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Sales Transformation Selling to the C-Suite. Why do customers buy?

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Presentation on theme: "Sales Transformation Selling to the C-Suite. Why do customers buy?"— Presentation transcript:

1 Sales Transformation Selling to the C-Suite

2 Why do customers buy?

3 ConversationsRelationshipsTrust

4 Corporate Strategy Marketing Strategy Brand Messaging Sales Messaging What is Sales Messaging? POSITIONING CONVERSATIONS

5 Sales conversations differentiate… Would your customer be willing to pay for the conversation with you?

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

7 Hunters & Farmers Psychology of Selling Strategic Selling SPIN Selling Solution Selling Challenger Selling 1900’s C o n s u l t a t i v e S e l l i n g E r a Insurance Producers Collectors Features Benefits Objections Closing Questioning (Open/Closed) Acct Strategy Call Strategy Planning Relationships Situation Problem Implication Need Questioning Discovery Solution vs. Product Knowledge Provocation Challenge Proactive Research (Neil Rackham) Research (CEB/SEC) Sales Evolution Source: MXL Partners

8 Top sales performers… Push the customer’s thinking Illuminate problems Provide valuable insight

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

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

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

12 Why Customers Buy

13 The Challenger The Relationship Builder Offers unique perspective Uses 2-way communication skills Knows customer value drivers Can identify economic drivers Is comfortable discussing money Can pressure the customer Forms good relationships Builds customer advocates Builds cross-functional ties Can work with anyone Is genuine Is accessible to the customer Gives time to help others Respects the customer’s time Challenger vs. Relationship Builder Profile Teaches Tailors Asserts Control Gets Along with Others Likable Generous with Time % of Core Performers 23% 39% % of High Performers % of Core Performers 26% 7% High Performers

14 Low Complexity SaleHigh Complexity Sale Lone Wolf Challenger 20% % of High Performers 26% 18% 11% Hard Worker Problem Solver Relationship Builder 25% 54% 11% By the way…% of High-Performers 7% 4%

15 4 Focus Areas Where To Focus What To Know What to Say Lead a Conversation

16 bold provocation/value proposition business objectives why do something different? why now? why West IPC? success stories sponsorship Where to Focus 2 2 What to Know 3 3 Get the Meeting 4 4 Lead a Conversation

17 1 1 Where To Focus O Focus 1

18 The ‘O’ Factor High ‘O’ – Other High ‘S’ – Self

19 Have You Seen this Presentation Before? Slide 1 Here’s a picture of our beautiful HQ building… Slide 2 We have lots of employees Slide 3 Here’s some facts about us… Slide 4 Here are the clients that made our success possible Slide 15 Here’s our technology Slide 16 And here’s another way to look at our technology Slide 20 Here are a few more facts about what we do best… Slide 29 Yes, it’s still all about us…

20 The ‘O’ Factor High ‘S’ –SelfHigh ‘O’ –Other Focus on product capabilityFocus on business value Mastery of technical and competitive arguments Mastery of the customer’s business problems Seeks to win with features and functions Significant industry and business process knowledge leads to credible recommendation Product presentations and demonstrations Maps recommended solutions to how it solves customer business problems Urgency to closeUrgency to deliver results

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

22 Messaging and the Buying Process PHASE IPHASE IIPHASE III Decision Awareness Investigation Interest Education Initiative Project Recommendation Evaluation Strategy TIME Exec Mgr Staff INITIAL INTERESTPROJECT DEFINITIONSOLUTION DECISION Why Do Something Different? Why Now?Why (Insert Provider Here)? Effective Messaging Happens Here

23 First Meetings Investigation & Interest Gain Sponsorship Create Awareness Generate Opportunity Goals Gauge and create client interest in Hosted Communications (Network, Voice, Messaging, Collaboration) Understand where they are in cloud deployment plan Find trigger events Identify key players within account Goals Fully understand prospect’s expectations or challenges with communications today Deliver West IP Communications sales message Uncover competition Position West IP Communications as the best provider Discover any barriers to change Understand contractual obligations First Calls/Discovery MAJOR TRENDS Tools TRIGGER EVENTS TALK TRACKS Whiteboard

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

25 © 2013 West IP Communications and DSG Consulting. All Rights Reserved. Prospect Audience Business Leader Finance Leader Technology Leader PROSPECT AUDIENCES This messaging has been developed and organized around three priority client audiences. The objective is to create compelling “talk tracks” that illustrate how the prospective client can use West IP Communications’ capabilities to solve their business problems and achieve their goals. The selling team will combine their knowledge of the individual customer with their personal selling experience to develop a conversation strategy. Prospect messaging should be tailored and adopted for buyer-specific conversations. 25 Titles: CEO, COO Business Owner General Manager Business Unit Leader Titles: CIO, CTO Director of IT Network Communications Director or Manager Titles: CFO VP or Director of Finance Controller Treasurer

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

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

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

29 bold provocation/value proposition business objectives why do something different? why now? why West IPC? success stories sponsorship Where to Focus 2 2 What to Know 3 3 Get the Meeting 4 4 Lead a Conversation

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

31 2 2 What To Know Market Trends 1 Issues & Pressures 2 Questions 3 Insights 4

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

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

34 2 2 What To Know Market Trends 1 Issues & Pressures 2 Questions 3 Insights 4 3 ‘Whys’ 5

35 3 ‘WHY’ Questions Market Pressures Business Objectives Challenges Why Change? Compelling Event Cost of Delay − Strategic − Financial − Personal Why Now? Relevant Differentiators Demonstrated Proof Why (Insert Provider Here)?

36 3 ‘WHY’ Questions Market Pressures Business Objectives Challenges Why Do Something Different? (Why Change?)

37 3 ‘WHY’ Questions Compelling Event Cost of Delay − Strategic − Financial − Personal Why Now?

38 3 ‘WHY’ Questions Relevant Differentiators Demonstrated Proof Why (Insert Provider Here)?

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

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

41 Who are you? What do you do? Who have you done that with? What results did they see? How do you do that?

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

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

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

45 4 Focus Areas Where To Focus What To Know What to Say Lead a Conversation

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

47 Role of a Customer Executive Sponsor MUST have: Sponsorship to meet with other stakeholders Agreement to a follow-up meeting to review recommendations LIKE to have: Willingness to describe the decision process, criteria, decision-makers Coaching on political landscape Willingness to risk political capital for the project Commitment to a defined decision process © 2013 DSG Consulting

48 Value Proposition for Sponsorship What benefit will the Executive Sponsor realize by actively sponsoring your Self Reliant Experience? © 2013 DSG Consulting

49 Executives Think Differently

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

51 Never ever ask… “What keeps you up at night?”

52 Executive’s Greatest Fear Death by PowerPoint

53 ?? Executive’s 2 nd Greatest Fear ?? Now let me ask you a few questions… ?? Death by 1,000 Questions

54 Provocations

55 Unique perspective that frames the customer problem in a new light

56 Hard Worker Lone Wolf Challenger Relationship Builder Problem Solver

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

58 Not about… Closing the deal Giving a presentation Having all the answers Filled with techno-babble Ending after one meeting

59 It’s about… A series of conversations Leading a dialogue Providing insight Changing the customer’s thinking Innovative solutions

60 Messaging and the Buying Process PHASE IPHASE IIPHASE III Decision Awareness Investigation Interest Education Initiative Project Recommendation Evaluation Strategy TIME Exec Mgr Staff INITIAL INTERESTPROJECT DEFINITIONSOLUTION DECISION Why Do Something Different? Why Now?Why (Insert Provider Here)? Effective Messaging Happens Here

61 bold provocation/value proposition business objectives why do something different? why now? why West IPC? success stories sponsorship Lead a Conversation

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

63 Customer Success Stories Best Practice success story example… 1.Customer and Challenge 2.Solution 3.Customer Results

64 Thank You!


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