solution selling 2.0 with jurgen heyman spi
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Solution Selling 2.0 - presented by Jurgen Heyman, SPI at Salesmakeover seminar 21 march 2014 in Stockholm SwedenTRANSCRIPT
Higher rate of change impacting sales teams
Sales professionals facing increasing levels of change Most sales organizations are unprepared to keep pace with increasing levels of complexity Seller agility becoming a new competitive requirement
Source: CSO Insights, 2013
Solution differentiation getting shorter and shorter
LAUNCH RAMP UP EXPLOIT RECONFIGURE DISENGAGE
RETURNS
Companies in high-velocity industries must learn to cycle rapidly through the stages of competitive
advantage.
New “insights” or product advantages have an increasingly shorter shelf life Sales organizations will need to “shift gears” more frequently
Emerging markets will overtake developed economies
Source: Goldman Sachs Global Investment Research
Customers naturally gravitate to commoditized offerings Emerging markets gaining production capacity (engineering and efficient manufacturing) Sales organizations increasingly need to be adept at positioning higher value solutions, not just price
Changing workforce demographics create selling challenges and opportunities
10,000 Baby Boomers will reach the retirement age of 65 each day in the year 2013 Both buyer and seller environments are being shaped by changing demographics Sales organizations will be forced to adapt and leverage new talents and perspectives
2013 © SOLUTION SELLING, INC.
Millennials: Born between 1980 - early 2000s
Sources: mashable.com; kenan-flagler.unc.edu; thenextweb.com; comscore.com; tint.com; pewresearch.org; jom.sagepub.com; yec; buzz marketing group
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Time
Leve
l of C
once
rn
Admitted Pain or Missed Opportunity
Planning or Latent State
Determine Needs
Evaluate Alternatives
Evaluate Risk
Phase 0 Phase I Phase II Phase III
Risk
Price
Solution
Needs
• Strategy • Initiatives • Issues • Priorities
Don’t call us, we’ll call you
80% of buyers find you Buyers first form their own “hypothesis” Sellers must validate or challenge buyer vision Situational fluency is more critical than ever Sellers need to know how to engage earlier
93% of buyers begin their buying process using the internet
for research. Marketo
74% of C-‐level execu:ves say the Internet is invaluable for finding informa:on and 53% say they prefer to
locate informa:on themselves. Forbes Insight -‐ The Rise of the Digital C-‐Suite
72% of B2B buyers (last year) used social media to research a poten:al solu:on purchase.
DemandGen
59% engaged with a peer who had addressed the challenge.
37% posted ques:ons on social networks for feedback.
• •
•
• •
Characteristics of the new buyer
1980 1985 2000 2007 2012
2014
The original Solution Selling®
Solution Selling®
for Sales Execution
Research
The New Solution Selling®
The Collaborative
Sale
Solution Selling® 2.0
Defining Collaborative Selling
Sales collaboration is buyers and sellers bringing their ideas and perspectives together using a transparent and commonly understood structure, in shared physical or virtual space, to solve mutually recognized problems or to benefit from identified opportunities, and to create measurable value
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Essential for selling to Buyer 2.0
Aligning with Buyer 2.0 behavior
Not Looking Looking
Latent State Admitted State Vision State Evaluation State
Plan Create Qualify Develop Prove Close
þ þ þ þ þ þ
Latent Process
Admitted Process Early Active Process Late Active Process
Verifiable Outcomes
Latent State Admitted State Vision
State Evaluation
State
MICRO-MARKETER
VISUALIZER
VALUE-DRIVER
Micro-Marketers recognize the value of their own situational fluency
2013 © SOLUTION SELLING, INC.
What one word do you want people to use to describe you?
In your opinion what is your strongest quality?
What personal quality does your customer expect from you?
What do your colleagues respect about you most?
What one quality would you like to incorporate into your reputation?
BUILDING YOUR BRAND QUESTIONS ANSWERS (QUALITIES)
Not Looking Looking
Strength of Vision Low High
Higher
Latent State Admitted State Vision State Evaluation State
Vision Creation
Vision Enhancement
Vision Reengineering
Buy
er
Pers
pect
ive
Selle
r Pe
rspe
ctiv
e
Reasons Capabili4es
Pain Vision
Collaborate
Buy
er
Pers
pect
ive
Selle
r Pe
rspe
ctiv
e
Reasons Capabili4es
Pain Vision
Collaborate
Pre-empt Validate or Challenge
Promote Differentiation
Apply Situational Fluency
Capabili4es
A
B
C
D
E
F
G
H
10
10 CUSTOMER VALUE
UNIQUEN
ESS
I
J
SELL
CLOSE
LEAD
Operational (Conceptual)
Financial (Value)
Transitional (Implementation)
Three Sales within a Sale
Anticipate buyer risks Address all three types of buyer risk Track progress to decision Improve predictability and visibility Provides a basis for meaningful collaboration
Problem, critical business issue or
missed opportunity
Has the buyer
admitted that one of these needs to be addressed?
People with influence and
authority
Do we know these people? Can we
access them? Can we influence them?
Support us?
Is our “solution” differentiated?
Do the
stakeholders agree on a vision of a
solution? Can we provide
uniqueness & differentiation?
Have we agreed upon a mutual plan of action?
Are they
collaborating with us? Are we
progressing to a decision?
Does the offering(s)
provide mutual value?
Have we quantified
it? Does it sufficiently
outweigh the pain? Does the buyer
agree?
Successful Sale = Pain X Power X Vision X Value X Collaborate
X Compelling Reason to Act
Pain Power Vision Collaborate Value
Is there a time bound event for
action?
Have they shared a compelling
reason to act? Do we know the
implications of inaction?
CRTA