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Presentation n hopkins
- 1. Increasing sales A presentation to BEN byNigel Hopkins, director, WinZone Consulting
- 2. Agenda The ‘Chasm’ challenges Value Propositions increase sales Save you £ Increasing sales
- 3. Why me +17 years sales experience: EMEA Sales Director EMEA Sales Manager UK Sales Manager +10 years at IBM IntelliStation from 4th to 1st in 18 months Largest, first and complex (Swansea, Marshall, ArrowsF1) Clients include:
- 4. WinZone Consulting Increases your sales Creating Unique Value Propositions Chasm crossing Competitiveness & Differentiation
- 5. Technology Adoption Life Cycle
- 6. Mobile phones Early Adopters Innovators Laggards Early Majority Late Majority
- 7. Technology Adoption Life Cycle
- 8. Challenge 1 – Huge opportunity
- 9. Challenge 2 – Pipeline 40 trade show‘hot’ leads Too many = no focus Struggle to ‘close’ deals 1 year = 0 trade show conversions
- 10. What do they do? Hire more Salespeople Hire a ‘Big hitter Sales Director’ Put the entire sales force through training Hire a telemarketing/lead generation team Invest in advertising Invest in trade shows
- 11. Pipeline – The real problem 1) Not prospects yet 2) No CRtB
- 12. Compelling Reason to Buy Why MUST they do this? What will happen if they DON’T do this? Develop the “Why they MUST and what will happen if they DON’T”
- 13. Value Propositions Value Propositions make it ‘Compelling’ A Value Proposition is: “A concise statement that articulates the VALUE that a customer can expect when they do business with you.”
- 14. Creating Value Propositions WinZone VP Tool™ - Objectives & Pain WinZone VP Test™ - Wow & So what
- 15. WinZone Sales test 1™ Objectives Pain Servers are at 98%capacity and needreplacing Customer service isgetting worse and morestaff are required Reduce IT spend by12% Reduce headcountby 5% Increase customerservice by 8% IT Director Finance Director CEO
- 16. WinZone Sales test 2™ WOW So what? “You can ‘virtualise’ all of yourservers and share this across theorganisation” “We can save you 5% of your ITspend by virtually sharing thecomputing power across theorganisation” “We custom make each product tomeet your needs” “Reduce your staff numbers by 8%by outsourcing your IT helpdesk.This will also increase your customer satisfaction rates” “Dynamically change the availabledisk capacity in one click” “We share IT knowledge andresources because we work withmultiple companies”
- 17. Technology Adoption Life Cycle
- 18. Remember “I don’t care about the product!” “What does it DO for ME?”
- 20. Back up slides
- 21. The ‘Gain’to users D A B C 4 A: Provides modest enhancements B: Adds substantial new value C: Gives dramatic productivity gains/cost saving D: Changes the market forever! 3 4: Significant reengineering, new process 3: Major changes to existing process 2: Modest changes to existing process 1: Integrates with existing process 2 Pain 1 The ‘Pain’ ofobtaining thebenefit Gain
- 22. Early Market D A B C 4 Bowling Alley 3 2 Pain 1 Tornado Gain Main Street
- 23. Consultative Sales Process Target market Route to market Direct/Channel Pricing Value proposition Elevator pitch Supporting metrics Market specific Job role specific Economic/ technical buyer Customer examples Lead generation Mailshots Calls to action CRM Cold/warm calling Qualification Progression/ commitment Compelling reason Win/win negotiating Timing Go to market strategy Value proposition Pipeline generation Opportunity management Delivery Winning Customer Sat’ Reference
- 24. The 3 Building Blocks The Value Proposition, The Elevator Pitch and supporting sales messages. Proving value! Product The components must be underpinned by the ‘Product’ and work in harmony for selling to be successful and sustainable. People Process The competency of the sales team. The knowledge, skills and behaviour and the motivators. The right people! Pipeline building, opportunity qualification and management of opportunities. Going after opportunities that can be won!
- 25. Sales Fitness Assessment™ Assessment of your sales & marketing process focusing on the 3 building blocks. Report detailing: Highlights/lowlights Focus areas Prioritisation Benchmark against industry Roadmap of requirements
- 26. Selling Value E Pitch Concise Pervasive Unique ValuePropositions £ Value Based (Economic) Technical Based (Technical) CR2A Sales Messages Solution Selling Divide Economic/Technical Targeted Offers £ Financial CR2A Targeted
- 27. The 3 Building Blocks for sales The Value Proposition, The Elevator Pitch and supporting sales messages. Proving value! Product The components must be underpinned by the ‘Product’ and work in harmony for selling to be successful and sustainable. People Process The competency of the sales team. The knowledge, skills and behaviour and the motivators. The right people! Pipeline building, opportunity qualification and management of opportunities. Going after opportunities that can be won!
- 28. Value Proposition Compelling £ Value Demonstrable Product People Process
Notes de l'éditeur
- Talk around the Chasm and some typical challengesProvide you with a process/methodology to enable you to increase your sales.And save you some money and/or show you where to invest.
- IntelliStation from 4th to 1st culminating in $55m revenueArrows F1 £250k v £0
- 1) The Geoffrey Moore book Crossing the Chasm is worthy of a weeks course so for the benefit of this evening I’m going to focus around the chasm.2) Let me give you an example....
- 1993NOKIA 2110Apple iPhoneDebate that we’re going through the Pragmatist stage again with the promotion of ‘Applications’ on the iPhone and the changing role of the ‘Mobile phone’Laggards - Txt
- I’m going to focus on the CHASMLet’s consider 2 common challenges.
- The first is the size of the market and hence the size of the opportunity.For example you may have a product or service that will benefit any organisation who has more than 100 employees.It’s cross-industryTherefore the opportunity size is vast“If we could just get 0.5% of each market we’d be rich!”My colleague David will be talking about this particular problem in more detail later....
- Challenge 2 is around the pipeline.Often companies have a huge number of ‘Identified’ opportunities. Loads of interested people and prospects. However very few of them close.Why?Or companies have very few opportunities. Little interested people and prospects.Why?
- 1) Invest in more trade shows – hey we got 30 leads last time let’s get some more!!
- Not yet prospectsWay too early in the Technology Adoption Life CycleNo “Compelling Reason to Buy”
- Loft conversion example WANT is NOT a Compelling ReasonTake all of your pipeline and ask the questions:Ask your sales teamIf they don’t know then task them to find out!If they don’t know or it’s FAR from compelling then take them out of your forecastUntil you can PROVE why they MUST!
- If you don’t know the objectives then ask them – 1st call – “It would be really useful if you could share with me your key objectives for this year”What does this person lie awake at night sweating over??!!
- They may be UNIQUE but who cares??!!And they don’t help me achieve my objectives and they don’t take away the pain
- 1) The Geoffrey Moore book Crossing the Chasm is worthy of a weeks course so for the benefit of this evening I’m going to focus around the chasm.2) Let me give you an example....
- If you’re the customer
- Email me and I’ll send you the guide to creating UVP’sOr I’ll be around, look out for me, grey suit, average height.
- If you’re the customer