the end of solution sales - transforming sales and marketing

The End of Solution Sales Brent Adamson, Managing Director, CEB

THE HARD ROAD TO SOLUTION SALES

© 2012 CEB. All rights reserved.

Era I: Product Sales

Era II: Solution Sales

Focus of Customer Understanding Efforts

Deliver on customers’ product needs

Deliver on customers’ business needs

Nature of the Sales Conversation

Lead with features and benefits Lead with questions

Ideal Sales Rep “Talking brochure” Needs discoverer

Key Stakeholders to Engage Product users C-suite and advocates

Primary Sales Interaction

Customer presents rep with an order

Customer coaches rep on purchase process

When to Engage When customer assesses options

When customer articulates a need

A DIFFERENT KIND OF BUYING

57%

Customer Due Diligence

Begins

Customer Purchase Decision

Customer Contacts Supplier


THE PATH TO 1 OF 3


CUSTOMER FACES PURCHASE DECISION

“What’s important?”

“How much do I need?”

“What’s it going to cost?”

EXAMPLE

Criteria: 1.  Speed 2.  Durability 3.  Up-time

Criteria: Specs: 1.  Speed 10/day 2.  Durability 5 years 3.  Up-time 95%

Customer Understanding and The Nature of the Sales Conversation

KEY DRIVERS OF CUSTOMER LOYALTY

Company and Brand Impact

Product and Service Delivery

Value-to-Price Ratio

Sales Experience

Con

trib

utio

n to

Cus

tom

er L

oyal

ty

Drivers of Customer Loyalty

• Rep offers unique, valuable perspectives on the market

• Rep helps me navigate alternatives

• Rep helps me avoid potential land mines

• Rep educates me on new issues and outcomes

• Supplier is easy to buy from

• Supplier has widespread support across organization

53%

9%

19%

19%


NOT JUST ANY TEACHING

Lead to Your Unique Strengths

Challenge Customers’

Assumptions

Catalyze Action

Scale Across Customers


DON’T JUST TEACH, “UNTEACH”


BREAK DOWN THE A, THEN BUILD UP THE B


A B

Ideal Sales Rep

THE FIVE PROFILES OF SALES REPS

• Always goes the extra mile

• Doesn’t give up easily

• Self-motivated • Interested in

feedback and development

• Always has a different view of the world

• Understands the customer’s business

• Loves to debate • Pushes the

customer

• Builds strong customer advocates

• Generous in giving time to help others

• Gets along with everyone

Hard Worker Challenger Relationship Builder

• Reliably responds • Ensures that all

problems are solved

• Detail oriented

• Follows own instincts

• Self-assured • Independent

Lone Wolf Problem Solver


CHALLENGER REPS MOST LIKELY TO WIN

22%

14%

26%

17% 12%

7%

The Hard Worker The Problem Solver

The Relationship Builder

23%

15%

39%

25%

The Challenger The Lone Wolf

Perc

enta

ge o

f Pop

ulat

ion

Percentage of Core Performers Percentage of High Performers


Key Stakeholders to Engage

1.  Readily accessible and willing to talk

2.  Provides information unavailable to suppliers

3.  Pro-supplier’s solution or products

4.  Good at influencing others

5.  Speaks the truth

6.  Credible among colleagues

7.  Conveys ideas in savvy ways

8.  Delivers on commitments

9.  Will personally gain from sale

10.  Networks reps with other stakeholders

Advocate/Coach

CONVENTIONAL WISDOM: ENGAGE THE COACH


SEVEN TYPES OF CUSTOMER STAKEHOLDERS

The Teacher The Blocker The Climber The Guide

The Go-Getter The Friend The Skeptic


STAR AND CORE REPS CHOOSE DIFFERENTLY

High Performer Focus Zone Core Performer Focus Zone

Go-Getter Teacher Skeptic Friend Guide Climber


MOBILIZERS GET THE DEAL DONE


Primary Sales Motion

HOW TO ENGAGE MOBILIZERS

Customer Coaches the Rep Rep Coaches the Customer

Core Rep Engagement Strategy Star Rep Engagement Strategy

1.  Understand stakeholders’ goals

2.  Determine criteria for purchase

3.  Understand stakeholders’

relation to each other

1.  Arm the customer to teach

2.  Help buyers build consensus

3.  Help customers understand

purchase process


When to Engage

THE PURCHASE FUNNEL


FINDING EARLY


Motivated buyer, ready to engage with Sales

Traditional Customer Qualification Criteria:

• Motivated buyer • Clear vision and goals • Budget in place • Established decision timeline • Backing of senior executives

“EARLY” IS NO LONGER EARLY

Motivated buyer, ready to engage with Sales


HOW TO GET IN EARLY

React to Customer Demand

Shape Customer Demand

Core Rep Engagement Strategy Star Rep Engagement Strategy

1.  Assess opportunities based on

clarity of customer needs

2.  Believes lead generation is the

company’s responsibility

3.  Little and undiscerning use of

social media

1.  Conducts non-traditional due

diligence

2.  Personally owns lead generation

3.  Leads with insight

4.  Uses social media as a critical

channel


TEACH WHERE CUSTOMERS LEARN


THE RISE OF INSIGHT SELLING


Era II: Solution Sales

Era III: Insight Sales

Focus of Customer Understanding Efforts

Deliver on customers’ business needs

Disrupt customers’ understanding of their needs

Nature of the Sales Conversation Lead with questions Lead with insight

Ideal Sales Rep Needs discoverer Challenger

Key Stakeholders to Engage

C-suite and advocates Mobilizers

Primary Sales Interaction

Customer coaches rep on sales process

Rep coaches customer on purchase process

When to Engage When customer articulates a need As customer is learning

Learn More

Booth #230

@CEB_Challenger

www.thechallengersale.com

Group: The Challenger Sale From CEB

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