1. Welcome to: Advanced Sales Skills for Experienced Technology Salespeople Presented by: Bill Sharer, MBA, CTS Exxel Management and Marketing Corp Lambertville, NJ

2. The professional does not succeed just by winning the sale. You succeed only when the entire project succeeds. Therefore, the pro does what it takes to sell jobs that can—and will—succeed. Principles that work take work

3. Quantity Quality Time Cost

4. Quantity Quality * Time Cost

5.  Understand the bigger and better sale  Improve tools for better sales to: ◦ Deal with different “buyers” ◦ Expand and Refine discovery skills ◦ Achieve recurring revenue ◦ Manage your networking ◦ Improve your processes and your margins ◦ Sell successful jobs

6.  Sells a job that can succeed  Asks enough of the right questions to assure that people who follow can succeed  Doesn’t undervalue labor (No other industry does this like we do!)  Engages the client at every step (Site survey, scope of work, kickoff meetings, etc.)  Leaves nothing to chance in documentation  Doesn’t create the “Sale from Hell”

7.  Impacts the total organization  Purchased by C-level executives  Tends to be large, high-ticket sale  Invariably relationship-based  Frequently produces recurring revenue  More service content than product  Demands different and better sales skills  Often requires economic justification  Requires connection to network

8. Enterprise Dynamics  Strategic rather than tactical  Impact the entire organization  Represent more important decisions ◦ more people affected ◦ more money at stake ◦ longer-term consequences  Must consider the “Big Picture”  Business agendas are directly impacted  Test your business acumen

9. Typical Enterprise Sales  Computers and Software  Insurance and banking services  Telephony/communications/security systems  Digital Signage  Contracted services (e.g. maintenance, staffing, etc.)  National account purchases (e.g. fleet sales)  Consulting services  Technology: connected to the network  Note: All these enable recurring revenue!

10. Typical Enterprise Sale Prospects  Large university  Substantial corporations  Major hospital or healthcare organization  Large law firm  Government entity/agency  Other “bigs” with multiple (maybe global) locations  International Not-for-Profit

12. % 0 TIME Window of Opportunity

13. Vendor Preferred Supplier Consultant Contributor Partner Understand Org issues Understand Client Industry Understand Client Business Know Application/Functionality Good Product/Service

14. More Professional Sales Capability  Comfortable with C-level executives  Know more about the client’s business  Move to an “industry consultant” level  Advanced listening and discovery skills  Focus on applications and services  Know enterprise challenges and objectives  More team selling

15. What “C-Level” Executives  Chief Executive Officer (CEO)/President  Chief Financial Officer (CFO)  Chief Technology Officer (CTO)  Chief Operating Officer (COO)  Chief Marketing Officer (CMO)  Chief Information Officer (CIO)  Assorted Vice Presidents

16. President/Chief Executive Officer  Achieve all strategic organizational goals  Long-term planning  Board and stakeholder relations  Corporate image  Corporate culture  Market competitiveness  Size and quality of staff/continuity  Return on investment

17. Chief Information/Technology Officer  Strategic network effectiveness  Communications/information infrastructure  Enterprise-wide systems (CRM, ERP, others)  Systems implementation and maintenance  Organizational control  Future requirements for technology  Security and disaster recovery

18. Chief Financial Officer  Long-term organizational financing  Asset management  Banking relationships and credit facilities  Governance, compliance, audit functions  Return on capital employed  Economic justification  Overall cost containment/reduction  Capital budgets and planning

19. The New Discovery Paradigm  Enterprise Sales Raise the Bar  Client Engagement is Crucial  High-Gain, Open Questions  Discovery Requirements ◦ The Project ◦ The People ◦ The Processes

20.  What are your expectations for this project?  What functionality must it provide?  What kinds and how much use will it get?  Where are you in your investigation ?  What documentation is available (Scope, RFP, etc.)  What’s the project timetable?  When could we visit the site(s) together?  What’s your experience with projects like this?  From your experience, what’s unusual or different about this project?

21.  Who in addition to you will be involved in decisions?  Tell me a little about your inhouse staff capabilities.  Who else will it be important for us to meet?  Who are our points of contact?  What other key players are involved (e.g. real estate, architects, consultants, etc.)

22.  How far along are you in your budgeting process?  How does your procurement process work?  What’s the best way to communicate with you?  What should we know about the way you prefer to do things like this?  What, if any, particular sensitivities to people or processes should we know about?

23. Source unknownIt isn’t one of yours

24.  Purpose/System Functional Requirements  Scope Statement and project overview  Assumptions: Facts, not hopes  Milestones and Responsibilities for each  Project and Change Management Procedures  Contract Type and Pricing  Terms and Conditions  Lets you bill and collect for all your work  Describes what’s in scope and what is out (if you don’t say it’s out the client thinks it’s in)

25.  The “new” business model: all about service(s)  A huge overlooked opportunity  Lesson learned from the IT guys  Places proper value on labor  Keeps you in front of the client  Perfect fit with the enterprise sale  Make it a default on every substantial install

26. Integration-relatedAdditional possibilities  Design and engineering  Programming  Project Management  Installation  Training  Commissioning  Break/fix, PM, warranty  Staffing  Security  Building management  Remote monitoring  Telecommunications  Consulting  Content creation  Infrastructure cabling

27.  Be systematic and disciplined about networking  Even farmers need to hunt: At minimum “mine” your existing accounts  Learn how to use social networks, don’t just join  Attend one networking event per month  Keep contacts fresh and active. (No one over 12 is impressed with 500 Facebook friends)

28.  Principles that work take work  Your “assignments:” ◦ Learn the world your clients live in ◦ Create and write your best discovery questions ◦ Identify recurring revenue opportunities and make them part of your plan ◦ Review your Scopes of Work for Quality ◦ Develop a networking strategy and stick to it ◦ Identify opportunities for mining major accounts

29. Thank You for Attending! Enjoy the Showcase! Achieve Better Sales! Bill Sharer, MBA, CTS, Partner Navigate Management Consulting bill.sharer@navigatemc.com 609.397.0933