Welcome to:

Advanced Sales Skillsfor

Experienced Technology SalespeoplePresented by:

Bill Sharer, MBA, CTSExxel Management and Marketing Corp

Lambertville, NJ

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

QuantityQualityTimeCost

QuantityQuality *

TimeCost

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

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”

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

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

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!

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

%

0TIME

Window ofOpportunity

Vendor

Preferred Supplier

Consultant

Contributor

Partner

Understand Org issues

Understand Client IndustryUnderstand Client Business

Know Application/Functionality

Good Product/Service

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

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

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

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

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

Enterprise Sales Raise the BarClient Engagement is CrucialHigh-Gain, Open QuestionsDiscovery Requirements

◦The Project◦The People◦The Processes

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?

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.)

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?

Source unknown It isn’t one of yours

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)

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

Integration-related Additional 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

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)

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

Thank You for Attending!Enjoy the Showcase!Achieve Better Sales!

Bill Sharer, MBA, CTS, PartnerNavigate Management Consulting

bill.sharer@navigatemc.com609.397.0933