1. Executive
Program in
Sales
Management
MARKETING

2. Nick’s Bio - Highlights
Career:
Personal:
ComputerLand Canada
Volunteering
◦ 8 Years in Sales and Sales Management
◦ Director of Marketing
Softchoice Corporation
◦
◦
◦
◦
VP of Sales
VP of Marketing
SVP of HR
SVP of Business Development
CultureByBrand
◦ Led teams to
Ghana, Rwanda, Bali, Sri
Lanka, Kenya, Uganda and
Guatemala
◦ Board Member for The Strongest
Oak
Fitness
◦ Master’s Swim Club member for 22
years
◦ Club President
Married with one daughter

3. Agenda
Monday:
1. Accelerating sales force performance (in the Age of Social Media)
2. The Crucial Connection between your Brand and your Company Culture
3. Integrated Planning: Marketing, Sales and Customer
Friday:
1.
2.
3.
4.
Fundamentals of Market Segmentation
Developing and Implementing Sales and Customer Plans
Conducting Effective Forecast Reviews
Frameworks and tools to develop segment and customer-level value
propositions

4. Shared Values

5. Two ways to drive company
financials:
Decrease
Costs
Increase
Revenue

6. Leverage
Revenue
Manage
Understand
Customer
Needs
Deliver
Create
Value
Productivity
Expenses

7. What Challenges are you Facing
Today?
Internally and Externally

8. Groups
Group 1
Mike Martin
Murray Hunter
Rob Lee
Marco Mathieu
Group 2
Don Macfarlane
Ricky Dowell
Judy Williams
Doug Fox
Joel Burton
Group 3
Robert Greene
Mark Karsseboom
Praveen Muruganandan
Lee Harney
Group 4
Shaun Keogh
Lawrence Levinson
Tim Hunt
Rudy Mancini
Group 5
Waylon Sharp
Flavio Ferreira
John Benton
Michael Hachey

9. Price
Value
Customer Service
Customer Collaboration
Product Knowledge
Customer Industry Knowledge
Supplying Information
Providing Insight
Selling a Product
Delivering Business outcomes
Communicating Value
Linking Challenges to solutions
Relationships
Connection to Communities of Interest
Selling
Serving
Presenting
Engaging
The Old Way-------The Continuum--------The New Way

10. Accelerating
Sales
Performance
IN THE AGE OF SOCIAL MEDIA

11. Accelerating Sales
Performance
Option 1:
Option 2:
Work Harder
Be More Aggressive
Work more Hours
Skip Lunch
Work Smarter
Right Place – Right Time
Systematic Approach
Create Leverage

12. Sales People
Marketing
- Broad Appeal
- Making the Phones Ring
- Warming up the market
Sales
- Where a knowledgeable
person makes the greatest
impact
Does Cold Calling work these days?

13. Do You Feel Like This?
Sales
Marketing

14. Audit
What are the 6 elements of marketing
Where are you strong? Weak?
What are the gaps
Something like the strategy canvas……
Plot ratings
What are the issues

15. The Funnel
Everyone
Suspects
Prospects
Customers!

16. The Old Way

17. How Social Media Changes
Everything

18. Finding Information
Chevy Volt

19. Traditional Marketing

20. Content Marketing Attracts

21. In the future there
will only be Content
Marketing
- Seth Godin

22. What do you have to say?
What is your company’s Unique perspective?
Why should prospective clients have an interest is what you think?
What are the real issues in your industry?
Whose thought leadership do you follow?
What help can you offer beyond what is obviously good for your
company?

23. Groups
Group 1
Flavio Ferreira
Judy Williams
Waylon Sharp
Marco Mathieu
Group 2
Rudy Mancini
Shaun Keogh
Michael Hachey
Robert Greene
Group 3
Praveen Muruganandan
Joel Burton
Rob Lee
John Benton
Group 4
Don Macfarlane
Lawrence Levinson
Tim Hunt
Murray Hunter
Group 5
Mike Martin
Ricky Dowell
Mike Karsseboom
Doug Fox
Lee Harney

24. Intersection

25. The Marketing to Sales
Funnel
Traditional Marketing
PUSH
Mktg Interrupts
Sales Cold Calls
Social Media
Content Marketing
PULL
Provide Value
that Spreads
Awareness
Sales Discovery &
Advocating
Marketing
Offers Sales
Closes
Consideration
Hit Rate
Warm Lead Transfer
from Marketing to
Sales
Marketing
Offers Sales
Closes

26. New Customer Acquisition
Funnel
(Example)
Sales Stage
Volume
Unique Views
50,000
Identified
7,500
MQL (Mktg Qualified Lead)
2,250
SAL (Sales Accepted Lead)
1800
SQL (Sales Qualified Lead)
1080
New Customer Sale Close
216
Conversion %
15%
30%
80%
60%
20%
X $6k Annual GP = $1.3M GP

27. The Role of Marketing
Department
Understand Customer
Needs
Create Customer Value
Deliver Customer Value
Customer Satisfaction
measurement and
reporting
Develop Marketing Plan
Conduct formal
marketing research
Monitor Communities
Marketing
Develop Segment
Specific value
propositions
Understand Customer
Pains
Pricing strategy and
tactics
Customer visits
Write Blogs
Market segmentation
matrix
Create Content (Buyer’s
Guides, White-Papers)
Competitive analysis
Train Sales People on
strategy, tactics,
products, etc.
Measure, segment
customer and product
attractiveness
Manage Customer Value
Customer listening
(twitter, etc.)
Accompany sales on
periodic sales calls
Manage Events,
Webinars and Seminars
Seed Content
Marketing Automation
(Mailing Lists, campaign
lists)
Sales Reviews
Segment, customer,
product mix review
Brand and Culture
Alignment
Website Processes
Buying Keywords for
search
Manage Segments for
Profitability

28. The Role of Sales
Department
Understand Customer
Needs
Create Customer Value
Deliver Customer Value
Manage Customer Value
Participate in Customer
Sat measurement
Sales Calls
Sales
Develop specialized
knowledge of
customer’s industry and
business
Join Industry forums or
LinkedIn Groups
Go where they are
sharing info or looking
for solutions online
Develop Sales Plans
Develop Key Account
Plans
Develop customer
specific value
propositions
Collaborate with
Marketing re: new
ideas
Customer Value
Proposition delivery
Establishing service
level agreements
Forward, Like or Post
valuable content
Invitations to webinars,
seminars
Be the voice of the
Customer to product
management
Conduct Sales Reviews
with Marketing
Get Paid for Value
being delivered to
customer
Manage Customer
relationships for long
term profitability

29. Marketing and Sales
United
Content
•
•
•
Sales Meetings
Regular Training
Certifications
Sales
Training
•
•
•
•
Blogs
eBooks
Web
Print
Promotion
Marketing
Activities
•
•
•
•
‘Like’ content
Email & Promote
Team Contests
Win Funds
Sales
Engagement
•
•
•
•
Events
•
•
Email
Social Media
Search Marketing
(Google Adwords)
Digital Advertising
Webinars
Local Events

30. Branding
“A PROMISE CONSISTENTLY
KEPT”

32. Who do you trust?

33. Build Culture & Brand
Alignment
Me
Values
Behaviours
We
Culture
Brand
Internal
External

34. What Brands do you Love?
Why?

35. Culture is the Elusive Link
Company A
Company B

36. Emotions Rule our Choices

37. Branding Model
(Example from Level5 Strategy Group –
BrandMapTM )

38. Personality/Emotional
Attributes of Your Brand

39. Your Brand
Identify 3 words that describe your brand
Find a partner – share your 3 words
Review your partner’s company (Anything you can find on the web)
◦ What are the consistencies?
◦ What are the inconsistencies?

40. Desired Culture Values

41. Espoused Values
What are your Company’s Espoused Values? Are they real for you?
How do you represent them on a Sales Call?
Do you refer to them in presentations?

42. Culture
What is your role in building a strong Culture?
Culture
A Promise
Consistently
Kept
Brand

44. What Are Our Basic Needs
and Growth Needs
Growth
Needs
Satisfying your need to actualize your purpose by
influencing or impacting the world around you.
Satisfying your need for authenticity and finding
meaning and purpose in your life.
Satisfying your need for
autonomy, freedom, independence and adventure.
Satisfying your emotional need to be recognized for
your skills, talents or qualities.
Basic
Needs
Satisfying your emotional need for
belonging, protection and connection.
Satisfying your physiological needs for security;
staying alive and keeping your body healthy.
Evolution of Personal Consciousness
Satisfying your need to leave a legacy—to have
led a life of significance that will be remembered.
At any given moment in time, our values are a reflection of our unmet basic needs, and the
growth needs associated with the stage of psychological development we have reached.

45. Marketing
Planning
THE KEY TO SALES EXECUTION

46. Meaningful Vision

47. Planning
Strategic
Plan
Marketing
Plan
Vision
Overall Business View
3-5 Year Horizon
Financial Goals
Company Structure
Leverage
Investment
Market-Centric
- 1 Year Horizon
What Segments?
What Offers?
What Competition?
Differentiation
Marketing Spend
KPI
KPI
•Revenue Growth
•SGA as % or
Revenue
•Cost of Customer
Acquisition
•Business Mix
Sales Plan
Execution-Centric
- 1 Year Horizon
Territories
Coverage
Sales Comp
Business Mix
Biz plan for each market
KPI
•Sales % of Plan
•Growth Rate
•Sales Comp as % of
Revenue
Customer
Plan
Customer-Based
- Quarterly or Annually
Customer Value Proposition
Growth Goals
Objectives
KPI
•Customer
Retention
•Customer
Satisfaction

48. Planning Dynamics – B2B
1. High Volume Transactions – Each has a Small $ value
◦ Target Prospects are unknown
2. Moderate volume of Transactions with Moderate $ Value
◦ Roles of people who are target prospects
3. Low Volume of Transactions – Each has a High $ value
◦ Target Prospects can be named
Marketing Plan
Sales Plan
Customer Plan

49. Marketing Plan Elements
Section 1: Market Analysis
Section 2: Situation Analysis
Section 3: Marketing Strategy
Section 4: Implementation
Section 5: Financial Summary - Outcomes

50. Section 1: Market Analysis
Buying
Decision
Economy
Legal
Macro
Environment
Technology
Demographics
Customer
Industry
Problems
Vision
Competitors
Market
Analysis
Market
Trends
Market Size
and Share
Co. Culture
Internal
Resources

51. Section 2: Situation
Analysis
Opportunities
Threats
Strengths
Weaknesses
Situation
Key
Issues
Critical Success
Factors

52. Section 3: Marketing
Strategy
What are
we Selling?
• Products
• Services
• Mix and Lifecycle
• Portfolio Analysis
Who do
we sell it
to?
Value
Proposition
How do we
Sell it?
• By Product
• By Segment
• By Geography
• By Channel
• Pricing Strategy
• Margin Objectives
• Angel Customers
• Demon Customers
• Sales Force
• Social Media Plan
• Website
• Advertising

53. Section 4: Implementation
People
• Hiring
• Training
• Incentives
Process
Systems
Contingencies
• Changes in
Workflow
• Approvals
• In-Process
Measures
• Systems
Requirements
• Reporting
• What-if Scenarios

54. Section 5: Financial
Summary
Desired
Outcomes
• Measurements
• Timing
Assumptions
Numbers
P&L
• Explicitly stated
• Revenue and Margin
• Costs
• By Segment/Geo
/Product Line
• Profit(Loss) Impact
• Balance Sheet

55. Planning Benefits
Creating Alignment
Locking in on Strategy
Clearly defining roles and responsibilities
Agreement on Objectives, key measures and desired outcomes
Making the goals (numbers) add up

56. Segmentation
IDENTIFY MEANINGFUL GROUPS OF
CUSTOMERS

57. Segmentation Principles
5. Develop Go
To Market
Strategies
1. Understand
Customer
Needs
Businesses
Need to be
Profitable
4. Develop
Value
Propositions
for Target
Groups
Different
customers
have
different
value drivers
Who do
you
choose to
serve?
3. What are the
Most Attractive
Groups?
2. Group
Customers

58. Understanding Customer
Needs

59. What are you looking for?
How have you grouped your customers today?
How do you know that what they are asking for is a “market”?
◦ What is an attractive group?
Geography
Benefits
Demographics (age, gender, etc)
Customer Needs
Buying Patterns
Interests
Size of Customer
Values
Value of Customer
Attitudes
Industry
Behaviour

60. Segmentation Matrix
Customer Segments

61. Segmentation Matrix (Example)
Market Segments
Customer Segments
Premium
Professional
•
•
Performance
Willing to pay top
dollar for top quality
and features
Risk averse
•
May consider price
premium if features
are relevant
Value
•
•
Is price conscious but
will not accept low
quality
Accepts fewer features
Hobbyist
•
Willing to pay top
dollar
•
Willing to pay more if
there is a reason
•
Wants competitive
pricing
Casual User
•
Will pay for the cool
factor
•
Product quality and
reliability are drivers
•
Price is a big factor in
what to buy

62. Customer Value
Propositions
Customer Segments
Market Segments
Premium
Professional
•
•
Hobbyist
•
•
Casual User
Performance
Value
Top of the line Pro
Full Frame SLR
Cameras with top
of the line lenses
Service Plan
•
Top of the line
Compact System w/
interchangeable
lenses
Instructional classes
•
Top of the line with
one good general
purpose lens
•
The best combination
of features and a great
price – a bundle
•
Good Product – good
warranty – good price
•
Basic Camera for
occasional use
• Compact Pocket
Camera with all the
Bells and Whistles
(Wifi)
Not top of the line
but next level down
•
•
•
Product One
generation old
Refurbished lenses?
Service: pay as you go

63. Segmentation Demands
Data
Customer Segments
Premium
Performance
Value
Market Segments
Professional
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
Hobbyist
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
Casual User
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share
•
•
•
•
•
Number of Customers
Revenue
Growth
Profitability
Market Share

64. Group Work Segmentation
What are the variables in your industry?
◦ What are the driving needs?

65. Persona
REAL EXAMPLES THAT FIT YOUR
SEGMENTATION

66. Shaun works at ABC & Partners, a fast-paced entertainment law firm in the lower
mainland of Vancouver. Because he’s the only IT employee in the office, he often
wears many different hats – one day, he’s the primary IT decision maker. Some
days, he’s tech support. But one thing is constant – he’s always the IT purchaser.
Shaun has his favorite sites for IT – bestbuy.ca for the one-off retail purchases, and
XYZ.com for more sophisticated IT products like servers and software licenses. It’s
not uncommon for Shaun to use Google to search for product too. His cousin works
at Microsoft, and suggested he give Softchoice a try for his IT needs.
Off the bat, he wasn’t impressed that he had to wait for a buying account. When he
received his confirmation email the next day, he visited his new customer portal
page.
Shaun B.
IT Manager, ABC & Partners
Existing Account | 35 Seats | Canada
For the past month or so, Shaun has been using softchoice.com for some of his IT
needs. He really liked how peppy the search results were – Shaun is notoriously
impatient, and has often left websites (and not returned) if it took longer to load a
page than he thought it should.
One of the things Shaun found lacking was a central location for *real* deals and
offers - he looked at the promotions section, but wasn’t impressed – it looked like
static content.
Key demographics:
- Single, 33 years old
- Middle class Vancouverite
- University graduate
Key psychographics:
- Hates wait
- Prefers websites over people
- Early technology adopter
- Driven by price and promos
-
Key marketing insight:
Price & availability trumps value-add message
Sean spends more time online than off – he views most online ads as clutter, but
does look at (and sometimes clicks) sponsored links in search engines and sites
like linkedin.com.
Unique user goals:
- Locate sweet deals ASAP
- Self-service tools
- Email/txt notifications
Marketing opportunities:
- Focus on price point & push run-rate
- Notification system for best offers
- Feed ego (small biz like to think of
themselves as big biz)
- Create EB destination point
- Viral/WoM
Key customer touch points:
www
scc
.com
@
@
scc
www
g

67. Sharon has been in the IT industry for nearly 15 years, but has always viewed
technology as a means to an end. Sharon leads the team that is responsible for
procuring IT product for her entire organization. DDX, INC is a leading North
American provider of window fashions. On average, Sharon and her team place 15
orders a week, mostly off their standards list.
A people-person through and through, Sharon has a solid relationship with her
Softchoice account team. She rarely used the old softchoice.com – she didn’t mind
how it looked, but she could never find what she needed, and ended up calling her
ISAM Billie for pretty much everything.
Because her orders are typically off a standards list, Billie has politely been
encouraging Sharon to move most of her ordering online.
Sharon C.
Lead Purchaser, DDX , INC
Existing BA | 650 Seats | North America
Key demographics:
- Married, 37 years old
- Middle class working mother
- University graduate
Key psychographics:
- Prefers people over websites
- Views technology as a means to an end
-- Worried about budget
- Driven by saving time
-
Key marketing insight:
Find them a better way and they’ll stay
As a result of her past experience with the website, she was wary to try the new
softchoice.com. Billie encouraged her to join a web demo to learn about what the
new site has to offer.
Sharon took the tour, and although she agreed to try the site out for the next few
weeks, she continued to call Billie for most of her purchasing needs. Sharon did try
using Active Quotes with Billie, and enjoyed the simplicity of the tool.
Sharon takes great pride in her relationship with Softchoice. She recently saw an ad
in Computer World, and cut it out to hang in her cubicle because her outbound rep
was featured. She subscribes to a number of industry trade publications, and
sometimes subscribes to IT company newsletters to keep abreast of market trends.
Unique user goals:
- On-demand help
- Strong order & reporting tools
Key customer touch points:
.com
@
@
scc
www
Marketing opportunities:
- Try-and-buy incentives
- Webinars
- Ads within transactional emails
- Create brand advocate
- Viral/WoM

68. Matthew has been with Delta Enterprises for nearly 10 years, and last year was
promoted to Senior IT Manager. Delta in an internationally known manufacturer of
networking equipment, and has a presence across North America. As a result of his
promotion, Matthew now has a much greater influence on how Delta procures IT
products, and from whom.
Because of the over 50 locations Delta has across North America, Mathew has
worked hard to design and implement a procurement system that has workflow and
approvals. Among other benefits, this gives his remote team a central source for
ordering and reporting on the day-to-day IT resources they need. Anything over
$5,000 requires Mathew’s approval, and anything over $15,000 needs senior
management’s approval.
Matthew H.
Senior IT Manager, Delta Enterprises
Existing BA | 2,250 Seats | North America
Key demographics:
- Married, 41 years old
- Middle class Suburbanite
- University graduate
Key psychographics:
- Appreciates simplicity
- Sensitive to the realities of IT
- Has multiple vendors
Delta recently renewed their Microsoft EA, and chose Softchoice to facilitate the
renewal. Mathew in particular was impressed with the knowledge of the Softchoice
team as it relates to navigating the complex world of software licensing. Until
recently, Delta has used Dell for hardware and on-site service support. Over lunch
one day with his Outbound rep Jamie, Mathew mentioned they were looking at a
large technology refresh next year. Jamie encouraged Mathew to look at HP or
Lenovo as options as well. Mathew asked Jamie if softchoice.com could connect
with his procurement system. Jamie wasn’t sure, but promised to follow up with him
later that day with an answer.
When he got back to the office, Mathew decided to visit softchoice.com on his own
to see if he could answer his own question about workflow integration. Matthew
couldn’t find any information on workflow integration at all, and wondered if
Softchoice would be able to handle his hardware needs after all…
Unique user goals:
- Custom workflow integration
- Control over website UI
Key marketing insight:
-Prove that Softchoice is right for my business
Key customer touch points:
scc.c
om
@
@
.com
www
Marketing opportunities:
- Clear articulations of our capabilities
- Value-add services and solutions
- Create Enterprise destination point

69. Start Simple – Manufacturing
Example
Phase I
Phase II
K-12
Academic
Higher Ed
Enterprise
Corporate
Mid-Market
Phase III
Library Lab
School Automation
Universities
Vocational Colleges
Financial Services
Oil and Gas
Consulting
Retail

70. Segmentation Mistakes
Picking the Largest Segment
Failing to identify and invest in emerging segments
Developing Segmentation schemes that are not actionable or the same
actions as another segment
Market Disruptions change segments
◦ Are Cell phones changing the point and shoot camera market?

71. More Segmentation
Mistakes
Segmenting by product and not by market
Using the same segmentation scheme as you competitors
◦ Your offerings will be more alike and harder to justify price differences
Relying on the easiest demographics
Products being the only segmentation
What is easiest from a sales perspective driving segments
Getting too complex – sales organization cannot execute

72. Customer Profitability
Are all your customers equally valuable to your company?
Do you have Angel Customers? and Demon Customers?

73. Market Segmentation
Efficiency is the driver
Without Segmentation:
- you are treating all customers the same
- wasting resources
- trying to be all things to all people
- not giving your sales force any direction

74. Sales and Customer
Plans

75. So Far
We Know what we Value
We have identified that a Unique Perspective is required
We Know what our Brand is about
We have an overall Marketing Plan
We have Segmented our Customers and know who we want to pursue

76. So what is a Sales Plan?
Looks similar to a Marketing Plan
Marketing language translated into
◦ Sales Opportunities
◦ Sales Objectives
◦ Sales Resources required
Do you have an 80/20 Reality?
- 80% of your revenue or profit comes
from 20% of your customers

77. Practical Planning
(Back of the Napkin)
1.
What will my current customers buy this coming year? Any Annuity?
◦ Revenue
◦ Profit
◦ Products
◦ Services
What does that add up to?
2.
What is my Quota for the coming year?
3.
What is the GAP I have to fill?

78. Fill the Gap (spreadsheet)
What is our track record for adding new customers in a year?
What is each new customer worth?
Should I plan for customer attrition?
What new products do we have to sell?
Where can we sell new products to existing customers?
Do I have uncovered territories (segments) that I need additional
coverage for? What Quota will I assign?

79. Remember this?
New Customer Acquisition
Funnel
(Example)
Sales Stage
Volume
Unique Views
50,000
Identified
7,500
MQL (Mktg Qualified Lead)
2,250
SAL (Sales Accepted Lead)
1800
SQL (Sales Qualified Lead)
1080
New Customer Sale Close
216
Conversion %
15%
30%
80%
60%
20%
X $6k Annual GP = $1.3M GP

80. Integrated Planning
Option 1
80%
Option 2
20%
Key Customers
The Rest
• Account Plan
• Account Plan
• Account Plan
• Etc.
• Territory A
• Territory B
• Etc.
Segment A
Segment B
• Key Customer
• Key Customer
• Etc.
• The Rest
• Key Customer
• Key Customer
• Etc.
• The Rest
80%
20%

81. Key Customer/Account
Plan
What is your Strategic position in the account?
◦
◦
◦
◦
Why do you win? (Strengths)
What could happen that could cause you to lose? (Threats)
What competitors are gaining strength in the account? (Weaknesses)
What big problems does the customer have that you would like to be solving?
(Opportunities)
◦ Where can you make money in this account? (Differentiation)
◦ Where are your relationships? What are they based on?
If your company went bankrupt tomorrow what would the customer have
to do to keep going?
What do you plan to grow your relationship?
◦ Revenue
◦ Products
◦ Services

82. Territory Plans
(rep=territory)
What Quota will I assign?
What is a basic expectation of revenue from that set of customers?
What growth does this identify?
What activities will need to happen to:
◦ Drive new business?
◦ Drive growth in existing accounts?
◦ Selling stuff we have not sold in the past

83. What Use is the Sales
Plan?
2014 Sales Plan

84. Forecast Reviews
1.
If the planning process made sense than a commitment to the Goal
is mutual
2.
The Territory Plan or Account Plan makes the Objectives for the year
very clear
3.
The Forecast review is as much about the actions and steps as it is
about the $ Forecast. If the rep is not taking the steps can you
reasonably expect the results to follow?
◦
◦
Sales Management is about keeping reps on track with the right activities
or adjusting based on new information
Every Sales Call therefore has an objective relative to the monthly
forecast discussion and the annual Sales Plan

85. Sales
Management
FORECAST REVIEWS – MONTHLY
PLANNING

86. October Forecast
Customer
Opportunity
Probability
30 Days
60 Days
90 Days
ABC Co.
HR Project
30%
$12,000
$19,500
-
Jones Bros.
Dist. Refresh
90%
-
$100,000
B-Town Inc.
Brampton
Expansion
50%
-
-
GrowTown
International
Services
70%
-
$19,000
-
Tower
Vendor of Record
75%
-
-
$15,000
Run Rate
$11,000
$11,000
$11,000
Forecast
$32,000
$49,500
$126,000
$ 9,000
Probability is mapped to Sales Stage that is relevant to your company

87. November Forecast
Customer
Opportunity
Probability
30 Days
60 Days
90 Days
ABC Co.
HR Project
40%
$12,000
$19,500
-
Jones Bros.
Dist. Refresh
90%
-
-
$100,000
GrowTown
Vendor of Record
75%
-
$10,000
$10,000
Google
Creative Building
20%
$55,000
-
-
City of Dallas
Property Project
90%
$17,000
-
-
Run Rate
$11,000
$11,000
$11,000
Forecast
$95,000
$40,500
$121,000

88. November
October
Compare

89. November Action Log
Action
Who
Owner/Help
By When
Purpose
Meet ABC Co.
Project Lead
Me – take
SME
Nov 10
Figure out why
this project is
stuck
Send Invites
All
Customers
Me
Nov 3
New Product
Launch
Me
Nov 7
Support
Awareness
Post thought
leadership Buyer’s
Guide - LinkedIn

90. December Forecast
Starts with Review of
November
Opportunity
ABC Co.
November
Customer
Probability
30 Days
60 Days
90 Days
HR Project
40%
$12,000
$19,500
-
Jones Bros.
Dist. Refresh
90%
-
-
$100,000
GrowTown
Vendor of Record
75%
-
$10,000
$10,000
Google
Creative Building
20%
$55,000
-
-
City of Dallas
Property Project
90%
$17,000
-
-
Run Rate
$11,000
$11,000
$11,000
Forecast
$95,000
$40,500
$121,000

91. Sales Management
See your job as:
“Getting People Done Through Work”
Not
“Getting Work Done Through People”

92. Frameworks for Value
Props

93. Price vs. Cost
Ever heard this?
◦ Q: Why did we lose?
A: Our Price was too high.
Is anybody really a price-only buyer?

94. How a Sales Rep sees it:
Price

95. How a Customer Sees it:
Total Cost of Ownership
- Upgrade or
Replacement
- Switching
Costs
- Disposal
- Ease of
Purchase
- Paperwork and
Processing/
- Recycling
- Website
Price
-Storage Space
- Internal
Handling
- Interest
- Shrinkage and
Obsolescence
- Labour
Costs
- Depreciation
- Training
TCO = Acquisition Costs+ Possession Costs+ Usage Costs+ Disposal Costs

96. What Value does your
company bring that you are not
getting paid for?

97. Make it Personal
Stage of Development
Cause of Happiness/Joy
What We Value
7
Service
Leading a life of selfless service for
the good of the community, nation
or the planet.
Opportunities to leave a legacy by serving the
needs of humanity and building a better world
for future generations.
6
Making a difference
Actualizing our sense of purpose by
collaborating with others to make a
difference in the world.
Opportunities to leverage our impact in the
world by forming alliances with others who
share the same values, and a similar purpose.
5
Internal cohesion
Finding a sense of meaning and a
purpose in life that is larger than
meeting our own needs.
Opportunities to lead a values- and purposedriven life that is meaningful to us and
valuable for others.
4
Transformation
Experiencing a sense of freedom,
autonomy and responsibility for our
lives and the environment in which
we live.
Opportunities to use our gifts and talents by
being made accountable for challenging
projects or processes of significance to
ourselves or others.
3
Self-esteem
Feeling acknowledged and
recognized by those who we respect
and our peers.
Opportunities learn, grow and develop our
skills and talents with support, feedback and
coaching from people we trust.
2
Relationship
Feeling accepted, cherished and
nurtured by our family, friends and
colleagues.
A caring environment, free from conflict and
discrimination, where people are loyal to the
group, and respect and care about each other.
1
Survival
Feeling safe and secure, and being
able to meet our physiological needs
at home and in the workplace.
A safe environment and pay and benefits that
are sufficient to take care of our needs and
the needs of our families.
What Value can your customer put on what you bring to the party?

98. Economic Comparison
(Example)
Customer’s
Cost
Category
Details
Acquisition Costs
Price
$
899.00
$
Purchasing Process
$
4.00
$
Order Quality/Returns
$
4.00
Storage
$
Interest
$
Possession Costs
Our
Competitor
Our Price
$
875.00
-
$
10.00
$
-
$
5.00
15.00
$
-
$
-
2.00
$
-
$
-
$
-
$
-
Quality Control
899.00
$
3.00
$
-
$
-
Shrinkage/Obsolescence/ $
Depreciation
7.00
$
-
$
-
Training
$
15.00
$
-
$
Internal Handling &
Labour Costs
$
2.00
$
-
$
-
Product Replacement
$
3.00
$
-
$
-
Disposal
$
5.00
$
-
$
-
Recycling
$
17.00
$
-
$
-
Repurchase or Lease
Buyout
Switching Costs
$
4.00
$
-
$
-
$
-
$
10.00
$
910.00
Insurance
Usage Costs
End-of-life
TOTAL
$
$
980.00
$
899.00
10.00

99. Segmentation Matrix
Market Segments
Customer Segments
Premium
Professional
•
•
Performance
Value
Willing to pay top
dollar for top
quality and features
Risk averse
•
May consider price
premium if features
are relevant
•
Is price conscious but
will not accept low
quality
Hobbyist
•
Willing to pay top
dollar
•
Willing to pay more if
there is a reason
•
Wants competitive
pricing
Casual User
•
Will pay for the
cool factor
•
Product quality and
reliability are drivers
•
Price is a big factor in
what to buy

100. Value Propositions
At our company we value
______________________________
This means we
______________________________
We seek to help Customers who
______________________________
Unlike our Competitors we
______________________________
Answering these questions:
Why should someone purchase your offering?
Why should someone purchase your offering instead of your competitors?
What is most worthwhile for someone to keep in mind about your offering?

101. Summary

102. Contact
Nick Foster
Cell: 416-275-0776
Email:
nick@culturexbrand.com

103. © 2013 BY NICK FOSTER ON BEHALF OF SCHULICH EXECUTIVE
EDUCATION CENTRE (SEEC).
ALL RIGHTS RESERVED. NO PART OF THIS
PUBLICATION MAY BE REPRODUCED, STORED IN A RETRIEVAL SYSTEM,
OR TRANSMITTED IN ANY FORM OR BY ANY MEANS, ELECTRONIC,
MECHANICAL, RECORDING, PHOTOCOPYING OR OTHERW ISE, W ITHOUT
WRITTEN PERMISSION OF THE COPYRIGHT HOLDER.

104. In the future there
will only be Content
Marketing
- Seth Godin

105. Where are the fish biting?
Marketing’s Questions
What tackle are they using?
Is it more work then the size or value of the fish?
Can we teach people to use the same principles in their own rivers?
Do we have to compete with other fishermen?
Why will we be more successful than anyone else?
Sales Leadership’s Questions
How do we motivate the fishermen?
How many fishermen are the right number?