sales development: advanced selling for the cloud
TRANSCRIPT
Ken Thoreson, President Acumen Management Group, Ltd
Ken’s Contact Info:
Email: [email protected]
Website: www.AcumenManagement.com and www.SalesManagementGuru.com
Top 50 Sales &
Marketing
Influencer's
2014
Partner
Business
Builder
Programs
Workshops
Keynotes,
Workshops,
Consulting
Services
Strategy,
Business
Management,
Sales
Leadership
The Sales Mgmt Guru Book
series, 5- DVD’s,
Sales Mgmt Tool Kit,
Peer Groups
Singularly FocusedVendor, ISV, Distributor, Partner
Acceleration FocusedPrograms that spur fast growth
and profits
Increase Maturity = Increasing Cloud Acceleration
Prescriptive Approach – Sales, Marketing, Operations
3
5
1 24
6
Clo
ud
Matu
rity
FOCUS
Sales compensation2
Increase sales velocity3
Sell to business challenges4
Account planning5
Management of COS1
Sales organization design8
Sales management focus9
Sales training levels7
Cross sell & up sell6
Better understanding of the
client’s needs
Better selectivity of account
segmentation
Better selling strategies of
accounts
Better time & territory
management
Better use of resources
A focus on messaging,
value and solving customer
problems
Need Development Offer Solutions Close
Product Salesperson
Need
Development Offer Solutions Close
Business Guidance Salesperson
Sales Cycle
Beginning End
Gartner, Inc.
A Changing Business Environment…
…means a change in selling practice
“Now more than ever, it's all about value. The point solution is dead,
and partners who only deliver products that fix a specific IT need
without taking into account customer business needs won't survive”
“Having a plan creates a common understanding between the
business decision makers in the organization and the technology staff
greatly reducing confusion and helping companies achieve business
objectives quickly and cost effectively.”
IDC & Mindwave
A View of Top Performing Partners
Your Solutions
Their Personality
Their Needs
DecisivenessR
ela
tion
sh
ips
Analyst Supporter
Driver Persuader
Ta
sk
ori
en
tati
on
Cautiousness
Different Personality Styles
Questions To Determine Their Personality
• Change your body language
• Change your voice tone
• Change your sales approach
• Change your proposal and closing
style
Working With Driver’s
DO Don’t
Be Clear & Specific Ramble
Be Prepared Try to be Personal
Present the Facts Leave Loopholes
Ask Specific Questions Speculate Wildly
Provide Alternatives Direct
Be Result Oriented Order
Stay on Course Philosophize
“In your case, having considered all the options, I would strongly recommend the second alternative, we can then get your solution up and running in your 90 day time frame. Are you ready to begin the process?”
DO Don’t
Be Prepared Be Disorganized
Stick to Business Be Informal
List Pro’s & Con’s Rush Decisions
Be Organized Provide Personal Incentives
Be Factual Be Vague
Draw up a Schedule Use Unreliable Testimonials
Give Them Time to Verify Leave Things to Chance
Provide Options Waste Their Time
Working With Analyst’s
Sample Closing Questions for Analyst’s
“In reviewing all of the choices and incentives from [vendor] and comparing to your current situations and objectives, we believe the first alternative is your best choice… Let me review why we made this recommendation….”
Working With Persuader’s
DO Don’t
Socialize Be Curt or Cold
Share Opinions Drive on to Facts
Discuss Their Interests Talk Down to Them
Share Ideas Leave Things Hanging
Provide Testimonials Dream with Them
Offer Incentives Be Dogmatic
Interact with Intentions Legislate
Working With Supporter’s
DO Don’t
Be Personable Rush
Show Sincere InterestLose Sight of Their
Personal Goals
Be Non-Threatening Force Issues
Be Casual Debate Facts
Provide Assurances Offer Opinions
Make Guarantees to
Minimize Risks
Manipulate / Threaten
with Power
Sample Closing Questions for Supporter’s
“Your situation is very similar to
ABC company, My manager and I
feel very comfortable in
recommending an approach
comparable to that taken with ABC
company. Their president chose
this similar solution with us for of
the following reasons...”
Keith Lubner, Managing Partner/President Channel Consulting Corp | C3
Keith’s Contact Info:
Email: [email protected]
Website: www.channelconsultingcorp.com
Channel
Enablement &
Recruitment
Ecosystem
Acceleration,
Optimization,
& Productivity
Programs
Channel
Marketing
Services
Channel
Strategy,
Metrics, &
Business
Intelligence
Cloud & Mobility Channels
Development & Launches
Singularly FocusedVAR, ISV, Distributor, Retail TECH
Channels
Acceleration FocusedPrograms that spur fast growth
and profits
Consultative salespeople move the
relationship from ritual to meaningful
Trusted Advisor
Longer Term
Needs
Current Need
The Customer Journey
Awareness Image Evaluation Trial Loyalty
Changing
Perceptions
Generating
Demand
The series of steps through which a customer must
progress in adopting a brand or product.
Shifting gears…further data on what top performers are doing…
Perform quarterly on a set number of key accounts. This should include:
Plan to open new accounts2
Develop strategy and five tactics3
Plan to penetrate further1
Determine what you know4
Determine….
Level of satisfaction with your product/services
Impact on their business model
Strategic objectives next 24 months
Your client-specific Account Plans
Ask for referrals
Gain reference letter/video
This diagram represents the acceleration of cloud adoption and execution with the cloud maturity model.
Be aware of the momentum of Software-as-a-Service
Position yourself to get your fair share
Adopt sales and marketing processes
Think like an insurance agent: note customer lifetime value
Streamline and pre-package services to align with the
recurring revenue model
Introduce new online-specific management metrics
Get Started with…
2 Engage Partner Benefits1 Sign up for the Marketplacewww.Elevate.IngramMicroCloud.com
3Attend the Tuesday “Trainer
Series” webinars
Begin transacting on
the Marketplace4