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Win the Deals You’re Working

' The TAS Group 2014

Matt CloseEVP Sales

Maureen BlandfordEVP Marketing

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�Understand the Key Sales Velocity Levers�Know your customer �Engage in the RIGHT deals�Plan your sales calls

Four points to win more deals…

Sales Velocity EquationTM

Averagedeal value

Win rate

Your Sales Velocity

Averagedeal value

Win rate

Increase all by 10%

What happens if you

Your Sales Velocity

Decrease this one by 10%

and

Averagedeal value

Win rate

An increase of: 47%

Your Sales Velocity

Increase all by 10%

What happens if you

Decrease this one by 10%

and

So, where should you be spending your time?1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle

Challenge: Win the Deals you are Working

Problem:If focus is filling the pipeline (not unimportant),there is less time for these.

That’s bad math. For all of us.

1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle

What happens to your sales velocity if you don ?

Sales velocityimproves by 34%

Challenge: Win the Deals you are Working

Our Sales Velocity Challenge

1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle

Always start with the customer in mind�

Confidential


But who is the customer?

Sales Productivity


But companies don t buy, people do

Decision Maker: The buying role or persona that has the ability to commit the company to a vendor or to a certain strategic direction and has accountability for selecting the solution. This is the person who owns the problem your solution addresses.

To whom do you target your primary messages?

You may also have secondary personas for whom you will need to craft separate and distinct messages. Your primary messages should be targeted to your primary buyer, and your secondary messages to other influencers.


PollHow well do you feel your companyunderstand your primary buyers business goals and pressures:A) We understand them at a surface levelB) We do a good job at a tactical levelC) We do a very good job and link it to our strategyD) It is at the core of what we do and how we do it


Primary Persona Center of your Universe

CFO

HR

SalesRep


Customer Map

Goals

Pressures

Obstacles Something that isn�t working; a task, situation or process that is broken and needs to be fixed or is required to deploy initiative but does not exist.

Initiatives Specific projects created to address the pressures and achieve the goals and owned the Decision Maker

An end result to be achieved by the Decision Maker (ideally) with a measurable outcome and a specified timeframe.

The internal and/or external pressures that significantly impact the Decision Maker and serve as the catalyst for initiatives or action.

SolutionA set of capabilities or products that help the customer to remove obstacles to relieve business pressures.


Customer Map Example: Increasing SalesHow do they measure success?

What does this person care about?

� Revenue growth� Sales productivity� Forecast accuracy

� Quarterly targets� Visibility� Pipeline

Goals

Pressures

Obstacles

Initiatives

Grow revenue by 15% in FY 2015

Missing quarterly targets because:- Competitive losses- Poor growth in current accounts- Inadequate pipeline- High sales attrition

Key account program Strategic Comp Plan

Can�t access key players

No account plan method

Limited cross-sell / upsell

Product not solution sale

Plans not aligned to GTM

No collaboration

Delay in payout

Multi-currency issues

SolutionA set of capabilities or products that help the customer to remove obstacles to relieve business pressures.


Get in the customer

Why can it be so hard?


The Customer Buying Process

CustomerDiligence

Begins

CustomerPurchases

Source: CEB

of the

purchasedecision is complete beforea customer evencalls a supplier.

57%CustomerEngagesSupplier


Some Resources for you


Qualification Matters


Flanking Strategy: Shifts the focus of a customeror additional issues that they had not taken into consideration that drive additional value & favor your solution.

RULES

Donthe rules

Executive support

Make your move last

Don t open the door

Flanking Strategy


Qualification Matters: Reminder


Flanking Strategy: Flank to Someone


Then Plan your Sales Call


Are Sellers Prepared for Customer Calls?

13%

61%

26%

100%

50%

0%TotallyUnprepared

SomewhatPrepared

AdequatelyPrepared

Source: Forrester Research


Source: Forrester Executive Buyer Insight Study

Why are Smart Call Plans Important?

Executives don’t believe that salespeople are well prepared to engage with them...

� because they know about theirown offerings, not the realitiesand needs of executives.

Salespeople are knowledgeable about:

Their own productsand services

Buyers� rolesand responsibilities

Buyers� specificbusiness

Questionsbuyers ask

40% 36% 43%71%


10 Elements of a Smart Sales Call Plan1. Logistics2. Setting Expectations3. Sales Call Strategy4. People and Problems5. Objectives and Outcomes6. High Yield Questions7. Collaboration8. Smart9. Mobile10. Cloud


2. Setting Expectations


3. Sales Call Strategy


5. Objectives and Outcomes

how DO YOU KNOW you have made progress?

what do you want toACHIEVE in the meeting?


5. Objectives and OutcomesSub-optimal Objectives� Advance the relationship (how do you know?) � Make progress in the sale (from where to where?) � Demo the software (to what end?) � Help them understand our value (why?)

Good Objectives� Have Pat Morello, the business sponsor, verbally confirm that we

understand their requirements� Work through the cost of their production inefficiencies today to get

Helen Hastings from the finance committee, to describe the daily cost of inaction.

� Mitch Boyle to confirm the business pressure that underlines the fact that security and performance are key decision criteria.

� Get agreement from Pat Morello to a Phase1 deployment to validate that our solution is a good fit for their requirements


�Understand the Key Sales Velocity Levers�Know your customer �Engage in the RIGHT deals�Plan your sales calls

Four points to win more deals…

The OrganizationalSales Velocity Problem


Sales Process Drives High Performers

* High Performers are companies where more than 75% of sales team makes quota. All data on this slide ' The TAS Group, Dealmaker Index Study 2013, n=750

Predictable Business

Defined Sales Process?

and

30% 40% 50% 60% 70%

% Companies with a defined Sales Process

High Performers*

Good Performers

Medium Performers

Poor Performers

Accurate

Accurate

Inaccurate

Inaccurate

0% 20% 40% 60% 80% 100%

No Sales Process

Defined Process

Sales Process Improves Forecast Accuracy 200%

40% NO 60% YES


of reps can access key players

54%Only

of companiesdo not have

a definedSales Process

40%

of sales repsare good at

uncoveringcustomersproblems

61%

Are you working each deal the right

way?

of reps aregood at opportunityqualification

59%Only

Win the Deals You’re Working