How many times have you seen a salesperson leave a sales appointment knowing little more about the customers situation relative to when they went in? Failure to really understand the situation drastically reduces win chances. This is quite common for those sales people who are lacking confidence and therefore fall back on the good old
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10 conversations to assess your performance. Sales performance is a complex issue and it is impacted by many interdependent factors. Our discovery© process will systematically asses your current situation and recommend priorities for improved performance. With outside in thinking you can Assess your current situation relative to high performers Focus on the right problems for
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In taking your offer to a client try to avoid “my-solution my-opia” (Where you as the seller are short sighted in relation to the clients true perspective). This can leave you looking through rose tinted glasses. There are reasons why the buyer doesn’t always agree with the sellers point of view. 1. They have a
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When thinking about your value proposition consider some of the following: Value is determined by what is means to the customer not what marketing literature says it is. This means the customer will have a business case outlining the benefits minus costs elements of the proposed change. This we call the Why Buy. Your understanding
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Where you engage in a buying process will determine the scope you have to succeed. The optimal point for prospect engagement differs for each of our clients, they will have a different place in the buying process where they target direct engagement. Commodity providers. Perhaps your value proposition is based on speed, price, efficiency and
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Our Discovery process covers ten core ‘conversations’. When we say conversations they are more fundamental topics that are explored in detail rather than 10 short, singular conversations. In the diagram below you can see the key elements. Why these areas? We focus on these areas because they represent the building blocks of excellent sales performance.
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Results Delivery of three fully worked up propositions for the channel teams to take to market The client issue Our client is a world leader in the provision of cloud services infrastructure. They have ambition to accelerate growth through service provider partners a key enabler to success was the development of new “cloud” based propositions
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This final stage in the buying process is about balancing the risk and reward. It is here that the decision is made. Lets reflect on the process to date. Stage 1 of the process is about understanding the needs of the organisation and the reasons why change will create value (the Why Buy?) .
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The buyer knows they need to change, but what do they do next? We have already looked at stage 1 in the buying process, the Why Buy? On completion of this stage the buyer is motivated to change and they have the approval, resourcing and funding in place to make it happen. But how do
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Why do I need to buy something? and will I commit the necessary resources to sustain the change? We find that many less experienced salespeople are hooked on the solution, product brochures, demos and company presentations. At this stage in the customer buying process such things are irrelevant! Unless of course they show how
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