2. Agenda
• Not Magic, a Discipline
• What is Sales/What is Marketing
• Sales Process – Two Views
• Buying Process
• Combining Selling and Buying
• Principles
• Homework
• Resources
7. Mature Sales Process
Background and Preparation
Problem Definition/Solution Value
Initial Demo or Presentation
Estimate Presentation
Discovery
Targeted Demo(s)
Final Proposal Presentation
Follow-up Q & A Sessions
Value Analysis/ROI
Office Visit/Executive Meeting
Facilitate Reference Checks
Negotiate Agreement
11. Awareness
Discover/
Magnify
Align
Selected
Reinforce
Operations
Recognition
Evaluate
Resolve
Concerns
Commit
Buyer Seller
Continuous MarketingNothing. Daily Operations
Educating the prospectDeciding to change
Distinguishing our offerTrying to decide
Providing proofOvercoming fear
Working detailsWorking details
Background and Preparation (D/A)
Problem Definition/Solution Value (D/A)
Initial Demo or Presentation (D/A)
Estimate Presentation (D/A)
Discovery (A)
Targeted Demo(s) (A)
Final Proposal Presentation (A)
Follow-up Q & A Sessions (A)
Value Analysis/ROI (R)
Office Visit/Executive Meeting (R)
Facilitate Reference Checks (R)
Negotiate Agreement (S)
12. Tips/Principles
1. Liar, Liar, Pants on Fire!
2. Set the rules
3. Slow down
4. Who’s side are you on?
5. Add value
6. “You’re Fired”
7. “Telling ain’t selling”
8. Own it
9. Price
10. Closing
13. Homework
1. Document your current sales process. Are you asking the prospect to
invest time with you in activities that will give you the opportunity to
present your company and your offer as the best solution?
2. Make a list of 4-5 go-to questions that you always ask that will get the
prospect to talk about their problem(s)/opportunities and why they are
worth solving/pursuing.
3. Identify a potential champion inside each target opportunity. Ask them to
help you.
14. Resources
•SPIN Selling – Neil Rackham
•Major Account Sales Strategy – Neil Rackham
•Strategic Selling – Robert Miller, Stephen Heiman, Tad Tuleja
•Questions That Sell - Paul Cherry
•Selling the Invisible – Harry Beckwith
•Positioning – Al Ries, Jack Trout
•Harvard Business Review – Articles
•Newsletters, Tips, Formal Training
•www.huthwaite.com
•www.millerheiman.com
Notas do Editor
Just because you’ve done everything on your checklist doesn’t mean the buyer has done everything on theirs.There is not enough depth in the typical sales process for you to evaluate how you are progressing in the sale. It also allows too many opportunities for the prospect to become disconnected from the process – leaving you on the outside looking in.Why we hit the wall:They’re not a buyer (Dealing with an unqualified prospect)Needs poorly developedNo moneyNo authoritySales process problemOut of sync with the buyerUnstructured sales engagement (no plan of activities for advancing the sale)
The mature process:Designed to require prospect to self–examine and stay in contact with their painRequires continuous time commitment from the prospectResults in continuous qualification/validation of the dealGives the prospect a framework for conducting their evaluationGives the seller a framework for presenting their solution within the context of the buyer’s problem
While we are going through our traditional sales process our prospects are going through their own process to make a purchase.
This is a new view of the sales process that aligns better with the buying process.Advancement – what is each side doing to advance the deal? If sales process and buying process are in alignment and your solution is viable the buyer will be working as hard as the seller to advance the deal.Align and Reinforce steps are where most sales activity occurs. Activities may vary some from deal to deal. Examples:Discovery – detailed surveys with multiple staff. Walk-throughs.DemosPresentationsProposal iterationsCost justificationReferencesOffice Visits