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© Solution Selling, Inc. 2008 Sales Tool Build Workshop.

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1 © Solution Selling, Inc Sales Tool Build Workshop

2 © Solution Selling, Inc  PAGE 1 Credit, Copyright, and Contact Information Trademark Notice: The following trademarks and service marks are owned by Sales Performance Holding Company (DBA: Solution Selling, Inc.) and licensed by Sales Performance International, LLC. Any questions concerning the use of these trademarks or whether a name that does not appear on this list is in fact a trademark of Solution Selling, Inc. or comments concerning this manual, workshop or presentation should be referred to Sales Performance International, LLC in the United States at the following address: 4720 Piedmont Row Drive, Suite 400 Charlotte, North Carolina USA Phone: FAX Solution Selling® and Situational Fluency Prompter®, Pain Sheets®, 9 Block Vision Processing Model® and Pain Chains® are registered trademarks and service marks of Solution Selling, Inc. All other referenced marks are those of their respective owners. Copyright Notice: This manual is a copyrighted work of Solution Selling, Inc. This manual may not be reproduced in whole or in part without the prior written consent of Solution Selling, Inc. Additionally, Sales Management and Coaching, Targeted Territory Selling, Major Account Selling, Strategic Opportunity Selling, and Executive-Level Selling are copyrighted materials of Solution Selling, Inc. © Solution Selling, Inc

3 © Solution Selling, Inc  PAGE 2 MMTC Sales Process Map: (Draft 9/16/09) Close IM AnalyzeDevelopProveNegotiate Plan Implement What HELP is available? Define needs/wants & requirements Evaluate options Select solutions and evaluate risk Resolve issues and finalize contracts Implement and evaluate success  Get necessary documents signed  Identify potential beneficiary  Establish trust and credibility  Stimulate interest  Identify perceived pain  Conduct plant tour  Confirm and prioritize pain  Confirm dialogue and agree upon next steps  Diagnose admitted pain of Sponsor  Create or reengineer vision for sponsor  Gain agreement to explore further  Negotiate access to power  Confirm dialogue and agree upon next steps  Diagnose admit- ted pain of Power  Create or reengineer vision for power sponsor  Gain agreement to explore further  Determine evaluation criteria  Propose a plan of next steps  Confirm dialogue and agree upon plan of next steps  Begin execution of next steps  Present preliminary solution  Prove capabilities (Oper, Trans, Fin)  Conduct review of proposal  Issue proposal  Ask for the business  Receive verbal approval  Prepare for final negotiations  Reach final agreement  Conduct territory / account and/or opportunity planning  Identify potential opportunity  Conduct pre-call planning and research  Participation and follow-up of Learn About & Seminars  Develop Partner Relationships  Lead Follow-up  Implement solution  Complete implementation approach  Measure success criteria  Identify potential new opportunities  Obtain referrals Documents signed Lead Letter agreed upon Sponsor Letter agreed upon Evaluation Plan modified or agreed upon Verbal approval received Ts and Cs agreed upon Territory / Acct / Opportunity Plan developed Evaluations & Lead Tracking 90%10%25%50%75%100%  S.A. Prompter  Value Proposition  Reference Story  Bus. Dev. Letter  Bus. Dev. Prompter  Waste Walk  Trans. Planner/BPS  9 Block Model®  Pain Sheet®  S. A. Prompter  Sponsor Letter  Trans. Planner/BPS  9 Block Model®  Pain Sheet®  S. A. Prompter  Power S. Letter  Evaluation Plan  Transition Letter  Implement. Plan  Value Analysis  Success Criteria /A3  Negotiating Worksheet  Get-Give List  T/A/O Plan  Account Profile  Pain Chain®  Key Players List  Implementation Plan  Success Criteria  A3  Reference Story  Post project debrief PlanExecuteImplement  Sales  Sales mgt.  Sales support  Sales  Pre-sales  Marketing  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Sales mgt.  Sales  Sales mgt.  Sales support  Services  Sales Sales Process Steps Sales Process Activities Verifiable Outcomes Roles (examples) Sales Tools Sales Management System Implementation Plan completed Buying Process

4 © Solution Selling, Inc  PAGE 3 Defensible Differentiators: Template DifferentiatorPain LinkageDefensibility

5 © Solution Selling, Inc  PAGE 4 Core Capabilities: Template Core CapabilitiesPain LinkageKey Selling Points

6 © Solution Selling, Inc  PAGE VALUE UNIQUENESSUNIQUENESS Differentiation Grading Chart Cool, Nice to have Differentiators Core/ Commodity Junk

7 © Solution Selling, Inc  PAGE 6 Solution Messaging Card: Definitions Pain  One of the core pains Reasons for Pain  Contributing factors or causes to the pain Organization Impact  Additional critical issues that could happen as a result of the pain not being addressed  Could be personal or organizational impact Trend Relevance  Additional talking points around this pain that are happening in the marketplace  Could find information related to industry or issue specifically through 3 rd party research  Trends will be used to help improve messaging and enable sales to establish creditability through increased situational knowledge  Ensures empathy for the customer and their situation Capabilities  What the customer must do to address the pain and reasons  Should be stated as “ability to” in non-solution and company specific way  Should link to core capabilities and defensible differentiation Solution Linkage  Name of solution and/ or components that address the pain Differentiators  Specific differentiators components included in the solution Metrics / Proof of Value  Specific points of measure/ KPI’s that will be impacted after solution is implemented Key Players  Roles within the organization who typically experience this specific pain Case Studies  Example case studies of where this pain was solved for another customer

8 © Solution Selling, Inc  PAGE 7 The Training Application Breakdown 100% <10% ~30% Training / HR Focus Sales Ops Focus Training Business Results THE GAP THE GAP TOOLS PLAY MAJOR ROLE IN CLOSING THE APPLICATION GAP

9 © Solution Selling, Inc  PAGE 8 Three Key Audiences that Benefit THOSE WHO BUILD THOSE WHO USE SALES TOOLS THOSE WHO INSPECT Sales Management Educate on usage, role in opportunity management (inspection) and coaching Sales Professionals Educate on when and how to use them and which ones to use Marketing, Delivery and Sales Professionals Focus on supporting sales by building sales tools (interim and going forward)

10 © Solution Selling, Inc  PAGE 9 MMTC Sales Process Map: (Draft 9/16/09) Close IM AnalyzeDevelopProveNegotiate Plan Implement What HELP is available? Define needs/wants & requirements Evaluate options Select solutions and evaluate risk Resolve issues and finalize contracts Implement and evaluate success  Get necessary documents signed  Identify potential beneficiary  Establish trust and credibility  Stimulate interest  Identify perceived pain  Conduct plant tour  Confirm and prioritize pain  Confirm dialogue and agree upon next steps  Diagnose admitted pain of Sponsor  Create or reengineer vision for sponsor  Gain agreement to explore further  Negotiate access to power  Confirm dialogue and agree upon next steps  Diagnose admit- ted pain of Power  Create or reengineer vision for power sponsor  Gain agreement to explore further  Determine evaluation criteria  Propose a plan of next steps  Confirm dialogue and agree upon plan of next steps  Begin execution of next steps  Present preliminary solution  Prove capabilities (Oper, Trans, Fin)  Conduct review of proposal  Issue proposal  Ask for the business  Receive verbal approval  Prepare for final negotiations  Reach final agreement  Conduct territory / account and/or opportunity planning  Identify potential opportunity  Conduct pre-call planning and research  Participation and follow-up of Learn About & Seminars  Develop Partner Relationships  Lead Follow-up  Implement solution  Complete implementation approach  Measure success criteria  Identify potential new opportunities  Obtain referrals Documents signed Lead Letter agreed upon Sponsor Letter agreed upon Evaluation Plan modified or agreed upon Verbal approval received Ts and Cs agreed upon Territory / Acct / Opportunity Plan developed Evaluations & Lead Tracking 90%10%25%50%75%100%  S.A. Prompter  Value Proposition  Reference Story  Bus. Dev. Letter  Bus. Dev. Prompter  Waste Walk  Trans. Planner/BPS  9 Block Model®  Pain Sheet®  S. A. Prompter  Sponsor Letter  Trans. Planner/BPS  9 Block Model®  Pain Sheet®  S. A. Prompter  Power S. Letter  Evaluation Plan  Transition Letter  Implement. Plan  Value Analysis  Success Criteria /A3  Negotiating Worksheet  Get-Give List  T/A/O Plan  Account Profile  Pain Chain®  Key Players List  Implementation Plan  Success Criteria  A3  Reference Story  Post project debrief PlanExecuteImplement  Sales  Sales mgt.  Sales support  Sales  Pre-sales  Marketing  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Sales mgt.  Sales  Sales mgt.  Sales support  Services  Sales Sales Process Steps Sales Process Activities Verifiable Outcomes Roles (examples) Sales Tools Sales Management System Implementation Plan completed Buying Process

11 © Solution Selling, Inc  PAGE 10 PlanIMAnalyze & DevelopProveFinalize and CloseImplement Sales Process with Sales Tool and Verifiable Outcomes Emphasis  Account Profile  Key Players List  Messaging Cards  Pain Chain®  Value Proposition  Reference Story  Business Development Letter / Prompters  Strategic Alignment Prompter (First Call Introduction)  Reference Story  9 Block Model®  Pain Sheet® for Sponsor (including Differentiators)  Pain Chain®  Sponsor Letter  9 Block Model®  Pain Sheet® for Power Sponsor (including Differentiators)  Power Sponsor Letter  Success Criteria  Evaluation Plan  Transition Issue and Capabilities  Implementation / Transition Plan Letter  Implementation / Transition Plan  Value Analysis / Justification  Negotiating Worksheet  Get-Give List  Implementation Plan  Success Criteria  Reference Story Sales Process Steps Verifiable Outcomes Sales Tools Sales Management System (with Win Odds per Milestone) Lead Letter agreed upon Sponsor Letter agreed upon Evaluation Plan modified or agreed upon Verbal approval received Ts and Cs agreed upon Documents signed Ts and Cs agreed upon Documents signed 90%-100%90%-100%10%10%25%25%50%50%75%75%

12 © Solution Selling, Inc  PAGE 11 Talent Assessment  Are intuitive  Have conversations  Ask questions  Make presentations  Make statements  Process is key to success 80% 20 % Journeypeople Eagles

13 © Solution Selling, Inc  PAGE 12 Situational Fluency What Buyers Should Expect from Salespeople Situational Knowledge Capability Knowledge People Skills Selling Skills How Do We Integrate? Situational Fluency: Integration of knowledge and skills by the salesperson for “eagle” performance

14 © Solution Selling, Inc  PAGE 13 Key Selling Skills PLANCREATEQUALIFYDEVELOPPROVENEGOTIATECLOSE Sales Process Steps Prospecting Developing Needs Developing and Delivering Value Managing Proof Accessing Power Qualifying / Disqualifying Controlling the Process Aligning Negotiating / Closing

15 © Solution Selling, Inc  PAGE 14 Shifting Buyer Concerns Phase I: Determine Needs Phase II: Evaluate Alternatives Phase III: Evaluate Risk Needs Cost Solution Risk Price Solution Needs Buying Phases Time Level of Concern

16 © Solution Selling, Inc  PAGE 15 Sales Tools for Completion Sales Tool GroupsPurpose and/or Actions Group 1  Account Profile  Key Players List  Pain Chain®  Brainstorm, analyze, discuss and agree upon key elements of a general opportunity upon which the development of all other sales tools will be based Group 2  Business Development Prompters and Letter  Reference Story  Initial Value Proposition  First Call Introduction  Develop sales tools that can be used to assist a sales professional in initiating a sales cycle by establishing credibility and targeting possible critical issues of the prospect Group 3  Pain Sheet® (Sponsor and Power Sponsor)  Evaluation Plan  Transition Issues & Capabilities  Transition-Implementation Plan  Value Analysis / Justification  Success Criteria  Negotiating Worksheet and Get-Give List  Create sales tools to help control the sales cycle, qualify the buying process, and mitigate buyer’s risk through promoting value and offering proof Group 4  Sponsor and Power Sponsor Letters  Situation Questions  Go/No Go Step Completion Letter  Sponsor Vision Reengineering Letter  Transition Plan Letter  Complete these sales tools based on input from Sales Tool Groups 1-3

17 © Solution Selling, Inc  PAGE 16 Basic Principle NO PAIN, NO CHANGE Pain = Problem, Critical Business Issue or Potential Missed Opportunity BASIC PRINCIPLE

18 © Solution Selling, Inc  PAGE 17 Criteria for Pain  Job specific  How the prospect is:  Measured  Motivated  Recognized  Rewarded  Viewed by peers  Personal  Provides a compelling reason to act

19 © Solution Selling, Inc  PAGE 18 Basis of Pain  Increasing  Costs  Competitive losses  Errors  Customer complaints  Returns  Employee turnover  Eroding  Profits  Market share  Service quality  Growth rate  Customer care  Compliance  Government regulation  Industry standard ? COMMON DENOMINATOR

20 © Solution Selling, Inc  PAGE 19 Basic Principle YOU CAN’T SELL TO SOMEONE WHO CAN’T BUY BASIC PRINCIPLE

21 © Solution Selling, Inc  PAGE 20 Approval Types and Roles Informal: Opportunity Level  Sponsor  Cannot make the buying decision  Provides information  Conducts internal selling  Provides access to power  Power Sponsor (a.k.a. “VP of Change”)  Enough influence (regardless of title) and authority to get it if they want it, even if unbudgeted  Can and will take you anywhere in the organization you need to go  Can and will negotiate the steps leading to a buying decision  Beneficiary  Adversary  End user Formal: Account Level  Legal / Technical / Administrative (Purchasing)  Financial  Ultimate Authority

22 © Solution Selling, Inc  PAGE 21 Three Sales within a Sale LINE OF BUSINESS SALE Operational Vision “What capabilities do we need to meet our business goals?” LINE OF BUSINESS SALE Operational Vision “What capabilities do we need to meet our business goals?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” FINANCIAL SALE Operational Vision + Transition / Implementation Vision “What is the overall value to the organization?” FINANCIAL SALE Operational Vision + Transition / Implementation Vision “What is the overall value to the organization?”

23 © Solution Selling, Inc  PAGE 22 Basic Principle: There are Four Levels of Buyer Need Level One: Latent Pain Level Two: Admitted Pain Level Three: Vision of a Solution Level Four: Active Evaluation BASIC PRINCIPLE

24 © Solution Selling, Inc  PAGE 23 Four Levels of Buyer Need: Definitions Level Four: Active Evaluation  Power person driving evaluation  Business issues are defined  Requirements are documented  Evaluation team in place Level Three: Vision of a Solution  Buyer accepts responsibility for solving problem  Buyer can visualize the when, who, and what that will enable them to address the reasons for their pain Level Two: Admitted Pain  Buyer is willing to discuss problems, difficulties or dissatisfaction with the existing situation  Buyer admits the problem, but does not know how to solve it Level One: Latent Pain  Buyer is not actively attempting to address a problem for which the salesperson can see a solution  Buyer is unaware a potential solution exists or may have failed at previous attempts to solve the problem  Buyer has rationalized potential solutions viewed so far as “too expensive,” “too complicated,” or “too risky,”

25 © Solution Selling, Inc  PAGE 24 Conceptual Sales Territory  Power person driving evaluation  Business issues defined  Requirements documented  Evaluation team in place * Not Looking Active * Of all the people who could benefit from your offering… What % are actively evaluating?

26 © Solution Selling, Inc  PAGE 25 How Organizations Evaluate and Buy Not LookingActive RequirementsCompany ACompany BCompany C

27 © Solution Selling, Inc  PAGE 26 Identify Opportunities through Planning Territory Account Opp Existing AccountsNew Accounts Territory Planning Account Planning Opportunity Planning

28 © Solution Selling, Inc  PAGE 27 Planning Account Pre-call Planning and Research Key Areas to Research  Company  History  Nature of the business  Mission statement  Annual reports / 10Ks  Offerings  Description  Types  Uniqueness  Market analysis  Size  Location  Trends  Maturity  Share  Financials  Balance sheet  Income statement  Track record  Competition  How positioned  Strategies  Comparisons  Executive profiles  Work history  Education  Competencies  Potential critical business issues (pains) Opportunities in the Pipeline

29 © Solution Selling, Inc  PAGE 28 Account Pre-call Planning and Research Information Sources  Review account’s website  Access public information  Annual Reports / 10-Ks Chairman’s Letter Financial highlights  Dun & Bradstreet (contact Marketing Manager) * – company overviews: financials, key people in the organization, industry-related news, competitor profiles, business & financial rankings, and company subsidiaries.  Google News Alert  MSN Business Online (www.msnbc.com) Company information and news articles searchable at the world, national and local levels  OneSource (www.onesource.com) * – A single source for detailed company information for both public and private companies.www.onesource.com  Standard & Poor’s (www.standardandpoors.com) – Financial information about organizations around the world in multiple languages. Financial information includes credit ratings, equity research, global indices and articles pertaining to the financial impact associated with world events.www.standardandpoors.com  US Securities Exchange Commission (www.sec.gov) – Information on public filings from 1993 – presentwww.sec.gov  Yahoo Finance  Contact account’s shareholder department ( ) with specific questions – become a shareholder  Contact salespeople and account managers within the prospect organization

30 © Solution Selling, Inc  PAGE 29 Account Pre-call Planning and Research What to Do with the Information  Identify key players  Identify potential areas for critical business issues (pains)  Match up key players with critical business issues (pains)  Align your capabilities to each key player and potential pain  Create an Initial Pain Chain® for the potential opportunity  Target most likely Power Sponsor  Determine your business development strategy leveraging the specific information gathered  Develop or select appropriate stimulating interest Sales Tools to support the strategy Account-level activities Opportunity-level activities

31 © Solution Selling, Inc  PAGE 30 Account Profile – Titan Games Inc. (TGI): Example Account Profile Company: Titan Games Incorporated (TGI) is a 20 year old organization which manufactures and distributes educational and recreational games and toys throughout the world. Offerings: TGI manufactures a line of educational and recreational games and toys that are endorsed and approved by leading experts in the field, and are ergonomically designed. Market analysis: Loss of shelf space has created market erosion, hence a loss of sales while lessening the company’s competitive position. Financials: Sales have declined in direct proportion to market and shelf space loss. Earnings per share have had a disproportionately high decline as margins are squeezed, and costs cannot be reduced quickly enough to protect profits. Competition: There are five primary competitors, three of which are technologically in a position to take advantage of TGI’s inefficiencies. Executive profiles: The CEO, Susan Brown, was hired in the past year to turn the company around because earnings per share have declined. The VP Finance, Jim Smith, has been with TGI for the past 5 years. He is currently unable to positively affect profits due to missed revenue targets and the increasing cost of credit write-offs. The VP Sales & Marketing, Steve Jones, is chartered with increasing revenues for TGI. He has been hampered by technology limitations that cause his salespeople to spend too much time servicing existing accounts while not developing new ones. The CIO, John Watkins, has been chartered with finding a solution to the technology deficiencies. Potential critical business issues: CEO: Earning per share are declining; VP Finance: Eroding profits, VP Sales & Marketing: Missing new account revenue targets

32 © Solution Selling, Inc  PAGE 31 Sales Tool Description Account Profile Overview: A brief overview of a target company that describes particular elements of the organization. The profile highlights challenges the organization is facing. Where / How used: The Account Profile serves as an ideal “quick information” resource for you to gain insight about an account into which you are about to make contact. The profile should include: Overview of the Company, Description of their Offerings, Analysis of their Markets, Summary of their Financial Status, Description of their Competition, Executive Biographies and Descriptions of Potential Pains. What you should achieve: The Account Profile should help you or your team to strategize on how to move forward with a potential opportunity by identifying specific pains the organization is likely to be facing. Additionally, identification of key players with the organization and their pains will start to formulate a picture of how the individuals’ pains are connected in a cause and effect relationship. Input required: Knowledge of the prospect’s organization, key players, and pains they are likely facing – a Key Players List for the industry will be useful. Note: Account Profiles can be supplemented by corporate information such as Account Plans or Customer Relationship Management data. There are also many third party organizations that can serve as a resource for researching and providing the latest information on accounts. A complete Account Profile represents the minimum amount of information that should be known before engaging with an opportunity.

33 © Solution Selling, Inc  PAGE 32 Exercise: Develop a Sample Account Profile Purpose:  To draft an Account Profile of a typical client to use as an example Activities:  Record key information about a typical account that would benefit from the selected offering(s) Notes:  You may model the profile after a real account, but reserve the right to change the information if necessary

34 © Solution Selling, Inc  PAGE 33 Account Profile: Template Account Profile Company: Offerings: Market analysis: Financials: Competition: Executive profiles: Potential critical business issues:

35 © Solution Selling, Inc  PAGE 34 Account Profile: Template Account Profile Company: Hillsdale Terminal, Inc. Manufactures and distributes electrical terminal products mostly in automotive and recreational vehicle industries. Current market is US. Company has been in business for Offerings: Manufacturer of Solderless crimp terminals and wiring accessories Market analysis: Customers are boat manufacturers and recreational and leisure manufacturers. Sell only to distributors, wholesalers, end users Financials: D&B says $3.4m annual sales Competition: Tyco, Terminal Supply, 3M Executive profiles: Frank Condon is President of company. Jim Condon is VP Potential critical business issues: Want to sell retail, build a capacity to sell on the web

36 © Solution Selling, Inc  PAGE 35 Key Players List: Manufacturing Industry (SME) Key Players (Job Title) Potential Pains President/Owner  Missing profit goals  Growth goals not being achieved  Lack of a future workforce Controller/CFO  Increasing costs  Inadequate cash flow  Profit goals not being met VP Operations/ Plant Manager  Increased production costs  Excess Inventory  Declining throughput Production Manager  Declining first pass yield  Decreased employee productivity  Inefficient equipment/processes Quality Manager  Increased defects  Inadequate QMS to meet needs of new, larger customers  Higher costs/less results implementing QMS VP Engineering  Miss-alignment with sales on product specs  Commoditized/mature products  Risks associated with new product launch Sales/Marketing Mgr  Declining sales revenue  Missing new account targets  Increased difficulties to differentiate  Ineffective sales channels performance CI Manager  Difficulty sustaining internal process improvement  Declining employee productivity HR Manager  Challenge attracting/retaining qualified labor  Increasing average age of workforce

37 © Solution Selling, Inc  PAGE 36 Job Aid Description Key Players List Overview: The Key Players List is a listing by industry of important job titles along with the likely critical business issues (pains) which that job title (key player) might face. Where / How used: The Key Players List helps you identify pains to probe for when marketing to, calling on or meeting with a particular buyer based on their job title and role. This is especially helpful when calling on a buyer or within an industry where you may less inexperience with or be unfamiliar with. The Key Players List can be used to initiate sales opportunities by identifying latent pains that buyers have not yet recognized. It also can be used to identify the underlying pain which have driven a buyer to commit to action in active sell cycles. What you should achieve: By using the Key Players List, you should be able to more quickly identify key players and their potential pains. It also can help develop your situational knowledgeable and experience in a given industry. Input required: To create a Key Players List, you must research the key players, their pains and job titles within your target industries.

38 © Solution Selling, Inc  PAGE 37 Exercise: Develop a Key Players List Purpose:  To draft a Key Players List to use as an example Activities:  Identify 5-6 client key players (by title) typically involved in a sales cycle for your chosen offering(s)  Record 5-6 potential pains faced by each key player. Ideally, your offering would directly or indirectly address one or more pains of the key players Notes:  Choose key players that represent various approval types such as Sponsors, Power Sponsors, etc  Remember a pain is personal and specific to the person and their role

39 © Solution Selling, Inc  PAGE 38 Key Players List Template Key Players (Job Title) Potential Pains                                                

40 © Solution Selling, Inc  PAGE 39 Key Players List Template (Continued) Key Players (Job Title) Potential Pains                                                

41 © Solution Selling, Inc  PAGE 40 Basic Principle PAIN FLOWS THROUGH AN ENTIRE ORGANIZATION BASIC PRINCIPLE

42 © Solution Selling, Inc  PAGE 41 Pain Chain® - “Cause and Effect” Job Title:Sales Manager Pain: Lack of marketing knowledge Reason:Lack of training Reason: Lack of resources Job Title:Sales Manager Pain: Lack of marketing knowledge Reason:Lack of training Reason: Lack of resources Job Title: President Pain: Inability to seize new market opportunity Reason: Lack of marketing knowledge Reason: Missing sales opportunities Job Title: President Pain: Inability to seize new market opportunity Reason: Lack of marketing knowledge Reason: Missing sales opportunities

43 © Solution Selling, Inc  PAGE 42 Pain Chain™: Manufacturing. Example Job Title:VP Operations Pain:Increased production costs Reason A:Declining first pass yield Reason B:Decreased employee productivity Job Title:VP Operations Pain:Increased production costs Reason A:Declining first pass yield Reason B:Decreased employee productivity Job Title:President/Owner Pain: Missing profit goals Reason A:Increased production costs Reason B: Decrease in sales revenue Job Title:President/Owner Pain: Missing profit goals Reason A:Increased production costs Reason B: Decrease in sales revenue Job Title:Quality Manager Pain:Increased defects Reason A:Inability to identify root causes Reason B:Lack of process controls Reason C:Lack of adherence to a QMS Reason D: Lack of a QMS Job Title:Quality Manager Pain:Increased defects Reason A:Inability to identify root causes Reason B:Lack of process controls Reason C:Lack of adherence to a QMS Reason D: Lack of a QMS Job Title:Production Manager Pain:Declining first pass yield Reason A:Increased defects Reason B: Increased process waste Job Title:Production Manager Pain:Declining first pass yield Reason A:Increased defects Reason B: Increased process waste

44 © Solution Selling, Inc  PAGE 43 Sales Tool Description Pain Chain® Overview: The Pain Chain® is a graphical depiction of the cause and effect relationship of critical business issues (pains) inside an organization. It includes job title, pain, and the reasons for that pain. The graphic shows a pain as being a reason for someone else’s pain. Where / How Used: This job aid can be employed in multiple ways and in multiple points in a sell cycle. It can be used as a pre-call planning aid to understand potential interdependencies in an opportunity. After interviewing key players, a seller can re-craft an Initial Pain Chain® to reflect their new findings. It is also used when building a business case to identify sources of benefits across the organization. The Pain Chain® becomes an “organizational impact chart” when used to explain the benefits to the customer(s). It can then be viewed as a “Gain Chain.” What you should achieve: A completed Pain Chain® demonstrates to the client an insightful understanding of their business. In addition, as the seller’s understanding of the client’s overall situation is expanded so is the corresponding opportunity to build a broad base of support and justification for implementation of the solution. Input required: To create a Pain Chain®, you must understand the pain(s) of key players in the organization and the reasons for the pain(s). As many key players in an organization may have multiple pains, the Job Aid Build team must narrow the pains down to one per key player. The pains and the reasons for other key player’s pains should relate to one another with little confusion or misunderstanding in order to teach the concept of “organizational interdependency” with ease.

45 © Solution Selling, Inc  PAGE 44 Exercise: Create a Pain Chain® Purpose:  To create a Pain Chain® to use as an example for demonstrating how one pain in the organization affects other key players Activities:  Using the Key Players List and Account Profile that have already been drafted:  Identify (by title) at least 4 key players within your opportunity  Identify the primary pain and reasons for each of these key players  Using the key players and their pains, construct a Pain Chain® showing their organizational interdependency. Do this by tracing the flow of pain up and/or down the organization  Each pain should have at least two reasons

46 © Solution Selling, Inc  PAGE 45 Pain Chain® Template Job Title: Pain: Reason A: Reason B: Job Title: Pain: Reason A: Reason B: Job Title: Pain: Reason A: Reason B: Job Title: Pain: Reason A: Reason B: Job Title: Pain: Reason A: Reason B: Job Title: Pain: Reason A: Reason B: Job Title: Pain: Reason A: Reason B: Job Title: Pain: Reason A: Reason B:

47 © Solution Selling, Inc  PAGE 46 Sales Tools for Completion Sales Tool GroupsPurpose and/or Actions Group 1 Account Profile Key Players List Pain Chain®  Brainstorm, analyze, discuss and agree upon key elements of a general opportunity upon which the development of all other sales tools will be based Group 2  Business Development Prompters and Letter  Reference Story  Initial Value Proposition  First Call Introduction  Develop sales tools that can be used to assist a sales professional in initiating a sales cycle by establishing credibility and targeting possible critical issues of the prospect Group 3  Pain Sheet® (Sponsor and Power Sponsor)  Evaluation Plan  Transition Issues & Capabilities  Transition-Implementation Plan  Value Analysis / Justification  Success Criteria  Negotiating Worksheet and Get-Give List  Create sales tools to help control the sales cycle, qualify the buying process, and mitigate buyer’s risk through promoting value and offering proof Group 4  Sponsor and Power Sponsor Letters  Situation Questions  Go/No Go Step Completion Letter  Sponsor Vision Reengineering Letter  Transition Plan Letter  Complete these sales tools based on input from Sales Tool Groups 1-3

48 © Solution Selling, Inc  PAGE 47 Business Development: Messaging Considerations “Are You Curious?”  You have limited time to get attention and create curiosity  Business-to-business vs. Business-to-consumer  Put yourself in the mind of the buyer  Target pains / critical business issues: describe how someone else has solved a problem target a peer in a potentially similar situation select a problem they might have or to which they can relate  Communicate value  The communication should NOT:  focus on company history or new offerings  ask them to buy anything or schedule a meeting  ask the buyer to admit “pain”

49 © Solution Selling, Inc  PAGE 48 Sales Tool Description Business Development Prompters Overview: This job aid provides a seller with a variety of dialogue prompters to help stimulate interest with prospective clients by focusing on critical issues (pains) typical of the client’s job title. It gives the seller an opportunity to establish credibility by demonstrating situational fluency while helping to differentiate himself/herself from other sellers through proven techniques and best practices. Where / How Used: It is used as a prompter - not a script. This job aid is typically used as part of the “stimulating interest ” of the Solution Selling® process and can be used in a variety of settings including telephone calls, voice mail messages, and face to face communications at networking events, trade shows, etc. What you should achieve: When used successfully, the prospect’s curiosity will grow and they will want to know more about how who helped someone else with a situation they can relate to. The conversation could then continue further by the seller sharing a reference story. Input required: To create Business Development Prompters, you must know the key pains, and reasons for pains, of the individuals by job titles that can benefit from your offerings.

50 © Solution Selling, Inc  PAGE 49 Business Development Prompters Business Development Prompter: New Opportunity This is Ron Quinkert with the Michigan Manufacturing Technology Center. You and I haven’t spoken before, our organization been working with Michigan manufacturers for more than 20 years. A common trend we are hearing lately from other JAMA members is their difficulty in finding new business. Despite the tough economy, we have been able to help other members identify new business prospects. Would you like to know how? Business Development Prompter: Menu Approach (See Business Development Letter) This is Tim Ford with the MMTC. You and I haven’t spoken before, but we have been working with Michigan manufacturers for the last 20 years. The top three concerns we are hearing from other Sales Managers are: decreasing sales, lack of new leads and lack of resources. We’ve helped companies like: JC Gibbons, Bolton Conductive and Integrity Steel address some of these issues. Would you like to know how? Business Development Prompter: Referral Approach This is Karen Seman with the MMTC. You and I haven’t spoken before, but Patricia Yulkowski, President of Total Door suggested that I give you a call. We were able to help her address her difficulty with developing their new web site. Would you like to know how? Business Development Prompter: Multiple Contact Approach This is Tim Ford with the MMTC. You might recall my last regarding the Learn-About you attended where we described how we have been working with Michigan manufacturers to find new customers. A common trend is frustration with declining sales due to the economy. We have been able to help our customers address this issue. Would you like to know how?

51 © Solution Selling, Inc  PAGE 50 Business Development Letter / Template Dear Mr. Smith, Our company is in the business of helping our clients find new business. We have been working with Michigan manufacturers for over 20 years. Our clients include Bolton Conductive, JC Gibbons and Integrity Steel. Some of the chief concerns we heard from them included: Decreasing sales Lack of new sales leads Lack of resources to generate new business We have been able to help our customers successfully deal with these and other issues. I would like an opportunity to share some examples with you. If you are interested in learning how we have helped other manufacturers solve some very challenging issues, please call me at and I will provide you with more information. In lieu of your call, I’ll plan a follow-up call on October 30th. Best Regards, Ron Quinkert, cBSP Dear Mr. Smith, Our company is in the business of helping our clients find new business. We have been working with Michigan manufacturers for over 20 years. Our clients include Bolton Conductive, JC Gibbons and Integrity Steel. Some of the chief concerns we heard from them included: Decreasing sales Lack of new sales leads Lack of resources to generate new business We have been able to help our customers successfully deal with these and other issues. I would like an opportunity to share some examples with you. If you are interested in learning how we have helped other manufacturers solve some very challenging issues, please call me at and I will provide you with more information. In lieu of your call, I’ll plan a follow-up call on October 30th. Best Regards, Ron Quinkert, cBSP

52 © Solution Selling, Inc  PAGE 51 Reference Story: Format and Template FORMATREFERENCE STORY TEMPLATE Job title / industry: A customer job title and vertical industry Critical business issue: The pain of the above title One of the reasons: One of the reasons for the critical business issue biased to your product / service Capabilities (when, who, what): In the words of your customer, the business event, the player(s) and specific capabilities needed to address the critical business issue (He / She / They told us they needed a way…) We provided: If the “solution” is described properly above, all we have to do here is say that we provided those capabilities Result: Specific measurement is best ($ or %) Situation:The Lean Champion Critical Business Issue: Increased production costs Reason(s):One of the key reasons was declining employee productivity. Capability(s): (when, who, what) He said he wanted a way that, when filling customer orders, his workforce would utilize standardized work processes and eliminate non-value added activity. We provided…that capability Result:Eliminated 510 hours per year of NVA activity · On-time machine deliveries improved to 97% (up from 92%) · Vendor performance improved to 98% on-time delivery (up from 92%)

53 © Solution Selling, Inc  PAGE 52 Reference Story Format Situation:A customer job title and vertical industry Critical Business Issue: 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): (when, who, what) 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 %

54 © Solution Selling, Inc  PAGE 53 Sales Tool Description Reference Story Overview: This job aid provides a seller with a dialogue prompter to help build credibility with a client by helping the client begin discussing their critical issues (pain). It gives the seller an opportunity to share situationally specific examples of how the prospect’s peers have been helped by implementing capabilities provided by the seller’s organization. Where / How Used: It is used as a prompter - not a script. This job aid is typically used as part of the “Stimulating Interest” step of the Solution Selling® process, but can be used effectively to assist in building credibility or getting pain admitted. What you should achieve: When used successfully, the prospect will either admit pain, or the seller will discover that the prospect already has a vision of a solution. The conversation could then continue further by vision processing (creation or reengineering). Input required: To create a Reference Story you must have specific examples from previous sales and know the measurable results that were achieved by implementing capabilities provided by your organization. Note: If measured results are not available, indicate (as a footnote) that the Reference Story results are for education purposes or that they are pending

55 © Solution Selling, Inc  PAGE 54 Exercise: Craft a Reference Story Purpose:  To draft a Reference Story that could be used to establish credibility, stimulate interest and begin the discussion of pain with a prospect Activities:  Using the Sponsor from the Pain Chain® and Pain Sheet® exercise:  Fill in the Reference Story Template with the information already identified  Create the measurable results achieved as the outcome of buying the solution Note:  Although Reference Stories are traditionally developed at the end of a sales engagement, this sample will be used as if it was the basis for stimulating interest into the current opportunity (scenario) thus it should “map” to the existing scenario (i.e. Sponsor from the Pain Chain® and Pain Sheet® )

56 © Solution Selling, Inc  PAGE 55 Reference Story: Format and Template FORMATREFERENCE STORY TEMPLATE Job title / industry: A customer job title and vertical industry Critical business issue: The pain of the above title One of the reasons: One of the reasons for the critical business issue biased to your product / service Capabilities (when, who, what): In the words of your customer, the business event, the player(s) and specific capabilities needed to address the critical business issue (He / She / They told us they needed a way…) We provided: If the “solution” is described properly above, all we have to do here is say that we provided those capabilities Result: Specific measurement is best ($ or %) Situation: Critical Business Issue: Reason(s): Capability(s): (when, who, what) We provided……this capability Result:

57 © Solution Selling, Inc  PAGE 56 The Value Cycle “Lead with Value” CLOSE VERIFYMEASURE LEAD Initial Value Proposition

58 © Solution Selling, Inc  PAGE 57 Building a Compelling Value Proposition Your Offering Customer B Situation Customer A Situation Initial Value Proposition Reference Story Projected Results Measured Results EXTRAPOLATE

59 © Solution Selling, Inc  PAGE 58 Initial Value Proposition: Format and Template VALUE PROPOSITION “We believe that Morton Buildings should be able to Reduce production costs by 10%, or $6.6 million annually through the ability to streamline production and eliminate non-value added steps as a result of re-mapping your work processes, accurately allocating costs across product lines, and updating the skills of your personnel for an investment of $50,000 Value Proposition Assumptions:  Fabrication Line not included  Morton personnel available at requested times  Assume gross margin of 40% on sales of $370m = COGs of $222m  Assume project impacts 30% of COGs = $66m/10 = $6.6m

60 © Solution Selling, Inc  PAGE 59 Sales Tool Description Value Proposition Overview: A statement which projects the potential quantified benefit (value) a client could realize through the implementation of a specific capability or solution. It is intended to create curiosity and serve as the catalyst to start a sales cycle. Where / How used: The projected quantified benefits are extrapolated from a previous successful implementation(s) or engagement(s) and then projected upon the prospective client. The primary use is to stimulate interest in what the seller may have to offer. If interest is generated, the (Initial) Value Proposition can and should be refined during the sell cycle eventually evolving to a more elaborate Value Analysis / ROI. What you should achieve: The Value Proposition should stimulate interest with the client (or prospect) and commence a sell cycle. Input required: To create a Value Proposition you must have knowledge of the specific value already achieved by a customer who is using your products / services. You will also need to know specific information about the prospect you are targeting.

61 © Solution Selling, Inc  PAGE 60 Exercise: Develop an Initial Value Proposition Purpose:  To draft an initial Value Proposition that could be used to lead with value and stimulate interest with a prospect Activities:  Extrapolate the results and characteristics found in the Reference Story to create a Value Proposition for the targeted prospect (i.e. the Sponsor ) Notes:  This should be built on well-known metrics that a successful account has experienced  Much like the Reference Story, since the Value Proposition will be positioned as a method for stimulating interest into the current opportunity (scenario) it should “map” to the existing scenario (i.e. Sponsor from the Pain Chain® and Pain Sheet® )

62 © Solution Selling, Inc  PAGE 61 Initial Value Proposition: Format and Template VALUE PROPOSITION “We believe that TC Sports should be able to increase sales by $500,000 through the ability to market effectively, drive new RFQ opportunities, and infiltrate new markets as a result of updating personnel skill sets and website enhancement, for an investment of $ 22,000” VALUE PROPOSITION “We believe that TC Sports should be able to increase sales by $500,000 through the ability to market effectively, drive new RFQ opportunities, and infiltrate new markets as a result of updating personnel skill sets and website enhancement, for an investment of $ 22,000” Value Proposition assumptions being made:  Average sale amount = $20,000  Closing ratio = 15%  24 hour response to all quote opportunities  Personnel available at requested times 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? ].

63 © Solution Selling, Inc  PAGE 62 Strategic Alignment Prompter (Steps 1 and 2) Step 2: Introduce Call  State call objective * What I’d like to do today is to: Introduce you to the Michigan Manufacturing Technology Center Tell you about another Sales Manager in the injection molding business we have worked with I would then like to learn more about you and your situation… …at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed any further.”  Share positioning statement (Use “we help” theme) “ The MMTC is in the business of helping Michigan Manufacturers identify new markets, generate new leads, and close more sales”  Provide company / personal introduction * FACTS □We are part of the national network of the Manufacturing Extension Partnership, which makes our approach dramatically different. We are dedicated to helping small to medium sized Michigan manufacturers make operational improvements. A key point is that as part of the MEP network, we are measured on your results. □ Our approach to training and consulting is focused on knowledge transfer. We teach you how to fish, we don’t do the fishing for you. We also help you implement what you’ve learned, making you self sufficient. □ We helped a total of 1,250 Michigan manufacturers since our inception.  Share relevant Reference Story (or progress-to-date) “A particular situation you might be interested in is another __________ (organization type). Their __________ (job title) was having difficulty with __________ (pain). The reasons for his/her difficulty were __________. What he/she needed was some way to (describe capabilities) __________. We provided them with those capabilities and the result was __________ (specific result).”  Transition to “getting pain admitted” “But enough about __________ (my company). Tell me (more) about you and your situation.” * Alter steps for existing vs. new relationships as relevant

64 © Solution Selling, Inc  PAGE 63 Strategic Alignment Prompter (Steps 1 and 2) Step 2: Introduce Call  State call objective * What I’d like to do today (or… during the next ___ minutes) is to: Introduce you to IMEC Tell you about another OEM supplier we have worked with I would then like to learn (more) about you and your situation… …at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed any further.”  Share positioning statement (Use “we help” theme) IMEC is in the business of helping companies to be more productive and competitive.  Provide company / personal introduction * FACTS  IMEC has been in business since 1996  We’ve worked with nearly 2,000 Illinois manufacturers  We have 10 offices statewide  On average, our clients report a 10 to 1 return on their investment in our resources  Share relevant Reference Story (or progress-to-date) “A particular situation you might be interested in is another Caterpillar Supplier. Their VP of Operations was having difficulty with increasing production costs. The reason for his difficulty was a decline in employee productivity. What he said he needed was a way when filling customer orders, his production workers would have standardized work processes to follow with minimal non-value added activities. We provided them with those capabilities and as result his on-time delivery improved from 65% to more than 95%.  Transition to “getting pain admitted” “But enough about IMEC. Tell me about you and your situation.” * Alter steps for existing vs. new relationships as relevant

65 © Solution Selling, Inc  PAGE 64 Exercise: Create the First Call Introduction Information Purpose:  To draft specific elements of messaging during a first call to allow the sales professional to properly introduce themselves to a new prospect in order to establish the call agenda and credibility Activities:  Create a positioning statement that describes how the company helps their clients  Create this with the title and industry of the prospect in mind  Provide 3-4 facts about the company and/or seller that will help the prospect draw desired conclusions

66 © Solution Selling, Inc  PAGE 65 First Call Introduction Template: Strategic Alignment Prompter (Step 2) Step 2: Introduce Call  State call objective * What I’d like to do today (or… during the next ___ minutes) is to: Introduce you to __________ (my company) Tell you about another _________ (job title and industry) we have worked with I would then like to learn (more) about you and your situation… …at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed any further.”  Share positioning statement (Use “we help” theme) “__________________ (my company) is in the business of helping organizations / companies in the __________________ industry to… (provide brief statement of how organizations use our products and services) ____________________________________________________________________________________________.”  Provide company / personal introduction * FACTS □ __________________________________________  Share relevant Reference Story (or progress-to-date) “A particular situation you might be interested in is another __________ (organization type). Their __________ (job title) was having difficulty with __________ (pain). The reasons for his/her difficulty were __________. What he/she needed was some way to (describe capabilities) __________. We provided them with those capabilities and the result was __________ (specific result).”  Transition to “getting pain admitted” “But enough about __________ (my company). Tell me (more) about you and your situation.” * Alter steps for existing vs. new relationships as relevant

67 © Solution Selling, Inc  PAGE 66 Sales Tools for Completion Sales Tool GroupsPurpose and/or Actions Group 1 Account Profile Key Players List Pain Chain®  Brainstorm, analyze, discuss and agree upon key elements of a general opportunity upon which the development of all other sales tools will be based Group 2 Business Development Prompters and Letter Reference Story Initial Value Proposition First Call Introduction  Develop sales tools that can be used to assist a sales professional in initiating a sales cycle by establishing credibility and targeting possible critical issues of the prospect Group 3  Pain Sheet® (Sponsor and Power Sponsor)  Evaluation Plan  Transition Issues & Capabilities  Transition-Implementation Plan  Value Analysis / Justification  Success Criteria  Negotiating Worksheet and Get-Give List  Create sales tools to help control the sales cycle, qualify the buying process, and mitigate buyer’s risk through promoting value and offering proof Group 4  Sponsor and Power Sponsor Letters  Situation Questions  Go/No Go Step Completion Letter  Sponsor Vision Reengineering Letter  Transition Plan Letter  Complete these sales tools based on input from Sales Tool Groups 1-3

68 © Solution Selling, Inc  PAGE VALUE UNIQUENESSUNIQUENESS Differentiation Grading Chart Cool, Nice to have Differentiators Core CapabilitiesJunk

69 © Solution Selling, Inc  PAGE 68 Solution Messaging Card: Definitions Pain  One of the core pains Reasons for Pain  Contributing factors or causes to the pain Organization Impact  Additional critical issues that could happen as a result of the pain not being addressed  Could be personal or organizational impact Trend Relevance  Additional talking points around this pain that are happening in the marketplace  Could find information related to industry or issue specifically through 3 rd party research  Trends will be used to help improve messaging and enable sales to establish creditability through increased situational knowledge  Ensures empathy for the customer and their situation Capabilities  What the customer must do to address the pain and reasons  Should be stated as “ability to” in non-solution and company specific way  Should link to core capabilities and defensible differentiation Solution Linkage  Name of solution and/ or components that address the pain Differentiators  Specific differentiators components included in the solution Metrics / Proof of Value  Specific points of measure/ KPI’s that will be impacted after solution is implemented Key Players  Roles within the organization who typically experience this specific pain Case Studies  Example case studies of where this pain was solved for another customer

70 © Solution Selling, Inc  PAGE 69 Basic Principle DIAGNOSE BEFORE YOU PRESCRIBE BASIC PRINCIPLE

71 © Solution Selling, Inc  PAGE 70 I1 I3 C1 C2 C3 R1 R2 R3 I2 Architecture of the 9 Block Vision Processing Model™ Diagnose ReasonsVisualize CapabilitiesExplore Impact Open Control Confirming PAIN BUYING VISION 3 Question Types 3 Areas of Exploration Customer’s Point of View Salesperson’s Point of View Combined Point of View

72 © Solution Selling, Inc  PAGE Block Vision Processing Model® - Vision Creation Diagnose ReasonsVisualize CapabilitiesExplore Impact Open Control Confirming PAIN $ BUYING VISION $ C1I1 R1 C2I2 R2 C3I3R3 “Besides yourself, who in your organization is impacted by this (pain) and how are they impacted?” “Is this (pain) causing… (another pain)?” “If so, would (other job title) also be concerned?” #?, %?, $? “From what I just heard, (repeat the “who” and “how”) are impacted. It sounds like this is not just your problem, but a ______ problem! Is that correct?” “What is it going to take for you to be able to (achieve your goal)?” “Could I try a few ideas on you?” “You mentioned (recall reason)… Would it help if … Capability Vision A?... Capability Vision B?... Capability Vision C?... “So, IF you had the ability to (summarize capability visions), THEN could you (achieve your goal)?” “Tell me about it, what is causing you to have this… (repeat pain)?” “Is it because… Reason A?… Reason B?... Reason C?... #?, %?, $? “So, the reasons for your (pain) are…? Is that correct?”

73 © Solution Selling, Inc  PAGE 72 Pain Sheet™ - Situational Fluency Prompter®: Example Pain: Job Title & Industry: Offering: Missing on time deliveries (Size-up pain – What is the goal? (98%) What is actual? (88%) Production Manager Kiazen Events REASONS (R2)IMPACT (I2)CAPABILITIES (C2) Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? A you are experiencing unscheduled machine down time? What is the maximum hours of machine time availability per week/per year? (80)(4000) What percentage of time is loss due to unscheduled machine down time (4%) What is the market value of products produced per hour? ($2,300) So, the value of products lost due to unscheduled down time is approximately 160 hours or $368,000 per year, is that correct? (Yes) How much of that $368,000 could be eliminated if you could optimally schedule preventive maintenance? (50 % or $184,000) lost orders? Increased inventory costs? Increased production costs? Is the VP Manufacturing impacted? loss of (or threat of losing) customers? declining profits? poor cash flow? Is the President/Owner impacted? AWhen: Who: What: equipment is not operating within spec (i.e. temp, lube, filters, etc.) your machine operator could apply minor preventive maintenance or notify a technician so that proper maintenance can be optimally scheduled B customer demands require an increasing number of setups? How many set ups per week/year? (6)(300) How does compare to last year? (up 10%) What about in the future? (10% higher) What is the average time per set up? (1.5 hour) That means that 450 hours per year is required today and 495 for future volume? (Yes) What is the market value of products produced per hour? ($2,300) That means the value of products lost due to machine set up is approximately 1M per year, is that correct? (Yes) How much of that 1M could be saved with time saving setup techniques and standard procedures? (50% or $500,000) BWhen Who: What: set ups are required your set up team could apply time saving techniques, have easy access to required tools, and follow standard procedures so that set up time is reduced C your experiencing frequent out-of-raw materials at the point of use? How many hours per week/per year are lost due to raw material outage? (.5 hours)(25hours) What is the market value of products produced per hour? ($2,300) That means that the value of products lost due to raw material outage is approximately $57,500 per year? (Yes) Shouldn’t that all be eliminated? (Yes) CWhen Who: What: raw materials are approaching predetermined minimal levels your line workers could have inventory replenished automatically and before outage occur and production stops

74 © Solution Selling, Inc  PAGE 73 Pain Sheet™ - Situational Fluency Prompter®: Example Pain: Job Title & Industry: Offering: Missing on time deliveries (Size-up pain – What is the goal? (98%) What is actual? (88%) Production Manager Kiazen Events REASONS (R2)IMPACT (I2)CAPABILITIES (C2) Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? D You have an improper line balance? What percent of true capacity do you think you are operating at right now? (92%) How much of that 8% gap is due to improper flow i.e. bottlenecks, excess product travel, wait time, etc. (50%) What is your current annual output? (10M) That would mean a potential gain of $400,000 in sales. Is that a good estimate? (Yes) How much of that $400,000 could be realized if you could quickly analyze line balance, identify bottlenecks, and reallocate resources to improve flow? (80% or $320,000) lost orders? Increased inventory costs? Increased production costs? Is the VP Manufacturing impacted? loss of (or threat of losing) customers? declining profits? poor cash flow? Is the President/Owner impacted? DWhen: Who: What: product mix changes occur your production team could quickly analyze line balance, identify bottlenecks, and reallocate resources to improve flow E EWhen Who: What: F FWhen Who: What:

75 © Solution Selling, Inc  PAGE 74 Sales Tool Description Pain Sheet® Overview: A Pain Sheet® is a questioning prompter used with the 9 Block Vision Processing Model®. It provides a set of control questions to help diagnose a business issue (pain), identify the impacts of that pain on the rest of the organization, and describe the capabilities which could be provided to address the pain. It is an integral job aid to creating (or reengineering) visions biased to specific offerings / solutions of the seller’s organization. Where / How used: It is used with the 9 Block Vision Processing Model® for creating (or reengineering) customer visions biased toward specific offerings / solutions of your organization. What you should achieve: The use of the Pain Sheet® with the 9 Block Vision Processing Model® will help bring the buyer to a vision of how he / she will be able to address their critical business issue (pain) as well as quantify the value to them and understand the impact their pain has across the organization. Input Required: To build a Pain Sheet® you will need understanding of potential Sponsor / Power Sponsor (likely) pains as well as associated reasons. Situational knowledge of how the capabilities of your product can address the client’s business initiatives and in turn solve their critical issues. A knowledge of your offering’s differentiators will be useful.

76 © Solution Selling, Inc  PAGE 75 Exercise: Develop a Pain Sheet® Purpose:  To develop a Pain Sheet® that would used by a sales professional to diagnose an admitted business issue of a likely Sponsor –level buyer.  To help assist the sales professional is addressing a business pain and articulate the differentiated value that his/her offering can provide Activities:  Based on the differentiated capabilities that have already been articulated:  Restate them in a “when, who, what” format focusing on how the client would be able to use the capabilities in the future  Align the capabilities with the reasons they would address  Be sure to include other key players affected by the pain in the impact column  Add “drill down” questions to the reasons on the Pain Sheet® to help quantify diagnosis Notes:  Ensure reasons are contributors to the (likely) pain of the Sponsor

77 © Solution Selling, Inc  PAGE 76 Pain Sheet® - Situational Fluency Prompter®: Template Pain: Job Title & Industry: Offering: Loss of business and profits Owner, Manufacturing Market Diversification REASONSIMPACTCAPABILITIES Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? A You rely too much on one shrinking customer What’s the annual sales to this main customer? ($3M) What has the sales trend been over the last year? (Decreased 15%) So if my math is correct, you need to replace at least $345k to make up for the loss. How many new leads have been generated to replace lost business? (Two) What was the value of the two new customers? ($150K) So if my math is correct, that leaves a gap of $195k On a scale of 1 to 10, how confident are you that you can fill that gap? (2. In other words, we can probably get 20% using current resources) If you had (repeat capability), how much of that $156k (80% of the $195k) could you get? (100%) AWhen: Who: What: Looking for new customers you could quickly and easily identify and qualify potential new prospects? B Lack of pricing power and declining profits Have your profit margins declined over the last two years? How much? (5% per year, now making only 6%) Have you ever investigated other higher profit markets to sell into? (Yes, we tried with no results) What were the revenue and margin expectations in those markets? (6 new customers with 15% margins) So if my math is correct, that represents $450k in revenue, with almost $68k in profits. (Yes) If you had (repeat capability), how much of that $450k could you get? (Maybe 30%) BWhen: Who: What: Selling your product You Had data to help choose target market segments with higher profit potential? C Fear of the unknown Have you missed opportunities because you were unsure if your core competencies aligned with new markets? (Yes) Is there an opportunity existing today that you have been considering but are unsure of the risk or market requirements? (Yes, $500k in vending machine manufacturing) CWhen: Who: What: faced with unknown risk You had Readily available market insights to help decide which new markets fit your core competencies? D Lack of Sales and Marketing Skills How many leads a month do you have? 10 How many of those leads result in a sale? Maybe 1 (If no leads, what was the historic closing rate? 5%) What is your average customer value? $100,000 So, if my math is correct, the value of having 20 new leads a month is approximately $1,200,000. Is this correct? Wow. Yes. If you had (repeat capability), how much of that $1.2M could you secure? (50%) DWhen: Who: What: Looking for new business You or your staff Had a repeatable process to identify and qualify the most likely prospects?

78 © Solution Selling, Inc  PAGE 77 Pain Sheet® - Situational Fluency Prompter®: Template Pain: Job Title & Industry: Offering: Lack of Resources to Attract New Customers Owner, Manufacturing Market Diversification REASONSIMPACTCAPABILITIES Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? A No dedicated sales or marketing staff Who does your sales and marketing now? Me How much time do you dedicate to sales and marketing efforts? What are the types of marketing activities that you do? How do you measure the success of those activities? Do you have anyone that could dedicate 4 hours per week to new marketing efforts? AWhen: Who: What: Looking for new prospects you Could use current staff more effectively with an established process? B Ineffective website Do you receive leads from your website? How many of those leads result in a sale? Do you track the visitor traffic to your website? BWhen: Who: What: Looking for a new supplier Your prospective customer could more easily find your company instead of your competitors C Lack of communication toolsCWhen: Who: What: D Lack of knowledge / skillsDWhen: Who: What:

79 © Solution Selling, Inc  PAGE 78 Pain Sheet® - Situational Fluency Prompter®: Template Pain: Job Title & Industry: Offering: REASONSIMPACTCAPABILITIES Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? A XXX aaa AWhen: Who: What: B BWhen: Who: What: C XXXCWhen: Who: What: D YYYDWhen: Who: What:

80 © Solution Selling, Inc  PAGE 79 Gaining Access to Power A Second Vision Processing Conversation Power Sponsor Pain Reason A Reason B Reason C Power Sponsor Pain Reason A Reason B Reason C Sponsor Pain Reason A Reason B Reason C Sponsor Pain Reason A Reason B Reason C I2C2 RI R2 I1C1 R3I3C3 I2C2 RI R2 I1C1 R3I3C3

81 © Solution Selling, Inc  PAGE 80 Pain Sheet™ - Situational Fluency Prompter®: Example Pain: Job Title & Industry: Offering: Lost orders (Size-up pain- What is the $ revenue value of lost orders? ( ) VP Manufacturing Kiazen Events REASONS (R2)IMPACT (I2)CAPABILITIES (C2) Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? A You are missing on time deliveries Your Production Manager believes it is possible to recapture a little over $1Million related to missing on time deliveries. Do you agree? (Yes) loss of (or threat of losing) customers? declining profits? poor cash flow? Is the President/Owner impacted? AWhen: Who: What: When Who: What When Who: What When Who: What equipment is not operating within spec (i.e. temp, lube, filters, etc.) your machine operator could apply minor preventive maintenance or notify a technician so that proper maintenance can be optimally scheduled set ups are required set ups are required your set up team could apply time saving techniques, have easy access to required tools, and follow standard procedures so that set up time is reduced raw materials are approaching predetermined minimal levels your line workers could have inventory replenished automatically and before outage occur and production stops AND product mix changes occur your production team could quickly analyze line balance, identify bottlenecks, and reallocate resources to improve flow

82 © Solution Selling, Inc  PAGE 81 Pain Sheet™ - Situational Fluency Prompter®: Example Pain: Job Title & Industry: Offering: Lost orders (Size-up pain- What is the $ revenue value of lost orders) VP Manufacturing Quality, Solution Selling REASONS (R2)IMPACT (I2)CAPABILITIES (C2) Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? B you are not able to meet potential customers quality requirements? How many opportunities were lost over the past 12 months? (5) What was the potential sales volume of those opportunities? ($800,000) What is the quality standard that is mostly commonly requested ? (ISO9000) If you were ISO 9000 Registered, how much of that $800,000 would have hit the sale line? (At least 50% or $400,000) loss of (or threat of losing) customers? declining profits? poor cash flow? Is the President/Owner impacted? BWhen Who: What: potential customers require proof of quality you sales team could offer your status as an ISO 9000 registered company as proof that your organization adheres to the rigors of an internationally recognized quality standard C you are not competitive on short-run jobs? How many short-run opportunities did you bid during the past year? (15) How many were accepted? (0) How many opportunities were not bid on? (60) What would you estimate the revenue value of these 75 opportunities? ($1.5M) What % of these opportunities could you have won if you were more competitive on short-runs? (60%) If you could pass on cost savings from efficiency and productivity gains, how much of that $900,000 would have hit the sales line? (At least 1/3 or $300,000) CWhen Who: What: bidding on short-run jobs your sales team could pass on cost savings realized with improved efficiencies and increased productivity D D

83 © Solution Selling, Inc  PAGE 82 Exercise: Develop a Pain Sheet® for a Power Sponsor Purpose:  To develop a Pain Sheet® that would used by a sales professional to diagnose an admitted business issue of a likely Power Sponsor –level buyer.  To help assist the sales professional is addressing a business pain and articulate the differentiated value that his/her offering can provide Activities:  Based on the differentiated capabilities that have already been articulated:  Restate them in a “when, who, what” format focusing on how the client would be able to use the capabilities in the future  Align the capabilities with the reasons they would address  Be sure to include other key players affected by the pain in the impact column  Add “drill down” questions to the reasons on the Pain Sheet® to help quantify diagnosis Notes:  Ensure reasons are contributors to the (likely) pain of the Power Sponsor

84 © Solution Selling, Inc  PAGE 83 Pain Sheet® - Situational Fluency Prompter®: Template Pain: Job Title & Industry: Offering: REASONSIMPACTCAPABILITIES Is it because; Today…?Is this (pain) causing…?What if…; Would it help if…? A AWhen: Who: What: B BWhen: Who: What: C CWhen: Who: What: D DWhen: Who: What:

85 © Solution Selling, Inc  PAGE 84 Draft Evaluation Plan: Example Attachment to Power Sponsor Letter / [DRAFT] EventWeek of√Responsible Go/No Go Billable Phone interview John Watkins (CIO)Feb 14Us/TGI Phone interview Donna Moore (COO)Feb 14Us/TGI Summarize findings to management team and agree to evaluation plan Feb 21Us/TGI* Prove capabilities to management teamFeb 28Us* Perform detailed survey of current systems (2 days)March 4Usyes Present preliminary solution/designMarch 11Us* Implementation plan approval by IT departmentMarch 18TGI* Determine / present value justificationMarch 18Us/TGI* Agree on preliminary success criteriaMarch 18Us/TGI Send our license agreement to legalMarch 18Us Gain legal approval (Terms & Conditions)April 4TGI* Visit Corporate HQApril 11Us Pre-proposal review meetingApril 18Us Present proposal for approvalApril 25Us* Transition kickoff & finalize success criteriaMay 10Us/TGI Measure success criteriaOngoingTGI * Mutual decision to proceed

86 © Solution Selling, Inc  PAGE 85 Job Aid Description Evaluation Plan Overview: The Evaluation Plan is a key job aid used in conjunction with the Power Sponsor Letter. It outlines the suggested steps that should be followed during the rest of the sales process. Where / How used: The Evaluation Plan combines events that the seller wants to achieve with the events that the client wants to achieve. The client will “buy into” an Evaluation Plan as soon as he / she starts to change it. Dates are assigned to each event with the thought of closing the sale on an agreed upon date. This helps the seller shorten sales cycles and enhances forecasting abilities. What you should achieve: The Evaluation Plan should help the seller maintain control of the buying process by documenting all events that will take place during the course of the sale and the order in which those events will take place. By managing this plan with a client, the seller can feel secure about when resources will be needed and the hurdles to overcome leading to closure of the sale. Also highlighting some of the important events as “go / no go” points gives both parties the opportunity to “disengage” from the opportunity if it does not benefit them. Input required: To create the Evaluation Plan, the Job Aid Build team will need knowledge of the events included in a entire sale process, whether or not the events should be billable (i.e. proof steps that incur hard cost), the potential cost alternative events to those the client may request, the time involved in presenting or demonstrating each event as it relates to the specific offering being “sold” and the typical length of the sale cycle for that offering.

87 © Solution Selling, Inc  PAGE 86 Exercise: Create a Sample Evaluation Plan Purpose:  To create an Evaluation Plan as an example to help the seller communicate the steps necessary to provide all relevant proof steps and move the opportunity to closure while helping create a sense of ownership of the plan for the buyer Activities:  Create an example Evaluation Plan that could be executed with the Power Sponsor to lead to the closure of the sales cycle  Include typical proof steps required by the Power Sponsor to evaluate the chosen solution  Include any type of legal, technical, or administrative reviews that may be necessary  Be sure to think through the key Evaluation Plan components (date and sequence of events, go/no go steps, resources needed, which events are billable, etc.) Notes:  Ensure this does not become an internal “to-do” list but requires action on the part of the prospect organization

88 © Solution Selling, Inc  PAGE 87 Draft Evaluation Plan: Template [DRAFT] EventWeek of√Responsible Go/No Go Billable * Mutual decision to proceed

89 © Solution Selling, Inc  PAGE 88 Three Sales within a Sale LINE OF BUSINESS SALE Operational Vision “What capabilities do we need to meet our business goals?” LINE OF BUSINESS SALE Operational Vision “What capabilities do we need to meet our business goals?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” FINANCIAL SALE Operational Vision + Transition / Implementation Vision “What is the overall value to the organization?” FINANCIAL SALE Operational Vision + Transition / Implementation Vision “What is the overall value to the organization?”

90 © Solution Selling, Inc  PAGE 89 Draft Evaluation Plan: Example Attachment to Power Sponsor Letter / [DRAFT] EventWeek of√Responsible Go/No Go Billable Phone interview John Watkins (CIO)Feb 14Us/TGI Phone interview Donna Moore (COO)Feb 14Us/TGI Summarize findings to management team and agree to evaluation plan Feb 21Us/TGI* Prove capabilities to management teamFeb 28Us* Perform detailed survey of current systems (2 days)March 4Usyes Present preliminary solution/designMarch 11Us* Implementation plan approval by IT departmentMarch 18TGI* Determine / present value justificationMarch 18Us/TGI* Agree on preliminary success criteriaMarch 18Us/TGI Send our license agreement to legalMarch 18Us Gain legal approval (Terms & Conditions)April 4TGI* Visit Corporate HQApril 11Us Pre-proposal review meetingApril 18Us Present proposal for approvalApril 25Us* Transition kickoff & finalize success criteriaMay 10Us/TGI Measure success criteriaOngoingTGI * Mutual decision to proceed

91 © Solution Selling, Inc  PAGE 90 The Transition Sale: Transition Issues & Capabilities - Example Executives, Users and Beneficiaries Susan Brown – CEO, Jim Smith – VP Finance, Steve Jones – VP Sales & Marketing and Donna Moore - COO Person responsible for implementation of needed operational capabilities Name and Title: John Watkins – CIO Transition Issue: Delays implementing e-commerce application on schedule REASONSOUR TRANSITION CAPABILITIES A.Technical staff lacks time and resources to devote to a new system A.One week after agreement to proceed, our programmers will begin customizing the e-commerce application while supervised by your staff B.Available packages don’t integrate with existing applications B.60 days prior to cut-over, our consultants will guide your programmers to create interfaces with existing applications C.Limited training resourcesC.Two weeks prior to cut-over, one of our business partners could be contracted for salesperson training so your IT staff could concentrate on integrating the application

92 © Solution Selling, Inc  PAGE 91 Job Aid Description (Documentation of) Transition Issues and Capabilities Overview: A document that outlines the primary issues as well as the associated reasons, of the person within the client organization tasked with implementing the seller’s product / service. It also presents the seller’s capabilities that correspond with the reasons for the primary issue. Where / How used: Transition issues normally come up when trying to convince the person tasked with implementation to implement a potential solution that the lines of business needs to solve their business problems. They usually center around the fact that although they are interested in helping the business, he / she (responsible for implementation) doesn’t see how they can make it happen given their challenges which usually revolve around an extensive list of tasks already in place and/or deficiencies in staff and/or skills. What you should achieve: This provides another opportunity for the seller to create a transition vision with the buyer. You should also have an aid that helps minimize the risk associated with implementing the line-of-business capabilities. Input Required: To “document” the Transition Issues & Capabilities you will need an understanding of the buyers potential concerns with the implementation as well as the steps the implementation team will need to take in order to ensure a successful implementation into the buyer’s organization. A knowledge of your company’s services may be useful.

93 © Solution Selling, Inc  PAGE 92 Exercise: Identify Transition Issues and Capabilities Purpose:  Identify potential transition issues that could be roadblocks for closing the opportunity so that sellers can anticipate them and use them as the basis for a diagnostic conversation with one responsible for implementation Activities:  Describe at least two reasons why someone in the buying organization (for your opportunity) might face a technical / transition issue when implementing the operational capabilities.  Describe the corresponding capabilities (services) that could resolve the reasons for the transition issue Note:  This framework can be leveraged to create a Transition Issues Pain Sheet®

94 © Solution Selling, Inc  PAGE 93 Transition Issues & Capabilities Worksheet Executives, Users and Beneficiaries Person responsible for implementation of needed operational capabilities Name and Title: Transition Issue: REASONSOUR TRANSITION CAPABILITIES A. B. C.

95 © Solution Selling, Inc  PAGE 94 Three Sales within a Sale LINE OF BUSINESS SALE Operational Vision “What capabilities do we need to meet our business goals?” LINE OF BUSINESS SALE Operational Vision “What capabilities do we need to meet our business goals?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” FINANCIAL SALE Operational Vision + Transition / Implementation Vision “What is the overall value to the organization?” FINANCIAL SALE Operational Vision + Transition / Implementation Vision “What is the overall value to the organization?”

96 © Solution Selling, Inc  PAGE 95 Draft Evaluation Plan: Example Attachment to Power Sponsor Letter / [DRAFT] EventWeek of√Responsible Go/No Go Billable Phone interview John Watkins (CIO)Feb 14Us/TGI Phone interview Donna Moore (COO)Feb 14Us/TGI Summarize findings to management team and agree to evaluation plan Feb 21Us/TGI* Prove capabilities to management teamFeb 28Us* Perform detailed survey of current systems (2 days)March 4Usyes Present preliminary solution/designMarch 11Us* Implementation plan approval by IT departmentMarch 18TGI* Determine / present value justificationMarch 18Us/TGI* Agree on preliminary success criteriaMarch 18Us/TGI Send our license agreement to legalMarch 18Us Gain legal approval (Terms & Conditions)April 4TGI* Visit Corporate HQApril 11Us Pre-proposal review meetingApril 18Us Present proposal for approvalApril 25Us* Transition kickoff & finalize success criteriaMay 10Us/TGI Measure success criteriaOngoingTGI * Mutual decision to proceed

97 © Solution Selling, Inc  PAGE 96 Value Analysis Total Benefits (ABC Manufacturing Example) Increased PROFITS from additional sales REVENUE  Retained annual sales revenues resulting from reduced defects $500K (1)  New annual sales revenue resulting from improved throughput $500K (1)  Profit margin is 32% (1) $1M sales revenue increase X 0.32 (profit margin) = $320K profit increase Reduced COSTS  Rework (1) Avoided COSTS  Recruiting and new hire training costs (2) = $560,000 cost decrease = $100,000 cost avoided INTANGIBLES  Improved morale by the sales staff (1)(3)  Increased throughput for greater capacity (1)  Improved cash flow (2) (1) VP Operations (2) Controller (3) HR Manager

98 © Solution Selling, Inc  PAGE 97 Value Analysis Total Investment (ABC Manufacturing Example) One time INVESTMENT  Professional (1) $10K in Q2, $25K in Q3, 15K in Q4 $50,000 (1)Selling Organization

99 © Solution Selling, Inc  PAGE 98 Value Analysis ABC Manufacturing Example Phased over time (in 000s) Q1Q2Q3 Q4 BENEFITS Increased profits (1) Reduced costs (1) Avoided costs (2)01045 Quarterly total Cumulative value INVESTMENTS One time investment Cumulative investment NET VALUE Quarterly total Cumulative total (1)VP Operations (2)Controller 1 st year net return: $930,000 Breakeven point: 2 th quarter ROI: 19.6X

100 © Solution Selling, Inc  PAGE 99 Sales Tool Description Value Analysis / Value Justification Overview: The Value Analysis / Value Justification Model is used to document the projected benefits (revenue increase and cost decrease) associated with the used of the seller’s product / service after implementation. The cost or investment of the overall offering (“solution”) should be documented as well (including maintenance and services). Where / How used: The Value Analysis / Value Justification Model is used early in phase II of the sale (as the prospect is evaluating alternatives). It is used to present a detailed breakdown of the potential costs decreases and revenue increases within the buyer’s organization associated with the implementation of the seller’s product and services. This job aid enables a seller to present the value of their offering in relation to presenting the costs in terms of an investment. The strength in using this model is that the numbers for the analysis come from the prospect. This financial data is derived from the seller’s conversation with the buyer(s) during the vision processing conversation(s). What you should achieve: Using the Value Analysis / Value Justification Model will help sellers be able to project the “return on investment (%)”, the First Year Net Return ($), and the Breakeven Point (Qtr) using the numbers provided by the prospect. Note: Be careful using the term “ROI” vs. “Value Analysis” since most clients have different definitions and parameters around the phrase “ROI”. Input Required: Completion of the model requires the cost / customer investment of the entire project, projected increased revenue and decreased costs associated with the use of the implemented offering, and the return over a specific time period.

101 © Solution Selling, Inc  PAGE 100 Exercise: Create a Sample Value Analysis Purpose:  Create a draft of an example Value Analysis / Value Justification (spreadsheet) formulating the information that would be uncovered during the diagnostic conversations (vision processing) Activities:  Prepare a Value Analysis / Value Justification that demonstrates how the projected benefits of your capabilities compare against the investment to be made on the part of the customer Notes:  You may want to describe the individual benefits (increase profit from increased revenue, reduced cost and avoided costs) and investments (one-time and on-going) on separate pages and then have the final page show the comparative analysis in the form of a spreadsheet  Regarding expected benefits, consider the ramp up time associated with implementing and fully utilizing capabilities

102 © Solution Selling, Inc  PAGE 101 Value Analysis: Benefits Increased PROFITS from additional sales REVENUE             Reduced COSTS  Avoided COSTS  INTANGIBLES       (1) (2) (3) (4)

103 © Solution Selling, Inc  PAGE 102 Value Analysis: Investment One time INVESTMENT         On-going INVESTMENT         (1) (2) (3) (4)

104 © Solution Selling, Inc  PAGE 103 Value Analysis (Comparison) Phased over time (in 000s) Q1Q2Q3 Q4 BENEFITS Increased profits Reduced costs Avoided costs Quarterly total Cumulative value INVESTMENTS One time investment On-going investment Quarterly total Cumulative investment NET VALUE Quarterly total Cumulative total 1 st year net return: $ _____________ Breakeven point: Quarter _____ ROI (first year): _________%

105 © Solution Selling, Inc  PAGE 104 Draft Evaluation Plan: Example Attachment to Power Sponsor Letter / [DRAFT] EventWeek of√Responsible Go/No Go Billable Phone interview John Watkins (CIO)Feb 14Us/TGI Phone interview Donna Moore (COO)Feb 14Us/TGI Summarize findings to management team and agree to evaluation plan Feb 21Us/TGI* Prove capabilities to management teamFeb 28Us* Perform detailed survey of current systems (2 days)March 4Usyes Present preliminary solution/designMarch 11Us* Implementation plan approval by IT departmentMarch 18TGI* Determine / present value justificationMarch 18Us/TGI* Agree on preliminary success criteriaMarch 18Us/TGI Send our license agreement to legalMarch 18Us Gain legal approval (Terms & Conditions)April 4TGI* Visit Corporate HQApril 11Us Pre-proposal review meetingApril 18Us Present proposal for approvalApril 25Us* Transition kickoff & finalize success criteriaMay 10Us/TGI Measure success criteriaOngoingTGI * Mutual decision to proceed

106 © Solution Selling, Inc  PAGE 105 Success Criteria: Leveraging Success CriteriaBaselineQ1Q2Q3Q4 I2C2 RI R2 I1C1 R3I3C3 Reference Story Situation: Critical issue: Reasons: Capabilities: We provided: Results: Reference Story Situation: Critical issue: Reasons: Capabilities: We provided: Results: Business Development Prompter: New Opportunity This is __________ (salesperson name) with __________ (your company). You and I haven’t spoken before, but we have been working with __________ (specific industry) organizations for the last ___ (#) years. A common trend we are hearing lately from other __________ (job title) is their frustration (difficulty) with _______________ (job title’s likely critical issue / pain) [resulting from ______ (articulate common reasons)]. We have been able to help our customers address this issue. Would you like to know how?

107 © Solution Selling, Inc  PAGE 106 Sales Tool Description Success Criteria Overview: Measuring Success Criteria helps track the effectiveness of implementation. Where / How used: Establishing what criteria will be measured should be done with the Power Sponsor. The measurement of realized value compared to projected value is post sale activity. What you should achieve: Success Criteria tracks information that can be used to open new sales opportunities within an existing customer, provide guidelines for maintaining a strong customer relationship, and also provide quantifiable results that can be used in future Reference Stories. A major benefit of setting the criteria to be measured with the prospect is that is helps to reduce the risk the prospect starts to feel as they began to see themselves implementing the seller’s offering. Note: Risk is a dire concern to a buyer at this phase in their buying process. Input Required: To create the Success Criteria, actual customer results are required. In order to complete the template, specific, measurable elements of the Value Analysis / ROI that the seller’s products / services have influence over must be determined with the prospect. You also must determine the length of time to be engaged with the client in this activity. Note: Make sure that the criteria (when measured) can be attributed to your offerings. E.g. Often times stock price is a not a good element to track because too many things affect its value outside of your control.

108 © Solution Selling, Inc  PAGE 107 Exercise: Create Sample Success Criteria Purpose:  To create a sample list of Success Criteria that your sellers could use as a starting point for recommendation Activities:  List some of the Success Criteria that would me measured after implementation (i.e. those things that will change in the business as a result of implementing your offering)  Establish a baseline metric that would demonstrate that the seller should work with the buyer to agree on baseline metrics by which to measure against Note:  Ensure the items listed are controllable by the capabilities of your offering. Be cautious of using items that could be affected by numerous outside variables

109 © Solution Selling, Inc  PAGE 108 Success Criteria Template CriteriaBaselineQ1Q2Q3Q4 (1) (2) (3) (4)

110 © Solution Selling, Inc  PAGE 109 Negotiating  Knowledge is power  Plan before you begin  Is it closeable during this meeting?  Know what you will accept  Know what you are willing to give  Seek to understand the true interests underlying buying positions taken  Give reluctantly and slowly (if necessary)  Withstand up to three “squeezes” by the buyer  Don’t give without getting  Be willing to walk away today  Salesperson must overcome emotional hurdle first  Buyer must believe he/she is getting the best price  Use a mutual win approach  If less than 100% of quota, do not negotiate alone

111 © Solution Selling, Inc  PAGE 110 Negotiating Worksheet: Example Is it closeable today? Power to buy? Payback agreed to? VP Finance L/T/A approvals? VP Finance Plan completed? Known cost since: 4 months Stand 1 (Plan): “Our published plan shows an implementation starting on Monday. Is this issue worth the delay?” Stand 2 (Value): “When we calculated the payback, you told me that even with all of the costs included the return was higher than you expected and the project would pay for itself in 10 months.” Stand 3 (Pain): “The reasons we have spend the last four months together is because you are not meeting your new account revenue targets. That issue is not going to go away until you gain these new capabilities.” Salesperson: “The only way I could do something for you is if you could do something for me.” Buyer (should ask): “Like what?” GET “Is it possible for you to… move phases I and II together and take delivery of the hardware shipment this quarter? Is that possible?” If the buyer indicates a concession, present your “give” GIVE “If you can… move phases I and II together, then we are prepared to offer __________ which is worth $__________. Can we go forward on that basis?”

112 © Solution Selling, Inc  PAGE 111 Sales Tool Description Negotiating Worksheet Overview: The Negotiating Worksheet is used as a pre-negotiation preparation tool. It helps you resist requests for concessions likely to be made by the buyer. Where / How used: The Negotiating Worksheet should be completed prior to discussions to finalize the terms of the sale. It provides guidelines to making stands against buyer concessions. The stands should be based on logical information you developed during the buying process. Key “stands” may include (in no particular order of importance): 1. Pain Stand – recall the buyer’s pain driving the opportunity 2. Vision Stand – recall the vision established to address the critical business issue 3. Value Stand – recall the quantifiable value associated with addressing the pain 4. Plan Stand – recall the Evaluation Plan indicating the timeline to realize benefits What you should achieve: Reduced stress by minimizing the pressure on you to discount price or give in on terms Higher margins Fewer concessions Improved negotiations Better business terms and conditions Input required: To create the Negotiating Worksheet, pain must have been uncovered, a buying vision created, a Value Justification Model completed, and an Evaluation Plan with a planned implementation date agreed upon.

113 © Solution Selling, Inc  PAGE 112 Exercise: Develop a Negotiating Worksheet and Get-Give List Purpose:  Create a sample Negotiating Worksheet in order to depict how key information established during the sales cycle can assist sellers in preparing for a final negotiation  Prepare a Get-Give List in anticipation of having to satisfy a concession Activities:  Develop 3-4 logic-based stands that serve to undermine potential concessions asked of by your buyer. The logic inherent in these stands should be based on the business case developed throughout the sales cycle  Prepare for the negotiation by creating a Get-Give List:  Developing a list of potential concessions (“gives”)  Developing a list of potential requests (“gets”)  Developing a list of non negotiable items

114 © Solution Selling, Inc  PAGE 113 Negotiating Worksheet Is it closeable today?__ Power to buy? __ Payback agreed to? VP Finance __ L/T/A approvals? VP Finance __ Plan completed? __ Known cost since: 4 months Stand 1 Stand 2 Stand 3 Salesperson: “The only way I could do something for you is if you could do something for me.” Buyer (should ask): “Like what?” GET “Is it possible for you to… _____________________________________________________ ___________________________________________________________? Is that possible?” Silence! Only if buyer accepts your condition GIVE “If you can… ______________________, then we are prepared to offer _________________ _____________________ which is worth $__________. Can we go forward on that basis?”

115 © Solution Selling, Inc  PAGE 114 Get-Give List Your priority GET Value GIVE Projected customer priority  NOT NEGOTIABLE 1 2 3

116 © Solution Selling, Inc  PAGE 115 Sales Tools for Completion Sales Tool GroupsPurpose and/or Actions Group 1 Account Profile Key Players List Pain Chain® Pain Sheet® (for Sponsor)  Brainstorm, analyze, discuss and agree upon key elements of a general opportunity upon which the development of all other sales tools will be based Group 2 Business Development Prompters and Letter Reference Story Initial Value Proposition First Call Introduction  Develop sales tools that can be used to assist a sales professional in initiating a sales cycle by establishing credibility and targeting possible critical issues of the prospect Group 3 Pain Sheet® (for Power Sponsor) Evaluation Plan Transition Issues & Capabilities Transition-Implementation Plan Value Analysis / Justification Success Criteria Negotiating Worksheet and Get-Give List  Create sales tools to help control the sales cycle, qualify the buying process, and mitigate buyer’s risk through promoting value and offering proof Group 4  Sponsor and Power Sponsor Letters  Situation Questions  Go/No Go Step Completion Letter  Sponsor Vision Reengineering Letter  Transition Plan Letter  Complete these sales tools based on input from Sales Tool Groups 1-3

117 © Solution Selling, Inc  PAGE 116 Potential Sponsor Letter / Example John Smith (Quality Manager), Thank you for your interest in our company. The purpose of this letter is to summarize my understanding of our meeting and our action plan. We discussed the following: (1) Your primary critical issue is increased defects which has added $600,000 this year to production costs. (2) Reasons your defects are increasing:  the inability to identify the root cause of the defects  lack of process controls  lack of adherence to your quality management system (3) Capabilities you said you needed:  that when parts or products are rejected, your quality personnel could apply effective data collection, defect analysis, and problem solving tools to identify the root cause and to implement corrective actions  when manufacturing a part or product, all your machine operators could eliminate variances by knowing exactly what to do and how to do it  when processing an order, all personnel involved would follow required work instruction and procedures. You said if you had these capabilities, you would be able to reduce then number of existing defects and help reduce and address future defects, allowing you to recapture $560,000 of production costs. Our next steps (4) You agreed to move forward with our company (5) and said if we succeed in proving we can give you these capabilities, you will introduce me to Eric Jones, your VP Operation. You mentioned Eric is not happy with the increased production costs and its impact on profits. (6) I would like to propose that we arrange a meeting with another Quality Manager who has implemented QMS tools and practices with our help. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you Monday to discuss it further. Sincerely, Steve Parsons John Smith (Quality Manager), Thank you for your interest in our company. The purpose of this letter is to summarize my understanding of our meeting and our action plan. We discussed the following: (1) Your primary critical issue is increased defects which has added $600,000 this year to production costs. (2) Reasons your defects are increasing:  the inability to identify the root cause of the defects  lack of process controls  lack of adherence to your quality management system (3) Capabilities you said you needed:  that when parts or products are rejected, your quality personnel could apply effective data collection, defect analysis, and problem solving tools to identify the root cause and to implement corrective actions  when manufacturing a part or product, all your machine operators could eliminate variances by knowing exactly what to do and how to do it  when processing an order, all personnel involved would follow required work instruction and procedures. You said if you had these capabilities, you would be able to reduce then number of existing defects and help reduce and address future defects, allowing you to recapture $560,000 of production costs. Our next steps (4) You agreed to move forward with our company (5) and said if we succeed in proving we can give you these capabilities, you will introduce me to Eric Jones, your VP Operation. You mentioned Eric is not happy with the increased production costs and its impact on profits. (6) I would like to propose that we arrange a meeting with another Quality Manager who has implemented QMS tools and practices with our help. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you Monday to discuss it further. Sincerely, Steve Parsons Qualification Components:

118 © Solution Selling, Inc  PAGE 117 Potential Sponsor Letter / Template Name-of-Sponsor, Thank you for your interest in your-company-name. The purpose of this letter ( ) is to summarize my understanding of our meeting and our action plan. We discussed the following: Your primary critical business issue is describe-the-sponsor’s-pain. The reasons you are having this critical business issue are:  Describe-Reason-A  Describe-Reason-B  Describe-Reason-C The capabilities you said you needed to resolve this situation are:  Describe-Capability-A  Describe-Capability-B  Describe-Capability-C Our next steps You agreed to move forward with our company and said if we succeed in proving we can give you these capabilities, you will introduce me to power-sponsor’s-name-and-title. You mentioned he/she is not happy with the impact that your critical business issue is having upon his/her ability to describe-the-power-sponsor’s-pain-or-goal. I would like to propose that describe-proof-step. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on date to discuss it further. Sincerely, Salesperson’s-name Name-of-Sponsor, Thank you for your interest in your-company-name. The purpose of this letter ( ) is to summarize my understanding of our meeting and our action plan. We discussed the following: Your primary critical business issue is describe-the-sponsor’s-pain. The reasons you are having this critical business issue are:  Describe-Reason-A  Describe-Reason-B  Describe-Reason-C The capabilities you said you needed to resolve this situation are:  Describe-Capability-A  Describe-Capability-B  Describe-Capability-C Our next steps You agreed to move forward with our company and said if we succeed in proving we can give you these capabilities, you will introduce me to power-sponsor’s-name-and-title. You mentioned he/she is not happy with the impact that your critical business issue is having upon his/her ability to describe-the-power-sponsor’s-pain-or-goal. I would like to propose that describe-proof-step. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on date to discuss it further. Sincerely, Salesperson’s-name

119 © Solution Selling, Inc  PAGE 118 Potential Power Sponsor Letter / Example Jim (VP Finance), Thank you for meeting with Steve Jones and me earlier today. I believe it was time well spent for both TGI and our company. We discussed the following: (1) Your primary critical issue is declining profits due to the revenue shortfall. You said you were about $8 million below plan. (2) Reasons for declining profits: □Missing new account revenue targets □Rising operational costs □Increasing credit write-offs (3) Capabilities you said you needed: □when visiting your web-site, your customers could place and confirm orders via the internet, get questions answered through a FAQ menu, be notified of promotions, and be prompted to submit referrals □for customers to be able to click on a FAQ web menu to get their answers and only require a CSR for extraordinary situations □prior to accepting an order, your web-site could alert your customer to outstanding credit issues needing to be resolved with the ability to speak to someone in your accounting department (4) You said if you had these capabilities, Steve could meet his revenue targets, Donna Moore could reduce operating expenses, your Controller could reduce the average age of his receivables and you would be able to increase profits by at least $4.5 M. Our next steps (5) When I told you I was confident our company could help you integrate an e-Commerce application with your existing internal accounting and inventory system, you agreed to commit the resources needed to evaluate our ability to do so. (6) Based on my knowledge to date, I am attaching a suggested evaluation plan for your further exploration of our company. Look it over with Steve, and I will call you on February 7, to get your thoughts. Sincerely, Bill Hart Attachment: Draft Evaluation Plan Jim (VP Finance), Thank you for meeting with Steve Jones and me earlier today. I believe it was time well spent for both TGI and our company. We discussed the following: (1) Your primary critical issue is declining profits due to the revenue shortfall. You said you were about $8 million below plan. (2) Reasons for declining profits: □Missing new account revenue targets □Rising operational costs □Increasing credit write-offs (3) Capabilities you said you needed: □when visiting your web-site, your customers could place and confirm orders via the internet, get questions answered through a FAQ menu, be notified of promotions, and be prompted to submit referrals □for customers to be able to click on a FAQ web menu to get their answers and only require a CSR for extraordinary situations □prior to accepting an order, your web-site could alert your customer to outstanding credit issues needing to be resolved with the ability to speak to someone in your accounting department (4) You said if you had these capabilities, Steve could meet his revenue targets, Donna Moore could reduce operating expenses, your Controller could reduce the average age of his receivables and you would be able to increase profits by at least $4.5 M. Our next steps (5) When I told you I was confident our company could help you integrate an e-Commerce application with your existing internal accounting and inventory system, you agreed to commit the resources needed to evaluate our ability to do so. (6) Based on my knowledge to date, I am attaching a suggested evaluation plan for your further exploration of our company. Look it over with Steve, and I will call you on February 7, to get your thoughts. Sincerely, Bill Hart Attachment: Draft Evaluation Plan Qualification Components: 1 Pain 2 Reasons for the Pain 3 Buying Vision 4 Organizational Impact 5 Agreement to Explore 6 Evaluation Plan Set-up

120 © Solution Selling, Inc  PAGE 119 Potential Power Sponsor Letter / Template Name-of-Power-Sponsor, Thank you for meeting with Name-of-Sponsor and me earlier today. I believe it was time well spent for both organizations. We discussed the following: Your primary critical business issue is describe-the-power-sponsor’s-pain. The reasons you are having this critical business issue are:  Describe-Reason-A  Describe-Reason-B  Describe-Reason-C The capabilities you said you needed to resolve this situation are:  Describe-Capability-A  Describe-Capability-B  Describe-Capability-C You said if you had these capabilities that describe-how-others-impacted-will-reach-their-goals. Our next steps When I told you I was confident that our organization can help you describe-goal-of-power-sponsor, you agreed to take a serious look at our ability to do so. Based on my knowledge to date, I am suggesting an evaluation plan for your further exploration of our organization’s capabilities. Look over the plan with _______________ Name-of-Sponsor and I will call you on date to get your thoughts. Sincerely, Salesperson’s-name Attachment: Draft Evaluation Plan Name-of-Power-Sponsor, Thank you for meeting with Name-of-Sponsor and me earlier today. I believe it was time well spent for both organizations. We discussed the following: Your primary critical business issue is describe-the-power-sponsor’s-pain. The reasons you are having this critical business issue are:  Describe-Reason-A  Describe-Reason-B  Describe-Reason-C The capabilities you said you needed to resolve this situation are:  Describe-Capability-A  Describe-Capability-B  Describe-Capability-C You said if you had these capabilities that describe-how-others-impacted-will-reach-their-goals. Our next steps When I told you I was confident that our organization can help you describe-goal-of-power-sponsor, you agreed to take a serious look at our ability to do so. Based on my knowledge to date, I am suggesting an evaluation plan for your further exploration of our organization’s capabilities. Look over the plan with _______________ Name-of-Sponsor and I will call you on date to get your thoughts. Sincerely, Salesperson’s-name Attachment: Draft Evaluation Plan

121 © Solution Selling, Inc  PAGE 120 Potential Vision Reengineering Sponsor Letter / Template Name-of-Sponsor, Thank you for your interest in your-company-name. The purpose of this letter ( ) is to summarize my understanding of our meeting and our action plan. We discussed the following: The capabilities you said you needed:  Describe-Capability-A  Describe-Capability-B  Describe-Capability-C You said if you have these capabilities you would be able to address your primary critical business issue of describe-the- sponsor’s-pain. The reasons you are having this critical business issue are:  Describe-Reason-A  Describe-Reason-B  Describe-Reason-C Our next steps You mentioned your current situation impacts others including power-sponsor’s-name-and-title-and-others. At the close of our conversation, you suggested you would schedule a meeting with them so we can discuss the organizational impact of this issue. At that meeting we can mutually agree upon next steps. As we discussed, I will be required to provide proof that we can give you these capabilities and you will require that same proof from all other potential vendors. I am available for our next meeting this on date-range-and-time-range. I will call you on date to schedule the appointment, it should take about number minutes. Sincerely, Salesperson’s-name Name-of-Sponsor, Thank you for your interest in your-company-name. The purpose of this letter ( ) is to summarize my understanding of our meeting and our action plan. We discussed the following: The capabilities you said you needed:  Describe-Capability-A  Describe-Capability-B  Describe-Capability-C You said if you have these capabilities you would be able to address your primary critical business issue of describe-the- sponsor’s-pain. The reasons you are having this critical business issue are:  Describe-Reason-A  Describe-Reason-B  Describe-Reason-C Our next steps You mentioned your current situation impacts others including power-sponsor’s-name-and-title-and-others. At the close of our conversation, you suggested you would schedule a meeting with them so we can discuss the organizational impact of this issue. At that meeting we can mutually agree upon next steps. As we discussed, I will be required to provide proof that we can give you these capabilities and you will require that same proof from all other potential vendors. I am available for our next meeting this on date-range-and-time-range. I will call you on date to schedule the appointment, it should take about number minutes. Sincerely, Salesperson’s-name

122 © Solution Selling, Inc  PAGE 121 Getting Pain Admitted – Flowchart (Step 3) Talking freely? Pain? ASK SITUATION QUESTIONS ASK MENU OF PAIN QUESTIONS No Yes No Pain? Transition to Getting Pain Admitted (End of Step 2) “But enough about (my company). Tell me about you and your situation.” Transition to Getting Pain Admitted (End of Step 2) “But enough about (my company). Tell me about you and your situation.” No Pain? No Yes Qualify Out Prioritize Pain Step 4 No

123 © Solution Selling, Inc  PAGE 122 Getting Pain Admitted Question Examples SITUATION QUESTIONS MENU OF PAIN QUESTIONS “Today, when a part or product is rejected, what steps are taken to identify the root cause?” “Today, if a machine operator has a question regarding a particular work procedure what do they do?” “What type of customer complaints are you hearing recently?” “What bad thing happens because of the situation you described?” “The top three difficulties we are hearing from Quality Managers these days include:  Increased defects  Inadequate QMS to meet the needs of new, larger customers  Higher costs/less results implementing QMS …are you facing any of these issues today?” OR …are you curious how we have helped our customers deal with these issues?”

124 © Solution Selling, Inc  PAGE 123 “Go/No Go” Step Completion Letter / Example To: cc: Subject: Evaluation Plan - step completion Attachment: Updated Evaluation Plan v2.doc Eric and team, I am pleased to report that another milestone has been completed. On February 21 your team approved the evaluation plan. The changes you requested are reflected in the attached copy. Our next milestone is the week of February 28 when the entire management team is scheduled to visit our client and meet with their senior executives. Thank you again for your continued support of this project. Sincerely, Steve Parsons To: cc: Subject: Evaluation Plan - step completion Attachment: Updated Evaluation Plan v2.doc Eric and team, I am pleased to report that another milestone has been completed. On February 21 your team approved the evaluation plan. The changes you requested are reflected in the attached copy. Our next milestone is the week of February 28 when the entire management team is scheduled to visit our client and meet with their senior executives. Thank you again for your continued support of this project. Sincerely, Steve Parsons

125 © Solution Selling, Inc  PAGE 124 Transition Issues & Capabilities Worksheet Executives, Users and Beneficiaries Person responsible for implementation of needed operational capabilities Name and Title: Transition Issue: REASONSOUR TRANSITION CAPABILITIES A. B. C.

126 © Solution Selling, Inc  PAGE 125 Transition / Implementation Plan Letter ( ): Example Thank you… summarize my understanding of our meeting and propose some scheduling assistance for you. We discussed the following: Concern about…. Your specific areas of concern as they relate to the schedule are: □- Proposed Transition Capabilities □- You said if you had these capabilities, you could support the proposed QMS/Process Improvement initiative. Our next steps Based on my knowledge to date, I am suggesting an implementation plan for your consideration. Sincerely, Steve Parsons Attachment: ImplementationPlan.doc Thank you… summarize my understanding of our meeting and propose some scheduling assistance for you. We discussed the following: Concern about…. Your specific areas of concern as they relate to the schedule are: □- Proposed Transition Capabilities □- You said if you had these capabilities, you could support the proposed QMS/Process Improvement initiative. Our next steps Based on my knowledge to date, I am suggesting an implementation plan for your consideration. Sincerely, Steve Parsons Attachment: ImplementationPlan.doc

127 © Solution Selling, Inc  PAGE 126 Proposed Transition / Implementation Plan: Example Attachment to Transition / Implementation Plan Letter / Implementation Plan Week ofEventUsTGIBillable

128 © Solution Selling, Inc  PAGE 127 Sales Tools for Completion Sales Tool GroupsPurpose and/or Actions Group 1 Account Profile Key Players List Pain Chain®  Brainstorm, analyze, discuss and agree upon key elements of a general opportunity upon which the development of all other sales tools will be based Group 2 Business Development Prompters and Letter Reference Story Initial Value Proposition First Call Introduction  Develop sales tools that can be used to assist a sales professional in initiating a sales cycle by establishing credibility and targeting possible critical issues of the prospect Group 3 Pain Sheet® (Sponsor and Power Sponsor) Evaluation Plan Transition Issues & Capabilities Transition-Implementation Plan Value Analysis / Justification Success Criteria Negotiating Worksheet and Get-Give List  Create sales tools to help control the sales cycle, qualify the buying process, and mitigate buyer’s risk through promoting value and offering proof Group 4 Sponsor and Power Sponsor Letters Situation Questions Go/No Go Step Completion Letter Sponsor Vision Reengineering Letter Transition Plan Letter  Complete these sales tools based on input from Sales Tool Groups 1-3

129 © Solution Selling, Inc  PAGE 128 MMTC Sales Process Map: (Draft 9/16/09) Close IM AnalyzeDevelopProveNegotiate Plan Implement What HELP is available? Define needs/wants & requirements Evaluate options Select solutions and evaluate risk Resolve issues and finalize contracts Implement and evaluate success  Get necessary documents signed  Identify potential beneficiary  Establish trust and credibility  Stimulate interest  Identify perceived pain  Conduct plant tour  Confirm and prioritize pain  Confirm dialogue and agree upon next steps  Diagnose admitted pain of Sponsor  Create or reengineer vision for sponsor  Gain agreement to explore further  Negotiate access to power  Confirm dialogue and agree upon next steps  Diagnose admit- ted pain of Power  Create or reengineer vision for power sponsor  Gain agreement to explore further  Determine evaluation criteria  Propose a plan of next steps  Confirm dialogue and agree upon plan of next steps  Begin execution of next steps  Present preliminary solution  Prove capabilities (Oper, Trans, Fin)  Conduct review of proposal  Issue proposal  Ask for the business  Receive verbal approval  Prepare for final negotiations  Reach final agreement  Conduct territory / account and/or opportunity planning  Identify potential opportunity  Conduct pre-call planning and research  Participation and follow-up of Learn About & Seminars  Develop Partner Relationships  Lead Follow-up  Implement solution  Complete implementation approach  Measure success criteria  Identify potential new opportunities  Obtain referrals Documents signed Lead Letter agreed upon Sponsor Letter agreed upon Evaluation Plan modified or agreed upon Verbal approval received Ts and Cs agreed upon Territory / Acct / Opportunity Plan developed Evaluations & Lead Tracking 90%10%25%50%75%100%  S.A. Prompter  Value Proposition  Reference Story  Bus. Dev. Letter  Bus. Dev. Prompter  Waste Walk  Trans. Planner/BPS  9 Block Model®  Pain Sheet®  S. A. Prompter  Sponsor Letter  Trans. Planner/BPS  9 Block Model®  Pain Sheet®  S. A. Prompter  Power S. Letter  Evaluation Plan  Transition Letter  Implement. Plan  Value Analysis  Success Criteria /A3  Negotiating Worksheet  Get-Give List  T/A/O Plan  Account Profile  Pain Chain®  Key Players List  Implementation Plan  Success Criteria  A3  Reference Story  Post project debrief PlanExecuteImplement  Sales  Sales mgt.  Sales support  Sales  Pre-sales  Marketing  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Pre-sales  Sales mgt.  Subj Expert  Sales  Sales mgt.  Sales  Sales mgt.  Sales support  Services  Sales Sales Process Steps Sales Process Activities Verifiable Outcomes Roles (examples) Sales Tools Sales Management System Implementation Plan completed Buying Process

130 © Solution Selling, Inc  PAGE 129 Agenda Day 1  Positioning of Sales Tool Build Workshop  Overview MMTC Sales Process and Messaging  Solution Selling® Review  Sales Tool Development  Key Player List  Account Profile  Pain Chain®  Messaging Cards (Core/Differentiating)  Business Development Prompters  Reference Story  Initial Value Proposition  First Call Introduction  Pain Sheet® (Sponsor) Day 2  Sales Tool Development (continued)  Pain Sheet® (Power Sponsor )  Sponsor / Power Sponsor Letters  Evaluation Plan  Transition Issues & Capabilities  Value Analysis / Justification  Success Criteria  Negotiating Worksheet  Introduction to Future Sales Tools  Sponsor and Power Sponsor Letters  Situation Questions  Go/No Go Step Completion Letter  Sponsor Vision Reengineering Letter  Transition Plan Letter

131 © Solution Selling, Inc  PAGE 130 Workshop Objectives and Approach Objective To create sales tools to support the Solution Selling® sales methodology at MMTC Steps  Overview key elements of the Solution Selling® sales methodology  Review the specific offering(s) for which the sales tools will be developed  Communicate key sales tool inputs, output formats and provide illustrative examples  Build draft set of sales tools (first version)  Agree upon a plan of next steps (timeline) for finalizing the set of sales tools Outcome  Completed set of sales tools  Inputs for material customization for Sales Execution


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