A Simple Guide to Sales Process Design for the Complex Sale

SIMPLIFYING THE COMPLEX SALE: THE INFLEXION-POINT PERSPECTIVE

McKinsey, HBR: How much support do your sales people need?

Posted by Bob Apollo on Tue 31-May-2016

There is some fascinating research just published in the Harvard Business Review by a group of McKinsey consultants. They sought an evidence-based approach to optimising the balance between front line sales people and sales support roles - and their conclusions may surprise you.

It’s an important question because having the appropriate level and type of back office support is critical to maximising the productivity and effectiveness of your quota-carrying sales people. But - unfortunately - it’s a balancing act that many organisations seem to struggle to get right…

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The keys to Improving Sales Forecast Accuracy

Posted by Bob Apollo on Tue 24-May-2016

As we're all very well aware, complex sales are complicated. There are subject to a wide range of factors that are outside of our direct control. It's no wonder that forecasting if and when any individual deal is likely to come in is such a challenge.

Research by CSO Insights has shown that less than half of forecasted deals actually close on the date and at the value originally expected. Many close dates slip (often repeatedly) and many of these forecasted deals never close at all.

If you’re in a short cycle transactional sales environment, high deal volumes and the law of averages can blur the impact of this uncertainty. But if you’re involved in a high-value long sales cycle situation the impact on revenue can be much more serious…

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Modern Selling - Art, Science AND Engineering

Posted by Bob Apollo on Wed 18-May-2016

B2B selling has become increasingly complex. Every sales leader today understands this, and it’s obvious we need to take steps to increase the effectiveness of our sales processes.

I believe that modern selling is not just a heady blend of art and science - it also benefits from applying an engineering mindset. Engineering is about finding repeatable, implementable solutions to common problems. If you want to scale a sales organization, you need the ability to encapsulate critical information and apply it in a way that drives repeatable results.

I recently talked about this challenge with Cara Hogan, the host of Ramp, InsightSquared’s SaaS analytics podcast. I hope you'll find the conversation as stimulating as I did...

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Who’s Buying? Identifying the Right Stakeholders in Your Deal

Posted by Jakob Soderberg - Arpedio on Wed 4-May-2016

This is the first in a series of guest posts by Jakob Soderberg of our partners Arpedio.

Who’s buying your solution? If you answer this question with one or two titles, there’s a good chance you’re wrong.

How buyers buy has fundamentally changed. Sales professionals are no longer selling to one or two high-ranking executives. The average buying group has evolved to multiple stakeholders* from various parts of the organisation. A buying group today could include a CXO, a departmental executive, a compliance manager, an IT security manager, a procurement manager, a marketing executive, and others.

Think about that for a second. As a sales professional, you’re no longer selling to the CXO or VP of X. You’re now selling to a much larger group of individuals, each with their own motivations, concerns and priorities. And that group changes from organisation to organisation.

That’s a pretty significant shift – one that underscores an urgent question: how do you know who your stakeholders are in any given deal? Furthermore, who among these stakeholders will help you move the buying group towards consensus?

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Identifying Your Ideal Customers

Posted by Bob Apollo on Fri 29-Apr-2016

Market segmentation has traditionally been based on demographic factors such as company size, sector and location. But these simple characteristics are hopelessly inadequate predictors of which specific organisations you should focus your marketing and sales energies on.

That’s because in any complex B2B sales environment, there will be a set of specific unique-to-you structural, behavioural and situational characteristics that are much more reliable indicators of the long-term potential of any given organisation, and of your chances of doing business with them either now or in the future.

I’m not suggesting that you should ignore demographics - but I’m urging you not to stop there when it comes to targeting your marketing efforts or assessing the attractiveness of your potential sales opportunities.

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The 5 characteristics of an effective sales process

Posted by Bob Apollo on Thu 28-Apr-2016

There is abundant evidence to prove that companies with an effective sales process outperform their less disciplined competitors. The latest research from MHI shows a remarkable impact across a range of key performance metrics.

Compared to their peer group, in organisations with an effective sales process:

  • Average win rates are 31% higher
  • 21% more sales people achieve quota
  • Company-wide revenue performance is 17% higher

If asked, most organisations will tell you that they already have a sales process. But in my experience only a few have developed their sales processes to a level that consistently generates a compelling competitive advantage.

10 years of successful client engagements have led me to identify 5 common characteristics of truly effective sales processes. I hope that you’ll be reassured to learn that none involve rocket science…

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The modern messaging challenge - and what to do about it

Posted by Bob Apollo on Tue 26-Apr-2016

Let’s face it; today’s B2B buyers are overwhelmed by information, to the point where they often find it hard to distinguish between different solutions and vendors.

In the absence of compelling messaging and clear differentiation, they make simple, predictable choices: they either go with the cheapest or safest option, or they do nothing at all.

That’s why standing out from the crowd has never been more important for every vendor who is competing for complex high value buying decisions…

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Understanding the critical difference between "Need To" and "Must Do"

Posted by Bob Apollo on Wed 6-Apr-2016

In pretty much every conversation I've been having recently with CEOs and sales leaders the subject turns - sooner or later - to a growing competitive threat. And despite the fact that they are in widely different businesses, the competitor is always exactly the same.

How can this be? Surely you’d expect each different market to be characterised by a different set of competitive vendors, and that, of course is true. But I’m not referring to the other vendors that happen to compete in the same space as you.

Have you guessed who this mystery competitor is yet?

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The Challenge with Challenger Selling

Posted by Bob Apollo on Tue 29-Mar-2016

“The Challenger Sale” by Matthew Dixon and Brent Adamson has been one of the most talked-about sales books of the past decade - and has been described by no less an authority than SPIN-Selling author Neil Rackham as “the most important advance in selling for many years”.

Based on an impressive body of research, the book sets out an attractive and seductive formula for achieving sales success - and it’s attracted the attention of a significant number of CEOs who are looking for a way to differentiate their organisation from the competition and accelerate revenue growth.

But as many have discovered, adopting Challenger is neither a miracle cure nor a sure-fire recipe for success. In a number of instances, Challenger Selling has transformed sales performance - but in others, it has failed to achieve the hoped-for results. How can these differences be explained?

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Is Your Messaging Truly Compelling?

Posted by Bob Apollo on Tue 22-Mar-2016

We all know the problem, because we all suffer from it as consumers: today’s buyers are so bombarded by apparently similar messages that they often find it hard to distinguish between competing solutions and vendors.

After all, the vendors can’t all be better, faster or cheaper, so all claims to that effect will at best be diluted or most likely completely disregarded by their intended audience as yet another example of marketing puffery.

And we’ve all probably found ourselves utterly unmoved by a piece of so-called “thought leadership” that turns out to be no more than a crudely disguised and poorly executed product pitch, or is no more than the uncritical rehashing of statistics that have already been shared dozens of times...

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