1. TECHNOLOGY DOESN’T SELL ITSELF
PRESENTED BY:
MIKE JOHNSON
PRESIDENT, INGENIUM PARTNERS
8/4/2012
Copyright 2012. All Rights Reserved.
Document not to be distributed without written consent of the BTBC.

2. Meet Mike Johnson
 Senior sales and marketing executive with over 30 years of
comprehensive experience in sales, marketing, business
development, and strategic planning.
 Ten years of executive management experience with a proven
record of progressively responsible positions including district
manager, regional manager, director of sales, vice president of
sales and senior vice president of sales and marketing.
 President of Ingenium Partners, a sales and marketing
consulting firm working with Fortune 500 companies and start-
ups.

3. Prior Experience
 Director of Sales, Service and Administration, Siemens Medical
Systems
 Vice President of Sales, Becton Dickinson Infusion Therapy
Systems
 Senior Vice President, Sales and Marketing Oread Labs

4. Representative Client List
Johnson & Johnson

5. Agenda Topics
 Sales and Marketing System Overview
 Customer
- Philosophy
- Segmentation and Targeting
- Buy-Sell Process
 Creating Sales Opportunities

6. Agenda Topics
 Managing Sales Opportunities
 Managing Relationships
 Questions

7. Sales and Marketing System

8. Win-Win Philosophy
We’re Ultimately Striving For:
 Satisfied customers
 Long-term relationships
 Repeat business
 Referrals

9. Joint Venture Selling
 Use a joint venture sales approach
 Achieve a win-win sales situation

10. Crossing The Chasm
Source: Everett Rogers Diffusion of Innovations Theory

11. High Tech Marketing Model
 What happened to TiVo?
- Single highest quality product introduced into a new category
- Created a brand like Kleenex, Coke, Band-Aid, etc.
- TiVo is a verb in the English language
- TiVo was well-funded and had a technology that could reinvent how we
consume television
- Sales were and continue to be a huge disappointment. More homes have
outhouses (671,000) than TiVo’s (504,000)

12. High Tech Marketing Model
 Problem was that they marketed the product to the early
majority before getting innovators and early adopters to
adopt the technology
 They attempted to convince with features and benefits
(results) without first explaining the Why!
 The right model to develop a market is to work the curve
left to right
 Focus first on the innovators, create Win-Win, Referrals

13. High Tech Marketing Model
 Referrals/Testimonials will open the doors to early
adopters, grow this market and move on to the early majority
and so on. “Catch the Curve”
 Referrals/Testimonials create momentum within the technology
adoption life cycle and it is natural for the next group to want to
buy-in
 Once a product gets to 15-18% penetration with innovators
(2.5%) and early adopters (13.5%) then the growth moves at an
extraordinary pace capturing the early majority (34%)

14. High Tech Marketing Model
 Keys to early success
- Develop Ideal Account Profile Scorecard
(Visionaries, Technology Enthusiasts)
- Develop a target account list based upon which accounts
most closely meet your Ideal Account Profile
- Identify the Buying Influence Role that you will be targeting
and craft your value message to the Role versus a generic
value proposition

15. Sales and Marketing System
 Targeting Ideal Customers
 Buy-Sell Sales Production Process

16. Ideal Account and Opportunity Scorecard Profile
 Key ideas
− The Ideal Target Account and Opportunity
Profile is used as a predictive device to identify
the most ideal targets
− The Ideal Target Account and Opportunity
Profile can be used as a sorting device to
select the best targets
− The closer your customers fit your Ideal Target
Account and Opportunity Profile, the more
likely you are to encounter fewer problems and
have an easier sale

17. Example: Ideal Account and Opportunity Profile Scorecard

18. Business Process
Businesses depend on having consistent processes.
Accounting
Manufacturing
Sales & Marketing
Human Resources

19. The Value of Processes
 With processes
− People have focus
− You know where you are
− You know what to do next
 You are able to proactively
− Identify problems and difficulties
− Identify deficits in knowledge
− Allocate resources effectively

20. Sales Production Process Impact on Sales Performance
No Impact Do Not Know
 90% of those surveyed show impact 6.2% 4.2%
from implementing a sales process
- Win rates increase
- Cost of sales decreases
- Productivity per sales rep increases
- Ramp up time of new hires decreases
- Forecast predictability improves Significantly Improves
Improves 53.7%
35.8%

21. Customer Relationship and Sales Production Process
Trusted
Partner Successful
Years
Strategic 24% of Firms
Contributor
Solutions Challenging
Consultant Months
47% of Firms
Preferred Sleepless
Supplier Nights
29% of Firms
Approved
Vendor
Random Informal Formal Dynamic
Process Process Process Process

22. Buying Process-Selling Process Alignment
Key Ideas
− Steps in your sales process must align with
the customer buying process
− Increase win rates and speed up the sales
cycle
− Establish reasonable customer commitments
at each step in your sales cycle
− Increase forecast accuracy

23. Fundamentals
Selling Process
Conduct
Generate Identify
Qualify Needs Demo/Trial Propose Close Deliver
Lead/Target Opportunity
Analysis
All Selling activities and The Buying Process will
people involvement always
must be linked to the Buying override the Selling
Process Process!
Buying Process
Agreement Business
Impact Evaluate Implement
Status Quo to do Select Sign Problem
Analyzed Alternatives Solution
Something Resolved

24. Misalignment
Selling Process
Conduct
Generate Identify
Qualify Needs Demo/Trial Propose Close Deliver
Lead/Target Opportunity
Analysis
Buying Process
Agreement Business
Impact Evaluate Implement
Status Quo to do Select Sign Problem
Analyzed Alternatives Solution
Something Resolved

25. Fundamentals
Movement through the Buying or Selling
Process is measured in activities, NOT time.
Agreement Business
Impact Evaluate Implement
Status Quo to do Select Sign Problem
Analyzed Alternatives Solution
Something Resolved

26. Sales Production Process
Buy Process Step:
Sell Process Step:
Objective:
Buying Customer Action Tools or
Seller Actions
Influences Involved Commitments Information Used

27. Sales and Marketing System
 Creating Opportunities

28. Buying Influences Concept
 Every decision maker and decision influencer has a
solution image or concept
 Decision makers and influencers buy what they think
your solution will enable them to accomplish
 The sales professional needs to understand the
decision maker and influencers concepts

29. Even Keel (Most Decision Makers start here)
Probability of taking action is low.
 Buying Influence asks, “Why do I need to make a
change?”
 What is your plan for moving this Buying Influence
from even keel?

30. Understanding the Concept

31. Buying Influence Concept
 Accomplish something
 Fix something
 Avoid something

32. Differentiation
 Products, services, or solutions must be differentiated before the
decision makers and influencers make a decision to buy, or that
decision may be based on price alone
 Decision makers and influencers do not buy products, services, or
solutions per se; they buy what they think or feel the
products, services, or solutions will accomplish for them
 The decision makers and influencers must see a link between your
product, service, or solution and what they are seeking to
accomplish, fix, and avoid

33. Unique Strengths
 What are your strengths?
 Do your strengths connect to what each decision maker and
influencers is seeking to fix, avoid and accomplish?
$$$

34. Features, Functions & Benefits’
Understand Why It’s Wrong Take Action to Correct
 The basic issue here is a faulty set  Instead of regurgitating a list of so-
of assumptions compounded by called benefits, ask questions to
faulty logic, causing muddled determine what the customer’s
thinking. concept is.
 It is dead wrong! Inanimate  What do they need to
objects like product features correct, improve, or avoid?
cannot inherently possess
benefits.  Focus on the customer by asking
questions, not on the product by
 Perceiving a benefit is a human data-dumping.
attribute.

35. Value Proposition
Understand Why It’s Wrong Take Action to Correct
 Trying to craft a one-size-fits-  Never try to construct a
all statement of value is as generic value proposition.
impossible as trying to come
up with one silver-bullet sales  It never works and usually just
for the General Electric, Sony, confuses the customer as to
or Siemens. what business you are really
in.
 It cannot be done because the
same statement does not  The value you provide is
apply in all situations. decided by your customer; not
by you or your marketing
department.

36. Sales and Marketing System
Managing Opportunities
− Operationalize your sales process

37. Manage Opportunities
 Key ideas
− Develop an ongoing process for:
• Analyzing sales opportunities
• Setting effective strategies
− Common language

38. Strategic Purpose: Build a Strong Strategy
 Identify Strengths
― Leverage strengths and capitalize on opportunities
 Identify Red Flags
— Minimize and/or eliminate uncertainties and threats

39. Build a Strong Strategy… Analysis, Strategy, and Plan
1. What are we proposing to sell
- Single sales objective
2. Euphoria Panic Continuum
3. Who are the buying influencers, their roles, openness to change (mode), and degree of
influence?
4. How does each Buying Influencer rate our solution and how do I know this is an accuratte
rating?
5. What is each Buying Influencer seeking to fix, avoid, and accomplish (results) and how will
each personally win?
6. What is our current position versus the competition?
39

40. Build a Strong Strategy… Analysis, Strategy, and Plan
7. Is the prospect a good match to our Ideal Customer Profile?
8. What is my funnel position?
9. What are those factors that strengthen my position (strengths) and what do I need to
eliminate or neutralize (red flags)?
10. What are all the possible actions we could take to strengthen our position? Leverage
strengths to eliminate or minimize red flags.
11. What information do we need, and what are the best actions to take to advance my position
on the next call. Who will do them, and when?
40

41. Sales and Marketing System
 Managing Relationships

42. Basic Premise

43. Managing Customer Relationships
 Customers are major assets that need to be managed and protected.
 Satisfied customers equals repeat business, referrals and new growth
opportunities … Up Sell and Cross Sell.

44. Account vs. RelationshipPlanning
LAMP
Planning ®
Traditional Account Planning Strategic Relationship Planning
 Sales-focused  Customer relationship focused
 Developed by selling organization  Developed by cross-
functional team
 Discusses our revenue goals and
objectives  Discusses how to help the account
meet its business objectives
 Developed to meet our quota
 Developed to meet
 Focuses on selling our product line
the account’s business needs
 Determines solutions that are important
for the account

45. Buy-Sell Hierarchy
45

46. Questions and Dialogue
46

47. Thank You
Mike Johnson
785-841-0738
mjohnson@ingenium-partners.com
Copyright 2012. All Rights Reserved.
Document not to be distributed without written consent of the BTBC.