VantagePoint Performance trains sales teams to be situationally fluent by assessing different buying situations and executing the optimal sales strategy. Research showed that while buying stage is important, other buying factors also influence the situation. High performers use different strategies for different situations, while average performers use only one. Consultative selling is foundational to all strategies and drives performance. True sales agility requires capabilities at foundational, organizational, and situational levels to adapt behavior based on changes in the buying situation.
2. VantagePoint Performance trains salespeople to be more fluent and comfortable
across different situations needing different sales approaches, and they train
sales managers to be better coaches and team leaders with more focus and less
stress.
VantagePoint can help your sales team understand how your buyers approach the
buying process, learn what matters to buyers at each particular stage in the
buying journey, curate sales approaches that align with buying factors as well as
your organization's KPIs, and teach your sellers how to
assess a buying situation.
With VantagePoint, you will equip all your managers and sellers to be
situationally fluent and to execute each unique interaction in the buyer’s journey
like your top-performers. To learn more about how VantagePoint can help you,
visit www.vantagepointperformance.com.
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5. WELCO
ME!
The Truth About Sales Agility:
Separating Fact From Fiction
Michelle Vazzana, PhD
Co-Founder and Chief
Strategy Officer
6. What Is Agility?
The ability to adapt behavior based on changes in
the situation an individual is facing
Situational Fluency is the ability to
- assess and make sense of the situation
- select the optimal path forward
- execute that path
- and continually monitor impact
7. Reduce the chances of making
a viable sale by 66%
Too Much
Conflicting
Making trade-offs is difficult
9. Making Sense of Sales Agility
FOUNDATIONAL
Buyer Psychology and
the Buying Journey
ORGANIZATIONAL
Linking Sales Activities with
Organizational Results
SITUATIONAL
Buying Situations Sales
Strategies
11. The Sales Agility Research
Journey
Is there one best way to
coach and manage?
1132 Sales Managers
from 14 Companies
How does agility impact sales
management and coaching?
12. Which Business Results You’re Targeting
Which Sales Objectives Are Necessary To Achieve
Those Results
Which Sales Activities Must Be Executed Consistently
Well To Achieve Those Objectives
Sales Metrics
No One-Size-Fits-All Approach
13. Which Type of Sales Coaching is
Most Impactful?
0
5
10
15
20
25
30
Coaching to Capabilities Coaching to
Results
Coaching to
Activities
+10%
+24%
Type of Sales Coaching
Impact
on
Quota
Attainment
+2%
+2%
14. Activities must align to desired
organizational results
Monitoring leading
indicators reflects
progress
Consistent coaching aligns to
highest-impact activities
Sales Management and Coaching
No One-Size-Fits-All
16. Is there one best way to
coach and manage?
1132 Sales Managers
from 14 Companies
Is There One Best
Sales Methodology?
793 Sales Reps from
3 Different Industries
Do High Performers
Adapt to the Situation?
1500 Sales Reps from
3 Different Industries
Does Adapting
Improve Win Rates?
793 Sales Reps from
3 Different Industries
The Sales Agility Research Journey
How does agility impact sales execution?
17. Research Conclusions
Multiple Sales Strategies
Unique Buying Situations
#1 #2
#4
#3
High performers choose different strategies.
Core performers use only one regardless of the situation.
18. Is there one best way to
coach and manage?
1132 Sales Managers
from 14 Companies
Is There One Best
Sales Methodology?
793 Sales Reps from
3 Different Industries
Do High Performers Adapt
to the Situation?
1500 Sales Reps from
3 Different Industries
Does Adapting Improve
Win Rates?
793 Sales Reps from
3 Different Industries
How Do
Buying Factors Work
Together?
1150 Sales Reps from 4
Different Industries
How Do the Four
Sales Strategies Al
ign?
1150 Sales Reps
from 4
Different Industries
The Sales Agility Research Journey
Are there foundational competencies that
enable sales agility?
19. Buying Factors Define
the Buying Situation
Experiences
Competing Priorities
Preferences
Needs
Financial Conditions
Histories
Budgets
Perceptions
Buying Process
Competitors
Size of Buying Team Constraints
Size of the Problem
Desired Solution
Stage of Engagement
20. Five Categories Of Buying Factors
Customer
Dynamics
Problem
Awareness
Competitive
Landscape
Solution
Definition
Buying
Stage
23. Is there one best way to
coach and manage?
1132 Sales Managers
from 14 Companies
Is There One Best
Sales Methodology?
793 Sales Reps from
3 Different Industries
Do High Performers Adapt
to the Situation?
1500 Sales Reps from
3 Different Industries
Does Adapting Improve
Win Rates?
793 Sales Reps from
3 Different Industries
How Do
Buying Factors Work
Together?
1150 Sales Reps from 4
Different Industries
How Do the Four
Sales Strategies Al
ign?
1150 Sales Reps from
4 Different Industries
The Sales Agility Research
Journey
Are There Foundational Competencies That
Enable Sales Agility?
36. Agile Software Development and SCRUM
Agile software development is internal to
the developer’s environment
Agile sprints are small pieces of
code development which represent
tiny portions of the overall project.
Many different developers are
sprinting concurrently on different
topics.
38. Fighter Pilot Agility Enablement
Determine the Best Path
of Action
Execute Actions
SITUATIONAL
INTELLIGENCE
SITUATIO
NAL READ
INESS
SITUATIO
NAL FLUE
NCY
Assess the Situation
Monitor Impact
39. Three Levels of Sales Agility
FOUNDATIONAL
ORGANIZATIONAL
SITUATIONAL
40. The Impact Of Sales Agility
ORGANIZATIONAL
SITUATIONAL
FOUNDATIONAL
35% More Sellers at Quota
20% More Revenue per Seller
30% Increase in Average Selling
Price
41. Key Take-Aways
Agile Development does not equal sales agility
The buying journey is a piece of the agility puzzle, not
the entire puzzle
Consultative Selling is foundational to other forms of
agility
Agility can be trained. But buyer beware!
42. Actions to Take
Read our whitepaper: The Bottom Line on Sales Agility:
Separating Fact from Fiction. Available at our booth or
electronically.
Contact Me: mvazzana@vantagepointperformance.com
Watch a Video about Crushing Quota:
https://www.vantagepointperformance.com/surprising-sales-
coaching-findings-from-the-research-in-your-book-crushing-quota/
Change defensive – highlight that everyone agrees with us. A complement – imitation is the most sincere form of flattery. We love that the industry at large has adopted our perspective on the importance of situational fluency.
Increases in thought leadership, data and analytics mean that customers are exposed to a high quantity of credible, high-quality information
Having great messaging is no longer sufficient. It is a necessary ingredient in a broader approach. Any claim that a supplier can make will sooner than later be made by your competition as well.
The impact of this information-rich environment – where customers have to sort through mountains of seemingly relevant information – is overwhelming to buyers.
54% of customers feel they encounter too much high quality, credible information.
44% of customers said that the credible information they encountered was conflicting – adding to their confusion.
55% said that this made it difficult to make trade-offs between vendors and their capabilities.
This reduces the likelihood of making a viable sale by as much as 66%.
There are three primary ways sellers inform customers.
Giving: primary strategy is to respond to customer requests for information. More is better.
Telling: Sharing seller’s perspective with an aggressive and specific point of view based on extensive personal experience and knowledge (most like Challenger) Seller-out view.
Sense making: Guiding customer to evidence, helping customers sort through various and possibly conflicting information, and prioritizing simplicity over comprehensive detail (market-in view)
The most effective agile sellers into today’s environment have to look at the larger landscape the customer is facing. This takes sellers longer and is initially harder from a sales perspective. However, sellers that take this broader view increase customer confidence and enjoy larger deals with higher staying power. In fact, one of our software clients reported that sellers that take this broader approach to sales agility enjoy contracts that are almost double what sellers that take a more parochial view.
The notion that situational fluency is about flexing to the buyer’s position within their buying journey – and that orienting effort toward different buyer personas is accurate, but inadequate. We’ll examine this first proposition as we unpack our sales agility research journey.
This second proposition – that sales agility is similar to agile software development is just plain wrong. It is intuitively appealing, and attractive because it doesn’t require evidence to support it – yet it is still wrong. We’ll examine this false premise when we examine how to acquire sales agility.
There are better, more relevant questions we should be asking…. Such as….
How does sales agility manifest within sales organizations?
Are there different levels of sales agility – and if so – how do we know? What is our evidence?
This is why research is so vitally important. When we entered into these research projects, we had some intuitive appealing hypotheses that were not supported by data. We thought the highest performing managers would coach more. Wrong.
We thought capability coaching would be highly correlated with quota achievement. Wrong.
Doing the research and looking for quantitative evidence forces us to look at reality, not our desired version of reality.
If agility means adapting behavior to the situation an individual if facing, then organizational agility involves adapting market facing sales behavior in ways that support company goals and objectives. In other words, adjust selling motions to align with desired business results.
This sounds complicated.
Make it into an impact story
What happens if you are not agile?
Orgs that drive standardization do so at the expense of agility
Spent lots of money doing lots of things. All kind of investments that are not leading to better outcomes. Not working. Are you getting more out of all of you’ve already done. How do you help them leverage tools they already have.
What is tying all of this together? What is the secret sauce? It is agility.
These three levels of agility tie in all of the investments you’ve made into a workable approach to adapting. Could tie in their tech stack.
Lots of tools are available. You will hear about lots of new and great tools, but how do they fit into ongoing sales execution. Lots of cool new stuff, but how does it all tie together. Could dump more tools and not see results. How do you use it.
Pull in more about buyer psychology – what it is and why it matters
This is confusing. Can be simplified, visually simpler..
You’ll notice that I use the word Agility, not agile. Sales agility is not the same thing as agile development. We’ll examine why.
These three levels of agility tie in all of the investments you’ve made into a workable approach to adapting. Could tie in their tech stack.
Lots of tools are available. You will hear about lots of new and great tools, but how do they fit into ongoing sales execution. Lots of cool new stuff, but how does it all tie together. Could dump more tools and not see results. How do you use it.
You might look at this series of sprints and think – yeah, okay, that has a lot in common with sales – why not.
What you would be overlooking is that software development is a very tightly defined process – primarily internal – with a beginning, middle, and end for each stage. It implies high control over the development environment.
Agile selling involves an important variable that is NOT within the seller’s control – the customer.
In agile software development, the vision belongs to the software developer. In agile selling the vision belongs to the customer.
Independent, small achievements that are within the control of the developers. Whereas selling agility is all abou taking disparate information and helping your customer make sense of what that means for achievement of their goals.
The idea that these two ideas are created equal is potentially disastrous. We’ve been very specific in talking about sales agility, not “Agile.”
Sales agility starts big and narrows it down. Agile software development starts small and then brings it together later.
Point that “software development” in agile is small portions, different topics, independently.
Selling is the opposite – where we have to look at all of the pieces, see how they fit together, and help our customer make sense of them.
You might look at this series of sprints and think – yeah, okay, that has a lot in common with sales – why not.
What you would be overlooking is that software development is a very tightly defined process – primarily internal – with a beginning, middle, and end for each stage. It implies high control over the development environment.
Agile selling involves an important variable that is NOT within the seller’s control – the customer.
In addition, agile development team members work independently on very small portions of the larger project. This is exactly the opposite of how real sales teams work “together” at each stage of the sales opportunity. Again, the idea of development sprints paving the way for sales sprints just doesn’t jive. They are conceptually misaligned.
In agile software development, the vision belongs to the software developer. In agile selling the vision belongs to the customer.
In fact, there are customer dynamics at play in today’s selling environment that make this idea of individual sprints obsolete.
Why does this matter.
This should be personal – what does it mean to me? What can you do today?
Sales tips:
Start fostering an agility mindset in their org. Start asking questions about the buying journey, what their likely objectives are, what do you know about their broader environment
Shore up your consultative sales skills
Engage your top performers on how they are executing sales tactics beyond consultative selling
Ensure that salesperson activities are directly aligned with KPIs and sales results.