and evolve over a period of time? What are some other reasons? Interesting, talk to me more about that.
As a consulting firm who has been doing sales effectiveness/enablement training for over 15 years, with companies like Boeing, GE, Adobe, Citrix… we get the privilege of doing a lot of w/l analysis. Clients will ask us to come in and interview the account team and go talk to the buyers to get an understanding of their drivers and decision making criteria's and we hear a lot of what you’ve mentioned. Whether large companies or small start ups what clients tell us is yes, price is important and a solution fit essential at the end of the day however – what matters most is Trust.
How do you build trust? We’ve found trust is credibility – reliability – and relationship built over time through a series of conversations
Tie Up or Transition:
We were hired by Chuck/David and the Dealer Principals to help build a framework so that we could move beyond selling trucks to selling the total materials handling solution.

3. Conversations Relationships Trust
So how do you build trust?
It starts with conversations. On the phone, during lunch meetings, in formal F2F settings.
Through conversations, a relationship is developed and eventually you earn the trust of the stakeholders you’re engaging.
So we’ve got about 100 people in the room today and all of you are going to have sales conversations week
Relationships
Trust

4. What is Sales Messaging?
Corporate
Strategy
Marketing Strategy
Brand Messaging
Sales Messaging
POSITIONING
CONVERSATIONS
Timing: 2 min.
Module: Intro/What is Sales Messaging
Tee Up Question: What is the difference between Sales Conversations/Messaging and Brand Messaging? The difference is the same as the difference between 30,000ft and 3ft.
Key Points:
Brand Messaging: BROAD
Broad as possible – used to establish corporate Identity
Purpose: Define the company
Operative word: “Positioning”
Sales Messaging: FOCUSED
Focused – on a specific customer audience; their business problem/opportunities
A specific business value proposition
Purpose: Advance a sales campaign
Operative word: “Conversations”
Brand Messaging (30,000ft) is the air cover
Sales messaging (3ft) is the tip of the spear…first conversations with the customer…talking to the right people about the right things at the right time
personalize to the people in the room…..picture yourself sitting across the table from an executives…..what are the questions you will ask, what you will say, what you might show (rhetorical questions)
These conversations happen at the 3ft level.
Not presentations, but conversations, the actual words and things you will do in actual conversations
Sales messaging is all about advancing the sales campaign…to build towards that next conversation and that next interaction.
We’ve observed thousands of salespeople over the years and it’s clear that the best sales reps build trust with clients through interactions and conversations over time.
If I stand back and look…we have roughly 100 people do we have in the room? Think about how many customer conversations this group in the room will have in the next days. Thousands….thousands of opportunities for us to build intimacy, trust and, credibility.
Tie Up Transition:
As we think about the journey that Barry, David and the marketing leadership team are guiding, it’s all about this idea of a compelling customer conversation and taking the quality and consistency of the team’s sales conversations to the next level. And literally cloning some of the best practices of many of the top performers in this room.

5. Sales conversations differentiate…
Would your customer be willing to pay for the conversation with you?
Here’s a provocation. We all know that sales conversations are one of the ways we are able to differentiate our brand and our solutions.
And we acknowledged that all of you are going to have conversations in the near future. A few of you are probably going to sneak out and take calls today. Some of you will even ask for permission to have those calls and skip part of the session. Think about those conversations…. Think about the the F2F and web meeting next week…..ould the customer be willing to pay for their next conversation with you?
Would the customer leave the meeting with you and say to herself “I learned something new about my business….that was a great idea…..I would have paid for that consultation” with Tableau.

6. Change Priorities From To Selling comprehensive solutions
Selling products
Leading with features and functions
Inconsistent ad-hoc, ‘roll-your’ own messaging
Majority of sales conversations only with technology staff and leadership
Selling comprehensive solutions
Addressing business needs and value
Consistent delivery of differentiated messaging in every conversation
Sales confidence and ability to engage both technology leaders, finance and LOB executives

7. Sales Evolution
1900’s
1925
1985
1988
1995
2008
Hunters & Farmers
Psychology of Selling
Strategic Selling
SPIN Selling
Solution Selling
Challenger Selling
C o n s u l t a t i v e S e l l i n g E r a
Insurance
Producers
Collectors
Features
Benefits
Objections
Closing
Questioning
(Open/Closed)
Acct Strategy
Call Strategy
Planning
Relationships
Situation
Problem
Implication
Need
Questioning
Discovery
Solution vs.
Product
Knowledge
Provocation
Challenge
Proactive
Research
(CEB/SEC)
Research
(Neil Rackham)
We should start though with a little history lesson. Sales really started to get professional in the insurance industry at the beginning of the last century. E.K. Strong then wrote Psychology of Selling in 1925 and coined common terms we use today. Then the advent of computers and distributed data processing and technology led to the Consultative Selling Era anchored by major bodies of research: Neil Rackham (SPIN) … Corporate Executive Board (Challenger Sale)…
Source: MXL Partners

8. Top sales performers… Push the customer’s thinking Illuminate problems
Provide valuable insight
In a world of hesitant, risk-averse, empowered customers, what sales approach consistently wins?
That was a question that Sales Executive Council sought to discovery…..to find out their team surveyed 6,000 sales reps and leaders across multiple geographies and industries, led hundreds of interviews and they found a category of salesperson that stood out…..in the context of the modern era of selling…..both in hard economic times and in the good times.
They referred to this category of salespeople as Challenger reps. A challenger rep pushes the customer’s thinking and helps them look at problems in new ways and brings insight. A level of insight that makes the salesperson more a consultant than a traditional sales rep.
5 ‘types’ of sales people.
The Hard Worker / The Problem Solver / The Challenger /The Relationship Builder / The Lone Wolf
Each profile can turn in average performance, but only one consistently outperforms – the Challenger.

9. The Challenger Rep Lone Wolf (25% / 18% pop.)
Hard Worker (17% / 21% pop.)
Follows own instincts
Self-assured
Difficult to control
Always willing to go extra mile
Doesn’t give up easily
Self-motivated
Interested in feedback and development
Reactive Problem Solver
(12% / 14% pop.)
Relationship Builder
(7% / 21% pop.)
Reliably responds
Ensures all problems are solved
Detail-oriented
Builds strong advocates
Generous in giving time
Gets along with everyone
Challenger (39% / 27% pop.)
Understands the customer’s business
Proactively brings insight and new ideas
Loves to debate
Drives the customer
Let me summarize the research on the Sales Challenger and Top Performers…

10. Teaches Tailors Asserts Control Challenger Profile
Offers unique perspective
Two-way communication skills
Teaches
Knows customer value drivers
Can ID economic drivers
Tailors
Comfortable discussing money
Can push the customer
Asserts Control
Source: Sales Executive Council research.

11. The Changing Buyer Perceptions
37% of buyers surveyed indicate reps are not familiar with their business
60% of buyers surveyed indicate reps don’t know their needs and objectives

12. Why Customers Buy

13. The Relationship Builder
Challenger vs. Relationship Builder Profile
39%
26%
23%
% of High
Performers
% of Core Performers
% of Core Performers 7%
High Performers
The Challenger
The Relationship Builder
Offers unique perspective
Uses 2-way communication skills
Knows customer value drivers
Can identify economic drivers
Is comfortable discussing money
Can pressure the customer
Forms good relationships
Builds customer advocates
Builds cross-functional ties
Can work with anyone
Is genuine
Is accessible to the customer
Gives time to help others
Respects the customer’s time
Teaches
Gets Along
with Others
Tailors
Likable
Asserts
Control
Generous
with Time
The challenger focuses on bldg constructinve relationship an pushes cust out of comfort zone
The RB focus on resolving tension in cust interaction to make situations more amicable and posit and encourage collab.

14. By the way…% of High-Performers
Relationship Builder
11% 4% 7%
18%
Problem Solver
11%
25%
% of High
Performers
26%
Hard Worker
25%
Lone Wolf
54%
Challenger
20%
Challenger is very likely to succeed in a complex sales environment. This is a disruptive solution selling environment.
The Relationship Builder is highly unlikely to succeed in a complex sales environment.
Low Complexity Sale
High Complexity Sale

15. 4 Focus Areas Where To Focus What To Know What to Say3 2 4 1
Where To Focus
What To Know
What to Say
Lead a Conversation
Timing: 2
Module: Focus Areas
Tee Up: The 3 days we’ll be working through 4 focus areas
Key Points:
Setting the stage:
Proactive Planning:
CREATE opportunity:
Sales Execution:

16. bold provocation/value proposition why do something different?
business objectives
why do something different?
why now?
why West IPC?
success stories
sponsorship 1 2 3 4 5 6 7
Where to Focus
What to Know
Get the Meeting
Lead a Conversation
Timing: 2
Module: Focus Areas
Tee Up: The 3 days we’ll be working through 4 focus areas
Key Points:
Setting the stage:
Proactive Planning:
CREATE opportunity:
Sales Execution:

17. 1
Where To Focus
O Focus 1

18. High ‘S’ – Self High ‘O’ – Other The ‘O’ Factor Timing: 3
Module: Strategy & Planning – Where to focus
Key Points:
On the left we have High S or self focused and on the right we have High O or O focused. The question is…as I think about and prepare for my executive meeting. As I am walking to the meeting, going up the elevator and as I engage an executive in a conversation…who are we focused on? The question is…”what’s my mindset?” What am I thinking about as I go into that meeting?
Think of this principle as a continuum. We are either Self focused or Other (customer) focused. As we engage our customers – What’s going through our mind? Who are we focused on?
Transition: Chuck asked us to follow follow around a few reps to document S vs O behavior and how it works in the real world.

19. Have You Seen this Presentation Before?
Slide 1 Here’s a picture of our beautiful HQ building…
Slide 2 We have lots of employees
Slide 3 Here’s some facts about us…
Slide 4 Here are the clients that made our success possible
Slide 15 Here’s our technology
Slide 16 And here’s another way to look at our technology
Slide 20 Here are a few more facts about what we do best…
Slide 29 Yes, it’s still all about us…
Before we dive into conversations a customer would pay for…..let’s a talk about conversations that when they’re over…..the customer might ask you to pay them for listening.
Now….I realize that most of you will find this example pretty foreign. I actually lifted these slides from various client decks……Let’s start with a typical slide one….before I bring it up, let’s picture the executive who will be the recipient of this presentation. As they walk in the room and sit down, you can picture how deeply they’ve been pondering about where you work and the degree to which seeing a picture of your HQ building will bring focus to the discussion. For many executives, they wondering about your landscaping and in particular and they’re keen to find out if you have a waterfall.
Once they see the picture of the building it will beg the question…..does anyone work there with you. So the picture of lots of your employees will bring a significant amount of much needed clarity.
We’re already 2 slides in and we need to start setting the hook and making a connection to their business issues. Which makes it critical to share a range of facts about yourself.
Now we can start getting into the burning questions that the executive has probably been waiting to ask ….. In fact, the executive has probably been anxiously awaiting some facts about your company….nothing brings more insight to an executive-level conversation than sharing the names of your core products, the year you were founded, and your distribution model.
Now it’s time for the money slide. The slide that will begin to demonstrate a level of insight and experience that executives has been hoping for and waiting for……your hero slide…..all the organizations that have bought a product from you since the company was founded…..you might even share details on your growth and market share gains that were made possible all of your customers. Now the executive knows that he or she too can be one of those customers.
This could take a long time so let’s jump to slide we all know that in some cases, the executive will only have 30 minutes so it’s critical to talk about our technology ….what it is…..what it does….how fast it can do it…..all the ways it can be used
Now here are a few more facts about what we do really well
And here’s another way to look at how what we do fits in the broader context of where the industry is going

20. The ‘O’ Factor High ‘S’ –Self High ‘O’ –Other
Focus on product capability
Focus on business value
Mastery of technical and competitive arguments
Mastery of the customer’s business problems
Seeks to win with features and functions
Significant industry and business process knowledge leads to credible recommendation
Product presentations and demonstrations
Maps recommended solutions to how it solves customer business problems
Urgency to close
Urgency to deliver results
Timing: 10
Module: Set The Stage
Where to Focus/O Factor Debrief
Tie Up Question: What Impacts our Trust Quotient the most?
Key Points:
Refer back to the Trust Quotient Formula written on Flip Chart/Whiteboard
Everything you do to build up trust is diminished (divided by) self orientation.
A client who sees that you are driven by a self orientation or your own personal gain will significantly trust you less. Clients can smell self oriented salespeople coming a mile off. Always put the clients interests first.
When trust is established do the sales/deal cycles get longer or shorter?
When trust is established are the deals bigger or smaller?
When trust is established – are we surprised by RFQ or are we the ones defining the solution requirements?
When trust is established – are the deals defined by price or by solution fit and value?
Transition:

21. 1
Where To Focus
O Focus 1
High & Early 2

22. Messaging and the Buying Process
PHASE I
PHASE II
PHASE III
Why Do Something Different?
Why Now?
Why (Insert Provider Here)?
TIME
Exec
Mgr
Staff
Strategy
Decision
Awareness
Education
Initiative
Recommendation
Interest
Project
Investigation
Evaluation
INITIAL INTEREST
PROJECT DEFINITION
SOLUTION DECISION
Effective Messaging Happens Here
Med Staffing as an example (Tom Grady)
GGP (Vince Carone)
Of 377 opportunities, 137 POC were Manager level contacts; 24 were C-level; 16 Exec Level
Timing: 10
Module: Set The Stage - Where to lead
It’s not our sales process we should be focused on leading but keeping in line with our O focus mindset, it’s looking to understand what the customers buying/decision making process is. Putting ourselves in their world, thinking about how a customer decides to buy from their perspective.
What steps and activities, and sequencing – how that account makes a buying decision.
When we have clarity, we can begin to answer for ourselves
Where do we need to be engaging?
Who do we need to be engaging with?
Why? What answers is the customer wanting answered?
Where do we need to engage next to increase our probability of success?
From a 30, 000 ft. view, we’ve found that it looks something this…
In order to make a significant and risky purchase decision, usually customer must walk through these 3 phases and come to believe:
(Build #1) Why the status quo is unacceptable (current state) – a pain they are experiencing or a market shift
(Build #2) Why this issue needs a decision now (the financial, strategic and personal sense of urgency and cost of delay, brought by shifts of events, new regulations)
(Build #3) Why one solution is superior to the alternatives
Typically three levels of people are involved..
Exec…business buyers, how does the decision effect business and the top line issues
Mgr….Operational impact –
Tech…end users, engineers, designers, accountants, etc. Features, functions
These are the crucial 3 why questions
These are not always questions a customer will verbalize out loud – but nevertheless they are driving the purchase decision
These 3 questions in this order help define the business value strategy for the opportunity at hand.
Each buyer in the organization answers the questions a little different – one size doesn’t fit all.
Awareness can begin with anyone, initiated by anything (advertising, magazine article, conversation) and generally revolves around new technologies, new approaches, or new business opportunities.
Investigation typically involves staff contributors (engineers, administrators, etc.) studying the feasibility, understanding risks, and determining potential impacts with first line management oversight.
Interest is developed by first and second line managers when they evaluate the results of the investigation and make go/no-go recommendations for the organization.
Education is necessary to apprise executive management of all potential initiatives. Mid-level management educates executives on the pressing opportunities/problems and potential solutions.
Strategy is set by executives as they develop high-level plans to address one or more critical issues, growth objectives, market conditions and/or competitive situations.
Initiatives are funded as executives and upper-level management work together to determine the resources required to execute the strategy.
Project is defined when mid-level management, first line management, and project managers agree on scope, timeline and approach.
RFP = an invitation to party that happened last week
Evaluation is the solution requirement definition, detailed fact finding and vendor assessments performed by staff and individual contributors (engineers, analysts, end-users, etc.)
Recommendation is made to mid-level management after first line management and project managers identify the ideal solution based on requirements and determine the approach for negotiations and contract approval
Decision is the team negotiation process that leads to an ideal contract to meet their implementation timeline and overall project objectives
Looking at this buying process
Does this accurately reflect your experience as you’ve interacted with your prospects?
Where do we currently get involved? What’s life like there?
Where would we rather be? What’s life like there – what are the deals like? The sales cycle?
How early do we need to be engaging in the customer buying process to have the most impact?
How do we get there?
4 L’s
Four Missed Opportunities: Late, Low, Lost and Lonely – Use the flip chart or Whiteboard
Late – enter in at project when someone else has defined the Why Do Something and Why Now, Welcome to column 3, dazzle me…technical sale – like trying to pull a rabbit out of the hat – Reactive
Low – we engage with someone other than the optimal sponsor – We call this vendor Jail #2
What’s life like in Vendor Jail?.
Lost – hot deals that will get done tomorrow or before the week is out, but then go days, weeks, months, and quarters before they get done, usually they are lost in the center pane of the buying cycle (Why Now) - meaning in the mind of the owner/operator and other decision-makers they can’t decide should they do it now. Who was our champion/coach to help guide us? If we engage here and someone tells us that they make the final decision, guess what – they’re lying. They want to be the hero – so they take your ideas try to go back up and sell it- and they can’t – stick to your day job! They don’t know the value proposition like we do (reducing cost, tco)– we can show the other value prop levers…top line (revenue increase, productivity, efficiency) – miss 80% of the story – we’re doing this for strategic reasons…for business reasons. if we recognize that we’ll have to go through that phase we can help them.
Lonely – when the we try to do it alone, without other consultants, manager, director, VP etc., stakeholders we’ll ultimately fail. No one BDE can sell a total solution – we need to know how/when/where to engage the account team.
Transition:

23. First Calls/Discovery Investigation & Interest
First Meetings
First Calls/Discovery
Tools
Create Awareness
Generate Opportunity
Investigation & Interest
Gain Sponsorship
MAJOR TRENDS
TRIGGER EVENTS
Goals
Gauge and create client interest in Hosted Communications (Network, Voice, Messaging, Collaboration)
Understand where they are in cloud deployment plan
Find trigger events
Identify key players within account
Goals
Fully understand prospect’s expectations or challenges with communications today
Deliver West IP Communications sales message
Uncover competition
Position West IP Communications as the best provider
Discover any barriers to change
Understand contractual obligations
TALK TRACKS
Whiteboard
What do you use?
How are you staying educated?
Who are you watching?
What are the 3 biggest trends in the communications industry right now?
What is happening in the industry of your top 3 accounts?
Point out necessity for:
News Feeds
Alerts for Competitors
Stocks to watch
10Qs they should be reading
Can’t discuss trends or big picture technology without this background.
Why is all this important?

24. 1
Where To Focus
O Focus 1
High & Early 2
Target Audience 2 3

25. PROSPECT AUDIENCES Prospect Audience Technology Leader Finance Leader
Business Leader
Titles:
CIO, CTO
Director of IT
Network Communications Director or Manager
Titles:
CFO
VP or Director of Finance
Controller
Treasurer
Titles:
CEO, COO
Business Owner
General Manager
Business Unit Leader
PROSPECT AUDIENCES
This messaging has been developed and organized around three priority client audiences. The objective is to create compelling “talk tracks” that illustrate how the prospective client can use West IP Communications’ capabilities to solve their business problems and achieve their goals. The selling team will combine their knowledge of the individual customer with their personal selling experience to develop a conversation strategy. Prospect messaging should be tailored and adopted for buyer-specific conversations. 25

26. Business Leader Driving effective execution across business units
Want to understand how to leverage technology as a competitive differentiator
Frustrated with IT and other departmental delays
Spending more time on operational tactics than strategy
Looking to streamline and cut costs where appropriate
Significant time expenditure around travel
Receives operational feedback from employees

27. Finance Leader Focused on lowering total cost
Driving consolidation of vendors and service providers
Seeking to streamline vendor portfolio and reduce costs
Open to outsourcing selected services
Wants to minimize capital expenses
Pushing corporate-wide and departmental efficiencies
Concerned as to expanding mobile, contingent workforce

28. Technology Leader
Significant investment in aging on-premises infrastructure
Service provider contracts nearing end of term
Struggling to keep IT team of 8 support techs on strategy
Feeling IT department is being commoditized
Constantly changing technology challenges
Security/threat and compliance burdens
Team lacks core IT skill sets
Financial cost constraint and pressure

29. bold provocation/value proposition why do something different?
business objectives
why do something different?
why now?
why West IPC?
success stories
sponsorship 1 2 3 4 5 6 7
Where to Focus
What to Know
Get the Meeting
Lead a Conversation
Timing: 2
Module: Focus Areas
Tee Up: The 3 days we’ll be working through 4 focus areas
Key Points:
Setting the stage:
Proactive Planning:
CREATE opportunity:
Sales Execution:

30. 2
What To Know
Market Trends 1
Issues & Pressures 2

31. What To Know 2 Market Trends Issues & Pressures Questions Insights 1 23
Insights 4

32. Market Trends & Issues
Global economic uncertainties continue – while pressure behind business growth and innovation remains strong.
Growing need for data and information – demands of the digital economy and the need for business intelligence creates increased data consumption.
Expanding any device utilization – user-provided device proliferation creates new requirements as to how technology and applications interact and integrate
Reducing capital funding/budget – focus on minimizing capital expenditure (CapEx) and maximizing value associated with operating expense (OpEx).
Business Trends
Shift from on-premises toward hosted services – from solutions that a client acquires, deploys and manages themselves toward managed services, hosted services, SaaS apps, cloud–based services.
IT to do more with less – IT is still required to do more with less while identifying technology solutions that fuel engines of growth.
Legacy systems restricting innovation – existing infrastructure prevent businesses from fully leveraging innovation
Cloud and IT integration challenges – Cloud offerings continue to mature although confusion exists as to how to integrate within the IT existing architecture.
IT/Technology Trends
Inefficient network infrastructure – Over-provisioned, disparate networks negatively impacting the ability to deploy today’s enabling technologies
Use of OTT applications/services – Unauthorized applications/services, affects bandwidth requirements, network performance (OTT = Over the Top)
Legacy voice systems prevail – T1s/PRIs continue to exist as the dominant implementation mode but SIP Trunking revenue continues to increase
Collaborative applications require flexibility in deployment – Web/video conferencing, contact center, etc. require integration to optimize the customer experience
Enterprise Communications Trends

33. Market Trends & Issues Business Trends Trends Issues
Discovery Questions
Insights
Global economic uncertainties yet business growth and innovation
The world is getting smaller, clients are expanding geographically, and there is strong demand for global reach.
Is your current platform able to provide consistent connectivity and performance to all of your locations, whether across the country or across the world?
Even with economic challenges, 85% describe the business environment in which their companies operate as "more competitive” than it was 5 years ago.
Growing need for data intelligence and increased data consumption
Data sharing and collaboration are the rule rather than the exception.
Keeping pace with business demands for information and data-driven insights.
How have bandwidth requirements increased in your enterprise over the past 18 months?
How are you enabling your employees to collaborate internally and externally?
Has increased data consumption affected business productivity?
Managing and enabling productivity in a data demanding and consuming world is a major challenge and a strategic imperative.
The focus of network is moving from bandwidth to application performance and end user experience. It’s more than a “managed router” – IT focus is on end-to-end application management.
Expanding end-user device utilization drives technology integration
Workforces continue to become more mobile and distributed
Support for employees who work from out of office locations is creating new demands on IT teams for support, security, and device management.
Proliferation of personal devices come with a demanding new generation of users and productivity tool expectations.
What changes are taking place in your workforce?
How does the transformation into a distributed workforce impact your communication patterns?
What challenges do you face in enabling access to knowledge and expertise within your organization while ensuring security and compliance?
Forsights Networks and Telecommunications Survey, Q1 2011, show that 64% of firms and North America identify providing more mobility support for employees as a top priority.
90% of organizations by 2014 will have a BYOD policy (due to the fact that 92% of mobile workers believe their Smartphones should be enabled for both work and personal use.)
Through 2014, employee-owned devices will be compromised by malware at double the rate of corporate-owned devices.
Focus on reducing capital funding/budget
Shift to OpEx, versus CapEx model for enabling new infrastructure and services.
Organizations are looking for opportunities to save money in operating costs and capital outlay.
How has the budget approval process changed over the past 18 months?
Is your company prepared to emphasize operational expense vs. capital expense?
How are fixed cost pressures impacting your strategies?
CFOs increasingly driving towards solutions that require minimal capital investment, pushing expenses towards more flexible operating exp.

34. What To Know 2 Market Trends Issues & Pressures Questions Insights1
Issues & Pressures 2
Questions 3
Insights 4
3 ‘Whys’ 4 5

35. Why (Insert Provider Here)?
3 ‘WHY’ Questions
Why Change?
Why Now?
Why (Insert Provider Here)?
Market Pressures
Business Objectives
Challenges
Compelling Event
Cost of Delay
Strategic
Financial
Personal
Relevant Differentiators
Demonstrated Proof
Timing: 3
Module: WTK/3 why Questions
Tee Up/Tie Up Question:
Key Points:
If I’m going to talk with a business audience, what do they care about?
Pg 9
The team believes the top objectives leadership…they’re concerned with controlling costs…wha
We think at DSG it boils down to the 3 why questions
The sequence is very intentional…it’s very easy to skip to question three and be S focused and talk about product/solutions.
We’ll have an exercise in a moment, creating an account storyboard around these 3 why questions.
This forces you to start with question 1 and move through the same sequence the customer is going through.
(Verizon sales call, story)
If were not able to answer that first question – why do something different – we wont be able to reach up high and engage the executives to broaden our deal scope and shorten our sales cycle.
Transition:

36. Why Do Something Different? (Why Change?)
3 ‘WHY’ Questions
Why Do Something Different? (Why Change?)
Market Pressures
Business Objectives
Challenges
Timing: 3
Module: WTK/3 why Questions
Tee Up/Tie Up Question:
Key Points:
If I’m going to talk with a business audience, what do they care about?
Pg 9
The team believes the top objectives leadership…they’re concerned with controlling costs…wha
We think at DSG it boils down to the 3 why questions
The sequence is very intentional…it’s very easy to skip to question three and be S focused and talk about product/solutions.
We’ll have an exercise in a moment, creating an account storyboard around these 3 why questions.
This forces you to start with question 1 and move through the same sequence the customer is going through.
(Verizon sales call, story)
If were not able to answer that first question – why do something different – we wont be able to reach up high and engage the executives to broaden our deal scope and shorten our sales cycle.
Transition:

37. Why Now? 3 ‘WHY’ Questions Compelling Event Cost of Delay Strategic
Financial
Personal
Timing: 3
Module: WTK/3 why Questions
Tee Up/Tie Up Question:
Key Points:
If I’m going to talk with a business audience, what do they care about?
Pg 9
The team believes the top objectives leadership…they’re concerned with controlling costs…wha
We think at DSG it boils down to the 3 why questions
The sequence is very intentional…it’s very easy to skip to question three and be S focused and talk about product/solutions.
We’ll have an exercise in a moment, creating an account storyboard around these 3 why questions.
This forces you to start with question 1 and move through the same sequence the customer is going through.
(Verizon sales call, story)
If were not able to answer that first question – why do something different – we wont be able to reach up high and engage the executives to broaden our deal scope and shorten our sales cycle.
Transition:

38. Why (Insert Provider Here)?
3 ‘WHY’ Questions
Why (Insert Provider Here)?
Relevant Differentiators
Demonstrated Proof
Timing: 3
Module: WTK/3 why Questions
Tee Up/Tie Up Question:
Key Points:
If I’m going to talk with a business audience, what do they care about?
Pg 9
The team believes the top objectives leadership…they’re concerned with controlling costs…wha
We think at DSG it boils down to the 3 why questions
The sequence is very intentional…it’s very easy to skip to question three and be S focused and talk about product/solutions.
We’ll have an exercise in a moment, creating an account storyboard around these 3 why questions.
This forces you to start with question 1 and move through the same sequence the customer is going through.
(Verizon sales call, story)
If were not able to answer that first question – why do something different – we wont be able to reach up high and engage the executives to broaden our deal scope and shorten our sales cycle.
Transition:

39. bold provocation/value proposition why do something different?
business objectives
why do something different?
why now?
why West IPC?
success stories
sponsorship 1 2 3 4 5 6 7
Where to Focus
What to Know
What to Say
Lead a Conversation
Timing: 2
Module: Focus Areas
Tee Up: The 3 days we’ll be working through 4 focus areas
Key Points:
Setting the stage:
Proactive Planning:
CREATE opportunity:
Sales Execution:

40. Gaining Access Internal Referral Customer Referral Target & Contact
Top Down
Lateral
Upstairs
Customer Referral
Target & Contact
Company research
Personal research
Phone
Relationship with assistant

41. Who are you? What do you do?
How do you do that?
Who have you done that with?
What results did they see?
Timing:
Module:
Tee Up/Tie Up Question:
Key Points:
Transition:
Are you glad we practiced this?
First of all…this is not easy
These questions are deceptively simple. As you first practiced you probably didn’t like what you were saying…I know for me it took some practice before I got better and felt comfortable.
Debrief Questions: What worked? What flowed? What did you like about the sequence?
We can’t always say the right thing at the right time…it takes practice
It really does take a couple times to think through and answer these, what appears to be simple questions.
The first time I’ve had a chance to do this….I don’t like how I respond. I wanted to do a couple times
Hopefully, working through with your colleagues is helpful
Suggest you practice this as you prepare for conversations
First impression matter when we’re presented opportunities to open the door.
Rocco wanted us to capture best practice of what this looks like in the field…we want to share that with you now.

42. Two-Minute Story What is a 2 Minute Story? When is it used?
It’s a Framework
It’s an Approach
It’s a Repository of content
unexpected opportunities
initial impressions
How? in phone conversations, trade shows, individual face-to-face conversations, group presentation introductions, s
When? every time we have a quick opportunity to introduce West IPC
Why? to create interest in conducting a face-to- face customer conversation

43. Two-Minute Story Who We Are… What We Do… How We Do It…
A leading enterprise provider of Unified Communications (UC) solutions enabling cloud-based applications and services.
A thought-leader in design, configuration management and support of UCaaS.
What We Do…
Deliver true “cloud” infrastructure with advanced communication and collaboration services.
Enable companies to focus on strategic IT business initiatives instead of managing infrastructure and networks.
Give enterprises access to technology that they may lack skills or resources to deploy and manage themselves.
Help companies leverage the cloud to end today’s “communication madness.”
Drive down communication costs and increase efficiency of IT operations.
How We Do It…
Solutions – Cloud-based applications and services delivered over a next-generation, “application aware” networks providing best-in-class voice, data, video, security, collaboration and contact center solutions.
Technology – Adaptive, flexible technology supported by end-to-end implementation services and ongoing operational support that scales as the enterprise grows and as technology evolves.
Service – Unmatched sales and service focused on understanding and anticipating the customer’s business requirements – a level of service that exceeds the client’s expectations.
Customer Results…
Efficiency: Driving down the cost and complexity of implementing and managing advanced communications tools while providing users with productivity-enhancing tools, seamlessly integrated with key business processes.
Agility: On-demand services that are closely aligned with business needs.
Execution: Speeding the deployment and impact of Unified Communications.
Why West IP Communications…
Analyst Validation – Listed in the Leader category of the 2012 Gartner Magic Quadrant for UCaaS
Platform – A “cloud compatible” infrastructure that delivers scalable performance and resiliency along with flexible deployment options that support migration to IP communications.
Tools – A single tool set for management and transparency view of applications and services.
Service – A level of service that exceeds industry benchmarks and supports long term partnerships.
John Deere
Favorite HC Staffing
Scotts Miracle Grow
General Growth Properties
D+M Group
St. Elizabeth Physicians

44. 1 2 3 4 2 Minute Story Who is West IPC… (Identity/Positioning)
We are the leading provider of cloud-based communications for the enterprise offering MPLS-based application networking, voice and threat management, advanced contact center solutions and unified messaging and collaboration tools. The Gartner Magic Quadrant places us in the “leaders” quadrant over other providers. Our placement there is a result of our strong vision to help enterprises transform the way they do business.
Who is West IPC…
(Identity/Positioning) 2
What do you do….
(Business challenges we address)
We work with companies like Scott’s and John Deere to help them make the migration to cloud-based communications, as their business situation dictates. We help them drive down communications costs and increase their IT efficiencies. We help them drive employee productivity. 3
How you do it….
(Our unique approach & capabilities)
We help our clients see differently. We help them envision a world where their resources can drive business initiatives instead of managing basic voice and data infrastructures. 4
Where you’ve done it…
(Customer success stories and expected results)
Favorite Healthcare Staffing had 30 branch locations, each one of them growing, and each one of them had its own phone system and POTS lines and some hardware that was nearing their end of life. We showed them that by using cloud based telephony and network management systems, each location would be able to be on the same system, have access to IM and presence, use a more robust contact center solution and have a more predictable monthly cost model.
Prizes to be awarded by James.

45. 4 Focus Areas Where To Focus What To Know What to Say3 2 4 1
Where To Focus
What To Know
What to Say
Lead a Conversation
Timing: 2
Module: Focus Areas
Tee Up: The 3 days we’ll be working through 4 focus areas
Key Points:
Setting the stage:
Proactive Planning:
CREATE opportunity:
Sales Execution:

46. bold provocation/value proposition why do something different?
business objectives
why do something different?
why now?
why West IPC?
success stories
sponsorship 1 2 3 4 5 6 7
Where to Focus
What to Know
What to Say
Lead a Conversation

47. Role of a Customer Executive Sponsor
MUST have:
Sponsorship to meet with other stakeholders
Agreement to a follow-up meeting to review recommendations
LIKE to have:
Willingness to describe the decision process, criteria, decision-makers
Coaching on political landscape
Willingness to risk political capital for the project
Commitment to a defined decision process
Timing:
Module:
Tee Up Question: What is the def. of a sponsor?
Key Points:
The def. of a sponsor. Is someone who has the power/authority to influence others to engage us. Also, they own the business and or fundamental technical problem that we are identifying in the whiteboard. We have to get to someone that owns the problem because they’ll wan to talk about why do something different and why now? Having done that we want to build some education credibility, and trust answering the why Raymond question. Then the next major movement is having them sponsor us to engage their team. Other stakeholders at the top of the peak, others at the departmental level and some folks in down in vendor jail. All are important. We have to work the entire cycle. Sponsorship, the whole reason we’re dong a whiteboard is a return ticket. We want their authority to engage others and then come back and say here’s what we’ve learned and understood. Whiteboard is just a snapshot I want to come back and tell you what we’ve understood and then really be put in a position to make a recommendation and then gain their complete commitment to next steps. It’s about Assessment.
© 2013 DSG Consulting

48. Value Proposition for Sponsorship
What benefit will the Executive Sponsor realize by actively sponsoring your Self Reliant Experience?
Insight into more efficient ways to accomplish their goals
Increased collaboration and ownership by their team of the solution
© 2013 DSG Consulting

49. Executives Think Differently

50. What executives are thinking…
Do you understand my business?
I’m open to insight on where the industry is going.
Where am I at risk?
How are other executives dealing with this issue?"

51. “What keeps you up at night?”
Never ever ask…
“What keeps you up at night?”
Timing: 1
Module: WTK/Industry Trends/Pressures
Tee Up Question: Do you speak of Business Drivers with your clients? Can anyone please give me the definition of “Business Drivers?
Key Points:
Let’s come to an agreement, and write down the definition, and say it is similar to a heart attack. It isn’t a bad knee or bad back, they can find work arounds for just a bad back or knee, but, a Heart Attack is Urgent, measurable and ACUTE!
Drivers lead to Initiatives. Companies don’t choose Drivers (Heart Attacks), they do choose how to get rid of them.
Then I point to someone in the room, and tell them they are going to be my “Executive in residence” during the workshop, and ask them what their TOP 3 External Pressures might be, regardless of market, industry or location. Then I tell the rest of the participants to give their suggestions. They will say: Competition, Gov’t regulations, Economy, etc. I do the same for Internal pressures (Drivers) and they say product life cycles, suppliers, hiring/training/keeping the right employees.
We agree that there could be dozens of External and Internal Drivers.
Doing this helps the customer to Prioritize and Think about their drivers. It also elevates the conversation above technical and product, to the real Pressures that the client has to deal with.
We also wanted to know about what’s happening in the market – what are the macro/micro trends – we refined these trends in the workshop where two themes emerged… Business trends and Technology trend
Pg 6.
These are the market pressures the workshop team came up with – (list) are these what your customers are facing? Are there any you would add to this list?
Transition:

52. Executive’s Greatest Fear
Death by PowerPoint
We know we can do better – we know we need to not lead an executive conversation with powerpoint…but how?

53. Executive’s 2nd Greatest Fear?? ??
Now let me ask you a few questions… ?? ??
Death by 1,000 Questions ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ??
And we all intuitively know that we’re not adding a ton of value if all we do is ask questions. There has to be a better way. And clearly a lot of you in this room have found better ways to communicate that presenting PowerPoint and asking questions.

54. Provocations

55. Unique perspective that frames the customer problem in a new light
Articulating an original hook
Focus on a critical pain point for the client
Develop a non-standard point of view
Apply the point of view to the customer’s situation
How do we provoke the discussion. There are theories behind this.
What we’re trying to is frame a unique perspective to what we think their objectives and challenges are.
WB message had a provocation. What was it?
This is not the only provocation we can have. If you’re going to articulate an original provocation, designed for them –
First, you’ve got to figure out the critical pain point, then think about the non-standard point of view – something they probably they haven’t thought about, but one that comes from your experience. The more experience you have in this business – the more you’ll be able to provoke new ideas.
Then apply that POV to their situation - Tradeoffs was one example of that
Does anyone have an example of using a provocation you’ve used in the past – where you’ve been thinking about XYX, but I submit to you, you may want to think about ABC? Any examples of that?
It’s a way to get their attention. Put something out there that they probably haven’t heard before that would stimulate them to want to talk to you.
If you think about - trade off was a provocation to have a discussion – this the hard part – have to come up with something to get their attention – /letter/phone was it that’s going to get their attention – provoke to get them to talk to us because of our different perspective and insight.

56. Hard Worker Challenger Relationship Builder Lone Wolf Problem Solver
They discovered 5 unique ‘types’ of sales people including the Challenger orientation.
The Hard Worker: can you picture the hard worker? They come in early. They stay late. Make more calls than anyone else. Sends more s. Make more visits. Fills out the sales planning templates. Respond to every RFP. They never give up.
The Lone Wolf: no one is exactly sure what they are doing but it seems to work. Very self-confident. The cowboys. They do it there way. And they tend to hit if not exceed their number.
The Problem Solver: detail-oriented. Keep their promises. Follow through. Lots of post-sales follow up. More like a customer service rep disguised as a salesperson. Rarely have time for opportunity creation because they are always making customers happy.
The Relationship Builder: nurture strong personal and professional relationships across the customer organization. Generous with their time. You will often hear them saying “whatever you need”.
The Challenger: the debaters. Understand the customer’s business. Teaching them something new in sales conversations. Not uncommon for them to draw a model on a whiteboard, flip chart or napkin during a mtg. Very assertive. And not just with customers…..internally too! With you. With you their peers.
Each profile can turn in average performance, but only one consistently outperforms – the Challenger.
Lone Wolf
Problem Solver

57. Provocations? Teaching? Taking Control?
What does that really look like?

58. Not about… Closing the deal Giving a presentation
Having all the answers
Filled with techno-babble
Ending after one meeting
Timing:
Module:
Tee Up/Tie Up Question:
Key Points:
It shouldn’t be about closing the deal in the 1st meeting
It should be starting and having a conversation
The tension we tend to find is wanting to be seen as having all the answers vs. sparking the imagination with ideas
Execs want to control the meeting – dictate the conversation – we want that to occur as the meeting flows
Transition:

59. It’s about… A series of conversations Leading a dialogue
Providing insight
Changing the customer’s thinking
Innovative solutions
Timing:
Module:
Tee Up/Tie Up Question:
Key Points:
It shouldn’t be about closing the deal in the 1st meeting
It should be starting and having a conversation
The tension we tend to find is wanting to be seen as having all the answers vs. sparking the imagination with ideas
Execs want to control the meeting – dictate the conversation – we want that to occur as the meeting flows
Transition:

60. Messaging and the Buying Process
PHASE I
PHASE II
PHASE III
Why Do Something Different?
Why Now?
Why (Insert Provider Here)?
TIME
Exec
Mgr
Staff
Strategy
Decision
Awareness
Education
Initiative
Recommendation
Interest
Project
Investigation
Evaluation
INITIAL INTEREST
PROJECT DEFINITION
SOLUTION DECISION
Effective Messaging Happens Here
Timing: 10
Module: Set The Stage - Where to lead
It’s not our sales process we should be focused on leading but keeping in line with our O focus mindset, it’s looking to understand what the customers buying/decision making process is. Putting ourselves in their world, thinking about how a customer decides to buy from their perspective.
What steps and activities, and sequencing – how that account makes a buying decision.
When we have clarity, we can begin to answer for ourselves
Where do we need to be engaging?
Who do we need to be engaging with?
Why? What answers is the customer wanting answered?
Where do we need to engage next to increase our probability of success?
From a 30, 000 ft. view, we’ve found that it looks something this…
In order to make a significant and risky purchase decision, usually customer must walk through these 3 phases and come to believe:
(Build #1) Why the status quo is unacceptable (current state) – a pain they are experiencing or a market shift
(Build #2) Why this issue needs a decision now (the financial, strategic and personal sense of urgency and cost of delay, brought by shifts of events, new regulations)
(Build #3) Why one solution is superior to the alternatives
Typically three levels of people are involved..
Exec…business buyers, how does the decision effect business and the top line issues
Mgr….Operational impact –
Tech…end users, engineers, designers, accountants, etc. Features, functions
These are the crucial 3 why questions
These are not always questions a customer will verbalize out loud – but nevertheless they are driving the purchase decision
These 3 questions in this order help define the business value strategy for the opportunity at hand.
Each buyer in the organization answers the questions a little different – one size doesn’t fit all.
Awareness can begin with anyone, initiated by anything (advertising, magazine article, conversation) and generally revolves around new technologies, new approaches, or new business opportunities.
Investigation typically involves staff contributors (engineers, administrators, etc.) studying the feasibility, understanding risks, and determining potential impacts with first line management oversight.
Interest is developed by first and second line managers when they evaluate the results of the investigation and make go/no-go recommendations for the organization.
Education is necessary to apprise executive management of all potential initiatives. Mid-level management educates executives on the pressing opportunities/problems and potential solutions.
Strategy is set by executives as they develop high-level plans to address one or more critical issues, growth objectives, market conditions and/or competitive situations.
Initiatives are funded as executives and upper-level management work together to determine the resources required to execute the strategy.
Project is defined when mid-level management, first line management, and project managers agree on scope, timeline and approach.
RFP = an invitation to party that happened last week
Evaluation is the solution requirement definition, detailed fact finding and vendor assessments performed by staff and individual contributors (engineers, analysts, end-users, etc.)
Recommendation is made to mid-level management after first line management and project managers identify the ideal solution based on requirements and determine the approach for negotiations and contract approval
Decision is the team negotiation process that leads to an ideal contract to meet their implementation timeline and overall project objectives
Looking at this buying process
Does this accurately reflect your experience as you’ve interacted with your prospects?
Where do we currently get involved? What’s life like there?
Where would we rather be? What’s life like there – what are the deals like? The sales cycle?
How early do we need to be engaging in the customer buying process to have the most impact?
How do we get there?
4 L’s
Four Missed Opportunities: Late, Low, Lost and Lonely – Use the flip chart or Whiteboard
Late – enter in at project when someone else has defined the Why Do Something and Why Now, Welcome to column 3, dazzle me…technical sale – like trying to pull a rabbit out of the hat – Reactive
Low – we engage with someone other than the optimal sponsor – We call this vendor Jail #2
What’s life like in Vendor Jail?.
Lost – hot deals that will get done tomorrow or before the week is out, but then go days, weeks, months, and quarters before they get done, usually they are lost in the center pane of the buying cycle (Why Now) - meaning in the mind of the owner/operator and other decision-makers they can’t decide should they do it now. Who was our champion/coach to help guide us? If we engage here and someone tells us that they make the final decision, guess what – they’re lying. They want to be the hero – so they take your ideas try to go back up and sell it- and they can’t – stick to your day job! They don’t know the value proposition like we do (reducing cost, tco)– we can show the other value prop levers…top line (revenue increase, productivity, efficiency) – miss 80% of the story – we’re doing this for strategic reasons…for business reasons. if we recognize that we’ll have to go through that phase we can help them.
Lonely – when the we try to do it alone, without other consultants, manager, director, VP etc., stakeholders we’ll ultimately fail. No one BDE can sell a total solution – we need to know how/when/where to engage the account team.
Transition:

61. bold provocation/value proposition why do something different?
business objectives
why do something different?
why now?
why West IPC?
success stories
sponsorship 1 2 3 4 5 6 7
Lead a Conversation

62. C-Suite Conversation – 4 Components
Why Do Something
Different?
Market Pressures
Business Objectives
Challenges
Compelling Event
Why Now?
Why
(Insert Provider Here)?
Relevant Differentiators
Demonstrated Proof
Why Sponsorship?
Sponsorship to meet with other stakeholders

63. Customer Success Stories
Best Practice success story example…
Customer and Challenge
Solution
Customer Results
When using customer reference stories, ensure…
They are referenceable
They are quantitative as well as qualitative
They are industry relevant
They are stories that show peer-to-peer relationships with sponsored activity
They may be regional or local as most relevant
They present the challenge, our solution, and provide clear evidence of benefits

64. Thank You!
Prize to be awarded by James.