Strategic Selling + CRM + Sales Pipeline

Jasper Welch – www.jasperwelch.org
How to improve your
personal selling
and business results
(c) 2017-www.jasperwelch.org
1

FCMS
 The US market is aggressively sold and
communicated to in many ways
 Mass merchandising & mass communicating
is giving way to mass customization and
(now) individualized marketing
 Personal selling is a “learned skill”
 If you don’t sell your ideas, who will?
2

FCMS
 How do you effectively connect your product
or service to your customer?
 What is the selling process? How does it
work? What doesn’t work? And Why?
 How do you and your Company connect to
customers? Through the sales process, in a
systematic way. A CRM* can track.
 CRM = Customer Relationship Management
3

FCMS
 We are their “target”, not a person
 They don’t know us or what we want
 They don’t care about us ‘after the sale’
 They don’t create long term relationship and
service ‘after the sale’
 We don’t trust them or respect them
4

FCMS
 Customer focused selling
 Trust Based selling
 Facilitated selling
 Value Proposition Canvas
Regardless of the name or process, your selling
process needs be strategic, customer focused
and measured results (CRM platform helps!)
(c) 2017-www.jasperwelch.org 5

FCMS
 SPIN Selling: Neil Rackham
-based on extensive research on what
works in selling process
 Strategic Selling: Miller-Heiman, Inc.
-selling complex products and services
with proper strategy & systems
 Trust Based Selling Charles Green
-selling based on trust
http://trustedadvisor.com/books/trust-
based-selling

FCMS
 Based on the Trust Equation
Credibility+Reliability+Intimacy
Over Self Orientation
 Credibility=What you say?
 Reliability=What you do?
 Intimacy=working closely w- others
 Self-Orientation=You? Or the Client?

FCMS
 Selling many products,
services or technologies
is a complex sale
 Products and services
can be complex
 Multiple stages & steps
in the sales process

FCMS
 Selling is a process,
not just a formula
 The focus in on the
person, and the
relationship with your
company
 Selling is a learned
skill, takes practice
(c) 2009 - 2015-www.jasperwelch.org 9

FCMS
 Tracking your
customers, their
contact info, next
steps, TAF actions
 Sales management is
project management
 Sales pipelines
 Next steps, delivery?

FCMS
 Your value
proposition?
 How does your team
deliver value to your
customer?
 What is the “fit”
between your
customers needs &
your solutions?

FCMS
 Value Proposition
Canvas
 Benefit language
“WIIFM” connection
 CRM – managing
relationships,
process of sales
 Delivering value,
customer feedback

FCMS
 Clouds & Dirt
approach by Gary V
 Overall approach,
value prop, vision
 Details the dirt,
actually
communicating to
your customers
https://www.garyvaynerchuk.com/tag/clouds-and-dirt

FCMS
 S=Situation: What is the buyer’s situation?
 P=Problem: What is the buyer’s problem?
 I=Implication: What is the implication if the
buyer’s problem is not solved?
 N=Need-Payoff: What does the customer
really need? How does your solution benefit
(ROI) your customer?

FCMS
 What is your customer’s Situation?
1. Growth, Trouble, Even-Keel, or
Overconfident buying modes
2. Context, background, internal factors,
external pressures, budget cycles, industry
type, purchasing process, etc.

FCMS
 Could you tell me
about your
company growth
plans?
 How long have
you had your
present
equipment?
 Where is your
industry heading?
© 2017-www.jasperwelch.org 16

FCMS
 What is the ‘white hot issue’ for the buyer?
 What hurts (isn’t working)?
 Where is the pain (losing money, people,
time, orders, etc.)?
Note: Inexperienced sales people &
entrepreneurs usually don’t ask enough
“Problem” questions of the customer.

FCMS
 Is the present
training effective?
 Is the quality from
your present
system adequate?
Questions that
explore difficulties
in areas where
seller can help

FCMS
 These questions are critical in complex and
large sales, as compared to simple sales.
Includes selling ‘services’.
 What is the implication of the buyer’s
problem if it is not solved? Downside?
 Seller is focused on questions which help the
buyer see their problem and implications
more clearly & accurately.

FCMS
 How will this
problem affect your
quality assurance?
 What impact does
customer response
time have on service
levels?
Q? that help buyer to
see consequences

FCMS
 Connecting the customer solution to your
benefits, for example the buyer ID’s the
benefits that your solution provides.
 Working with your customer to see the
benefits that your solution may provide.
 Questions about value, usefulness or utility
that customer perceives in a solution.

FCMS
 Preliminaries: Establishing rapport with your
customer
 Investigating: Use SPIN selling model for
questions that uncover and develop customer
needs
 Demonstrate capability: Showing your
benefits meet buyer’s explicit needs.
 Obtain commitment: advances, orders

FCMS
 Order: Customer
decides to buy,
usually a ‘one-time’
retail purchase of
item of less than
$100. May not
have a buying
process or criteria
to decide.
 No-Sale: Simply
not ready, willing or
able to buy.

FCMS
 Advance: Action by
the buyer that moves
buying process
towards an order or
sale.
 Examples: Ask for
budget info, schedule
a demo, disclose a
senior decision maker,
explain buying
process, etc.
 Order: After an
involved process,
the buyer decides
to make buying
com-commitment.
 Examples: Pay
deposit , sign
order, set up
account, schedule
training.

FCMS
 Continuation:
Where the selling
process may
continue, but no
specific action has
been agreed upon
by the buyer to
move the sales
process forward.
 No-Sale: The buyer
actively denies the
seller continued
access or the buyer
actively refuses a
commitment to
place order.
Essentially, No sale.

FCMS
 Remember, you are on a problem solving
mission for your customer. Don’t present
your capabilities too early in process
 Focus on finding and uncovering ‘explicit’
needs defined by customer. Don’t dwell on
features and use ‘advantage’ statements with
care.
 Be careful with info overload (TMI)

FCMS
 S=Situation: What is the buyer’s situation?
 P=Problem: What is the buyer’s problem?
 I=Implication: What is the implication if the
buyer’s problem is not solved?
 N=Need-Payoff: What does the customer
really need? How does your solution benefit
(ROI) your customer?

FCMS
 Systematic selling process
 Complex sale: multiple buying influences
 Decision-making process may not be
obvious nor easily accessible
 Buyer(s) could be investor, owner, manager,
relative, customer, broker or agent
 Seller: selling ideas, good or services

FCMS
 All companies need
to improve their
marketing and
personal selling
processes
 Service based
companies are
really selling
relationships with
clients.
 Selling ideas,
training, services
investments,
and/or
suppliers….is a
complex process
 Buying influences exist
in most sales environ-
ments, whether you
understand them or
not

FCMS
1. Whatever got you there today is no longer
sufficient to keep you there.
2. In a complex sale, a good tactical plan is
only as good as the strategy that led to it.
3. You can succeed today in sales only if you
know what you are doing and why.

FCMS
 Buying Influences: multiple
 Red Flags/Strengths: Weakness & strengths
in the seller position w/ buyer
 Response Modes: Buyer responsiveness
 Win-Results: Personal win combined with
organizational results
 Ideal Customer Profile
 Sales Funnel

FCMS
 Who are your best
& most profitable
customers?
 Repeat business?
 Referrals?
 Good working
relationship
 What else?
 Make a list of the
top 5 (or more)
characteristics of
your ideal
customer?

FCMS
 In every sale there are four (4) Buying
Influence roles
 Each Buying Influence may play multiple roles
and have differing amounts of impact
 The selling organization should understand
the needs of each influence and design a
‘win-results’ outcome for each buyer

FCMS
 Role: Final approval
 Only “one” per sale:
person, group, team
 Goal: Bottom line &
organization results
 Veto power
 Controls $$ money

FCMS
 Recommend solution
to other buyers
 Focus on job to be
done (better, faster)
 Multiple users likely
 Sale opportunity may
fail if user-buyer(s)
are bypassed

FCMS
 Role: to screen out, to
‘pre-qualify’
 Can say ‘no’ based on
specifications
 Can’t give final OK,
may be overruled
 May be multiple
technical buyers

FCMS
 Internal or external
 Role: to act as
guides for sale
 Focus: success of
your proposal
 Provides info on
buying influences
 Can’t make sale

FCMS
 High: dominant
influence for this sale
 Medium: Some
influence for this sale
 Low: Little influence
for this sale

FCMS
 Growth: Looking for
ways to grow and
solve problems
 Trouble: Have to
solve problems now
 Even Keel: No
problems here
 Overconfident: Don’t
need solutions at all

FCMS
 Probability of taking
action is HIGH
 Looking for better
quality, quantity
 Can you proposal
increase growth or
eliminate lack of
results?

FCMS
 Trouble: Sense of
urgency to solve
problems or else!?
action is HIGH
 What is cause of
trouble? Can your
solution solve it?

FCMS
 Even Keel: Everything
is fine, don’t rock the
boat
action is LOW
 Present results are
fine, prefer present
condition
 Seller is a threat

FCMS
 Overconfident: We
have it under control,
things couldn’t be
better!
action is NIL
 False perception of
reality
 View proposals as
negative

FCMS
Economic Buyer:
•ROI/profitability
•Productivity, perform
•Economical solution
User Buyer:
•Do job better, faster
•Service & support
•Ease of use, learning
Technical Buyer:
•Does solution met spec?
•Price/performance/budget
•Reliability
Coach (Wins)
•Recognition
•Visibility, kudos
•Seen as problem solver

FCMS
Win-Win:
Buyer wins, get results
Seller wins, is profitable
Repeat sale is probable
Win-Lose:
Buyer wins, makes sale
Seller buys, but is not
satisfied or needs not
met, repeat unlikely
Lose-Win:
Buyer sells at loss
Seller gets ‘low price’
Not sustainable
Lose-Lose:
No transaction or a
buy/sell that is
unsatisfactory

FCMS
 Weakness in position
 What can you do to
re-position?
 Review ‘red flags’
with sales team and
coaches
 Minimize in proposal

FCMS
 What is your unique
position?
 How are you
different than other
options?
 How to leverage?
 How to reveal?
 How to present

FCMS
 SPIN Selling, Neil Rackham, 1988
 Strategic Selling, Heiman & Sanchez, 1998
 Customer Relationship Management CRM
 Using “Blue Sheets” for large sales or projects
with multiple buying influences
 Trust Based Selling, Charles Green

FCMS
 www.millerheiman.com
 New Strategic Selling, 1998
 Blue Sheets and M/H tools
 One-on-one planning for “specific sales
objectives” using Strategic Selling
 Conceptual Selling

FCMS
 SPIN selling and/or Strategic Selling
purchase the books for your library
 Go on line to research tools
 CRM system: Many SaaS options!
 Enroll in sales training and/or attend
seminars (like today) to learn more

Jasper Welch – FCMS: Engage Your Marketing
How to improve your
personal selling
and business results
(c) 2009 - 2015-www.jasperwelch.org
51

Strategic Selling + CRM + Sales Pipeline

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