Sales Transformation Selling to the C-Suite Why do customers buy? Conversations Relationships Trust What is Sales Messaging? Corporate Strategy Marketing Strategy CONVERSATIONS Brand Messaging Sales Messaging POSITIONING Sales conversations differentiate… Would your customer be willing to pay for the conversation with you? Change Priorities From • • • • Selling products Leading with features and functions Inconsistent ad-hoc, ‘roll-your’ own messaging Majority of sales conversations only with technology staff and leadership To • • • • Selling comprehensive solutions Addressing business needs and value Consistent delivery of differentiated messaging in every conversation Sales confidence and ability to engage both technology leaders, finance and LOB executives Sales Evolution 1900’s 1925 1985 1988 1995 2008 Hunters & Farmers Psychology of Selling Strategic Selling SPIN Selling Solution Selling Challenger Selling Consultative Selling Era • Insurance • Producers • Collectors • Features • Benefits • Objections • Closing • Questioning (Open/Closed) • Acct Strategy • Call Strategy • Planning • Relationships • Situation • Problem • Implication • Need Research Source: MXL Partners (Neil Rackham) • Questioning • Discovery • Solution vs. Product • Knowledge • Provocation • Challenge • Proactive Research (CEB/SEC) Top sales performers… • Push the customer’s thinking • Illuminate problems • Provide valuable insight The Challenger Rep Lone Wolf (25% / 18% pop.) Challenger (39% / 27% pop.) • Understands the customer’s business • Proactively brings insight and new ideas • Loves to debate • Drives the customer Hard Worker (17% / 21% pop.) • Follows own instincts • Self-assured • Difficult to control • • • • Reactive Problem Solver Relationship Builder (12% / 14% pop.) • Reliably responds • Ensures all problems are solved • Detail-oriented (7% / 21% pop.) • Builds strong advocates • Generous in giving time • Gets along with everyone Always willing to go extra mile Doesn’t give up easily Self-motivated Interested in feedback and development Challenger Profile • Offers unique perspective • Two-way communication skills Teaches • Knows customer value drivers • Can ID economic drivers Tailors • Comfortable discussing money • Can push the customer Asserts Control Source: Sales Executive Council research. The Changing Buyer Perceptions 37% of buyers surveyed indicate reps are not familiar with their business 60% of buyers surveyed indicate reps don’t know their needs and objectives Why Customers Buy Challenger vs. Relationship Builder Profile 39% 23% % of Core Performers 26% % of High Performers % of Core Performers 7% High Performers The Relationship Builder The Challenger • Offers unique perspective Teaches • Uses 2-way communication skills • Knows customer value drivers • Can identify economic drivers • Is comfortable discussing money • Can pressure the customer • Forms good relationships • Builds customer advocates Tailors Asserts Control Gets Along with Others • Builds cross-functional ties • Can work with anyone • Is genuine • Is accessible to the customer • Gives time to help others Likable Generous with Time By the way…% of High-Performers Relationship Builder Problem Solver 11% 4% 7% 18% 11% Hard Worker 26% Lone Wolf 25% 25% % of High Performers 54% Challenger 20% Low Complexity Sale High Complexity Sale 4 Focus Areas 1 Where To Focus 2 What To Know 3 What to Say 4 Lead a Conversation 1 Where to Focus 2 W 1 1 Where To Focus O Focus The ‘O’ Factor High ‘S’ – Self High ‘O’ – Other Have You Seen this Presentation Before? • Slide 1 Here’s a picture of our beautiful HQ building… • Slide 2 We have lots of employees • Slide 3 Here’s some facts about us… • Slide 4 Here are the clients that made our success possible • Slide 15 Here’s our technology • Slide 16 And here’s another way to look at our technology • Slide 20 Here are a few more facts about what we do best… • Slide 29 Yes, it’s still all about us… The ‘O’ Factor High ‘S’ –Self High ‘O’ –Other Focus on product capability Focus on business value Mastery of technical and competitive arguments Mastery of the customer’s business problems Seeks to win with features and functions Significant industry and business process knowledge leads to credible recommendation Product presentations and demonstrations Maps recommended solutions to how it solves customer business problems Urgency to close Urgency to deliver results 1 1 Where To Focus 2 O Focus High & Early Messaging and the Buying Process PHASE II PHASE I Why (Insert Provider Here)? Decision Strategy Education Awareness Initiative Project Interest Staff PHASE III Why Now? Mgr Exec Why Do Something Different? Recommendation Investigation Evaluation INITIAL INTEREST PROJECT DEFINITION Effective Messaging Happens Here SOLUTION DECISION TIME First Meetings First Calls/Discovery Create Awareness Investigation & Interest Generate Opportunity Gain Sponsorship Goals Goals • • • • • Gauge and create client interest in Hosted Communications (Network, Voice, Messaging, Collaboration) Understand where they are in cloud deployment plan Find trigger events Identify key players within account • • • • • Fully understand prospect’s expectations or challenges with communications today Deliver West IP Communications sales message Uncover competition Position West IP Communications as the best provider Discover any barriers to change Understand contractual obligations Tools MAJOR TRENDS TRIGGER EVENTS TALK TRACKS Whiteboard 1 1 Where To Focus 2 3 O Focus High & Early Target Audience Prospect Audience Technology Leader Titles: • CIO, CTO • Director of IT • Network Communications Director or Manager PROSPECT AUDIENCES Finance Leader Titles: • • • • Business Leader Titles: COOpriority client audiences. The • CEO,three CFO This messaging has been developed and organized around Business • VPobjective or Director of Finance is to create compelling “talk tracks” that illustrate how Owner the prospective client can use • General Manager Controller West IP Communications’ capabilities to solve their business problems and achieve their goals. The • Business Unit Leader Treasurer selling team will combine their knowledge of the individual customer with their personal selling experience to develop a conversation strategy. Prospect messaging should be tailored and adopted for buyer-specific conversations. © 2013 West IP Communications and DSG Consulting. All Rights Reserved. 25 Business Leader • Driving effective execution across business units • Want to understand how to leverage technology as a competitive differentiator • Frustrated with IT and other departmental delays • Spending more time on operational tactics than strategy • Looking to streamline and cut costs where appropriate • Significant time expenditure around travel • Receives operational feedback from employees 26 Finance Leader • Focused on lowering total cost • Driving consolidation of vendors and service providers • Seeking to streamline vendor portfolio and reduce costs • Open to outsourcing selected services • Wants to minimize capital expenses • Pushing corporate-wide and departmental efficiencies • Concerned as to expanding mobile, contingent workforce 27 Technology Leader • Significant investment in aging on-premises infrastructure • Service provider contracts nearing end of term • Struggling to keep IT team of 8 support techs on strategy • Feeling IT department is being commoditized • Constantly changing technology challenges • Security/threat and compliance burdens • Team lacks core IT skill sets • Financial cost constraint and pressure 28 1 Where to Focus 2 W 2 What To Know 1 2 Market Trends Issues & Pressures 2 What To Know 1 2 3 4 Market Trends Issues & Pressures Questions Insights Market Trends & Issues Business Trends IT/Technology Trends • Global economic uncertainties continue – while pressure behind business growth and innovation remains strong. • Growing need for data and information – demands of the digital economy and the need for business intelligence creates increased data consumption. • Expanding any device utilization – user-provided device proliferation creates new requirements as to how technology and applications interact and integrate • Reducing capital funding/budget – focus on minimizing capital expenditure (CapEx) and maximizing value associated with operating expense (OpEx). • Shift from on-premises toward hosted services – from solutions that a client acquires, deploys and manages themselves toward managed services, hosted services, SaaS apps, cloud–based services. • IT to do more with less – IT is still required to do more with less while identifying technology solutions that fuel engines of growth. • Legacy systems restricting innovation – existing infrastructure prevent businesses from fully leveraging innovation • Cloud and IT integration challenges – Cloud offerings continue to mature although confusion exists as to how to integrate within the IT existing architecture. • Inefficient network infrastructure – Over-provisioned, disparate networks negatively impacting the ability to deploy today’s enabling technologies • Use of OTT applications/services – Unauthorized applications/services, affects bandwidth requirements, network performance (OTT = Over the Top) • Legacy voice systems prevail – T1s/PRIs continue to exist as the dominant implementation mode but SIP Trunking revenue continues to increase • Collaborative applications require flexibility in deployment – Web/video conferencing, contact center, etc. require integration to optimize the customer experience Enterprise Communications Trends Market Trends & Issues Business Trends Trends Global economic uncertainties yet business growth and innovation Growing need for data intelligence and increased data consumption Issues • Is your current platform able to provide consistent connectivity and performance to all of your locations, whether across the country or across the world? • Even with economic challenges, 85% describe the business environment in which their companies operate as "more competitive” than it was 5 years ago. • Data sharing and collaboration are the rule rather than the exception. Keeping pace with business demands for information and data-driven insights. • How have bandwidth requirements increased in your enterprise over the past 18 months? How are you enabling your employees to collaborate internally and externally? Has increased data consumption affected business productivity? • Managing and enabling productivity in a data demanding and consuming world is a major challenge and a strategic imperative. The focus of network is moving from bandwidth to application performance and end user experience. It’s more than a “managed router” – IT focus is on end-toend application management. Workforces continue to become more mobile and distributed Support for employees who work from out of office locations is creating new demands on IT teams for support, security, and device management. Proliferation of personal devices come with a demanding new generation of users and productivity tool expectations. • • What changes are taking place in your workforce? How does the transformation into a distributed workforce impact your communication patterns? What challenges do you face in enabling access to knowledge and expertise within your organization while ensuring security and compliance? • Forsights Networks and Telecommunications Survey, Q1 2011, show that 64% of firms and North America identify providing more mobility support for employees as a top priority. • 90% of organizations by 2014 will have a BYOD policy (due to the fact that 92% of mobile workers believe their Smartphones should be enabled for both work and personal use.) Through 2014, employee-owned devices will be compromised by malware at double the rate of corporate-owned devices. Shift to OpEx, versus CapEx model for enabling new infrastructure and services. Organizations are looking for opportunities to save money in operating costs and capital outlay. • • • • • Focus on reducing capital funding/budget Insights The world is getting smaller, clients are expanding geographically, and there is strong demand for global reach. • Expanding end-user device utilization drives technology integration Discovery Questions • • • • • • • • • How has the budget approval process changed over the past 18 months? Is your company prepared to emphasize operational expense vs. capital expense? How are fixed cost pressures impacting your strategies? • CFOs increasingly driving towards solutions that require minimal capital investment, pushing expenses towards more flexible operating exp. 2 1 2 What To Know 3 4 5 Market Trends Issues & Pressures Questions Insights 3 ‘Whys’ 3 ‘WHY’ Questions Why Change? • Market Pressures • Business Objectives • Challenges Why Now? • Compelling Event • Cost of Delay − Strategic − Financial − Personal Why (Insert Provider Here)? • Relevant Differentiators • Demonstrated Proof 3 ‘WHY’ Questions Why Do Something Different? (Why Change?) • • • Market Pressures Business Objectives Challenges 3 ‘WHY’ Questions Why Now? • Compelling Event • Cost of Delay − Strategic − Financial − Personal 3 ‘WHY’ Questions Why (Insert Provider Here)? • Relevant Differentiators • Demonstrated Proof to 2 What to Know 3 Wh Gaining Access Internal Referral • Top Down • Lateral • Upstairs Customer Referral Target & Contact • • • • • Company research Personal research Email Phone Relationship with assistant Who are you? What do you do? How do you do that? Who have you done that with? What results did they see? Two-Minute Story What is a 2 Minute Story? When is it used? It’s a Framework How? It’s an Approach in phone conversations, trade shows, individual face-to-face conversations, group presentation introductions, e-mails It’s a Repository of content ― unexpected opportunities When? ― initial impressions every time we have a quick opportunity to introduce West IPC Why? to create interest in conducting a face-toface customer conversation Two-Minute Story Who We Are… • A leading enterprise provider of Unified Communications (UC) solutions enabling cloud-based applications and services. • A thought-leader in design, configuration management and support of UCaaS. What We Do… • • • • • Deliver true “cloud” infrastructure with advanced communication and collaboration services. Enable companies to focus on strategic IT business initiatives instead of managing infrastructure and networks. Give enterprises access to technology that they may lack skills or resources to deploy and manage themselves. Help companies leverage the cloud to end today’s “communication madness.” Drive down communication costs and increase efficiency of IT operations. How We Do It… Customer Results… • Efficiency: Driving down the cost and complexity of implementing and managing advanced communications tools while providing users with productivity-enhancing tools, seamlessly integrated with key business processes. • Agility: On-demand services that are closely aligned with business needs. • Execution: Speeding the deployment and impact of Unified Communications. • John Deere • Favorite HC Staffing • Scotts Miracle Grow • General Growth Properties • D+M Group • St. Elizabeth Physicians • Solutions – Cloud-based applications and services delivered over a next-generation, “application aware” networks providing best-in-class voice, data, video, security, collaboration and contact center solutions. • Technology – Adaptive, flexible technology supported by end-to-end implementation services and ongoing operational support that scales as the enterprise grows and as technology evolves. • Service – Unmatched sales and service focused on understanding and anticipating the customer’s business requirements – a level of service that exceeds the client’s expectations. Why West IP Communications… • Analyst Validation – Listed in the Leader category of the 2012 Gartner Magic Quadrant for UCaaS • Platform – A “cloud compatible” infrastructure that delivers scalable performance and resiliency along with flexible deployment options that support migration to IP communications. • Tools – A single tool set for management and transparency view of applications and services. • Service – A level of service that exceeds industry benchmarks and supports long term partnerships. 2 Minute Story 1 Who is West IPC… (Identity/Positioning) We are the leading provider of cloud-based communications for the enterprise offering MPLS-based application networking, voice and threat management, advanced contact center solutions and unified messaging and collaboration tools. The Gartner Magic Quadrant places us in the “leaders” quadrant over other providers. Our placement there is a result of our strong vision to help enterprises transform the way they do business. 2 What do you do…. (Business challenges we address) We work with companies like Scott’s and John Deere to help them make the migration to cloud-based communications, as their business situation dictates. We help them drive down communications costs and increase their IT efficiencies. We help them drive employee productivity. 3 How you do it…. (Our unique approach & capabilities) We help our clients see differently. We help them envision a world where their resources can drive business initiatives instead of managing basic voice and data infrastructures. 4 Where you’ve done it… (Customer success stories and expected results) Favorite Healthcare Staffing had 30 branch locations, each one of them growing, and each one of them had its own phone system and POTS lines and some hardware that was nearing their end of life. We showed them that by using cloud based telephony and network management systems, each location would be able to be on the same system, have access to IM and presence, use a more robust contact center solution and have a more predictable monthly cost model. 4 Focus Areas 1 Where To Focus 2 What To Know 3 What to Say 4 Lead a Conversation o 3 What to Say 4 Co Role of a Customer Executive Sponsor MUST have: LIKE to have: • Sponsorship to meet with other stakeholders • Agreement to a follow-up meeting to review recommendations • Willingness to describe the decision process, criteria, decision-makers • Coaching on political landscape • Willingness to risk political capital for the project • Commitment to a defined decision process © 2013 DSG Consulting Value Proposition for Sponsorship What benefit will the Executive Sponsor realize by actively sponsoring your Self Reliant Experience? © 2013 DSG Consulting Executives Think Differently What executives are thinking… Do you understand my business? I’m open to insight on where the industry is going. Where am I at risk? How are other executives dealing with this issue?" Never ever ask… “What keeps you up at night?” Executive’s Greatest Fear Death by PowerPoint Executive’s 2nd Greatest Fear ?? Now let me ask you ?? ?? a few questions… ?? ?? ?? Death by ?? ?? 1,000 ?? ?? ?? ?? ?? Questions ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? ?? Provocations Unique perspective that frames the customer problem in a new light Hard Worker Challenger Lone Wolf Relationship Builder Problem Solver Provocations? Teaching? Taking Control? What does that really look like? Not about… Closing the deal Giving a presentation Having all the answers Filled with techno-babble Ending after one meeting It’s about… A series of conversations Leading a dialogue Providing insight Changing the customer’s thinking Innovative solutions Messaging and the Buying Process PHASE II PHASE I Why (Insert Provider Here)? Decision Strategy Education Awareness Initiative Project Interest Staff PHASE III Why Now? Mgr Exec Why Do Something Different? Recommendation Investigation Evaluation INITIAL INTEREST PROJECT DEFINITION Effective Messaging Happens Here SOLUTION DECISION TIME 1 bold provocation/value proposition 2 4 business objectives 3 why do something different? Lead a 4 Conversation 5 why now? why West IPC? 6 success stories 7 sponsorship C-Suite Conversation – 4 Components Why Do Something Different? Market Pressures Business Objectives Challenges Why Now? Compelling Event Why (Insert Provider Here)? Relevant Differentiators Demonstrated Proof Why Sponsorship? Sponsorship to meet with other stakeholders Customer Success Stories Best Practice success story example… 1. Customer and Challenge 2. Solution 3. Customer Results Thank You!