1 Sales Workshop Accelerating Sales Momentum Creating a Culture of Performance

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3 Hopes and Fears Hopes and Fears

4 Hope is not a Strategy Hope is not a Strategy

5 MONEY MAKING MACHINE

6 Money Making Machine Steps 1.Which Actions Will Create Value Fastest? 2.Which Actions Eliminate the Most Waste? 3.Which Actions Will Release Most Money or Free Up Most Resources? 4.Which Actions Are Required for Compliance? 5.Will this Action be Fun, and Will I Learn Anything? 1.Which Actions Will Create Value Fastest? 2.Which Actions Eliminate the Most Waste? 3.Which Actions Will Release Most Money or Free Up Most Resources? 4.Which Actions Are Required for Compliance? 5.Will this Action be Fun, and Will I Learn Anything?

7 Action Point  How can you apply the principles of the Money Making Machine to YOUR role?

8 Selling Harder... or...Making Buying Easier? Selling Harder... or...Making Buying Easier?

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10 The Hunter has Become the Hunted... “The hunter has become the hunted. Buyers are more informed and seek information independent of sales. They have access to overwhelming amounts of information, but seek intelligence they can trust to support their decision making process. How sales people want to sell has little impact on how buyers choose to buy. The knowledge driven buyer has raised the bar for sales people to be more informed and better prepared to bring value to the interaction” Sirius Decisions

11 Vendors cannot hope to win over this new generation of highly-informed buyers simply by “selling harder” B2B vendors have to learn to sell and market smarter, and to focus their energies on understanding and facilitating their prospects’ decision making process by developing a heightened capability to help their prospects make sense of their choices and enabling them to solve their most pressing business problems Selling and Marketing Smarter

12 PRODUCTSSOLUTIONS Crossing the Chasm

13 Discussion  What are the characteristics of a Solution Selling Organisation?

14 Without a Problem There is no Solution Without a Problem There is no Solution

15 Solution-Driven Organisations... Enable their customers to:  Solve Problems  Simplify Complexity  Cope with Change Enable their customers to:  Solve Problems  Simplify Complexity  Cope with Change

16 Why Change is Worth It  Sales performance is unpredictable  Prospects show interest but not urgency  Hard to defend price points  Every sale is “hand-to-hand combat”  Success due to luck rather than process  Widely recognised as thought leaders  Most sales people on / above quota  Prospects willing to make buy decisions  Easy to attract and retain top talent  They make winning a habit OLD WORLD NEW WORLD

17 Organisations who do not change will have change forced upon them

18 Down the Drain......of Marketing Materials

19 Down the Drain......of Sales Training

20 Down the Drain......of Sales Leads

21 5 Sources of Momentum

22 VISION

23 Vision  Vision not Hallucination  Customers vs. Company  Markets vs. Products  Destiny vs. History  Vision not Hallucination  Customers vs. Company  Markets vs. Products  Destiny vs. History

24 FOCUS

25 Focus  Identify With  Issues vs. Features  Trusted Advisors  Find vs. Found  Identify With  Issues vs. Features  Trusted Advisors  Find vs. Found

26 DIFFERENTIATION

27 Differentiation  Get Found  Always a Choice  Different vs. Better  Urgent vs. Interesting  Get Found  Always a Choice  Different vs. Better  Urgent vs. Interesting

28 TRUST

29 Trust  Language  Credibility  Empathy  Issues not Features  Language  Credibility  Empathy  Issues not Features

30 COLLABORATION

31 Collaboration  Common Language and Goals  Sharing  Best Practice  Continuous Improvement  Common Language and Goals  Sharing  Best Practice  Continuous Improvement

32 5 Sources of Momentum  VISION  FOCUS  DIFFERENTIATION  TRUST  COLLABORATION  VISION  FOCUS  DIFFERENTIATION  TRUST  COLLABORATION

33 Focus on Value ROI Return on Investment COI Cost of Inaction ROI Return on Investment COI Cost of Inaction

34 PAIN OF STATUS QUO RISK OF CHANGE

35 TRENDS What are the key trends affecting your prospect’s most important markets? What effect is legislation, competition, new technology or structural change having on their business? How is their competitive position being affected? What are the most common trigger events - both inside and outside their company - that might cause your prospects to suddenly recognise that the status quo no longer prevails, and that they may need to take action as a result? TRIGGERS Trends and Triggers

36 YCDBSOYB YCDBSOYB