The Inflexion-Point Blog: VALUE SELLING STRATEGIES

[This article was updated on 9-Jul-2019 to include the renewal opportunity type]

Why do so many CRM implementations behave as if every sales opportunity was created equal? If your organisation is involved in B2B or transactional B2C sales, a “one size fits all” approach might possibly work.

But if you are involved in complex B2B sales, and if you are selling to a mixture of new business and existing customers, you’ll almost certainly have a variety of different opportunity types.

These opportunity types will inevitably have different critical success factors, different degrees of difficulty, different average sales cycles, different average win rates and so on.

And if your opportunity management strategies fail to reflect these differences, coming up with accurate forecasts will be nigh-on impossible...

George Brontén of Membrain is one of the smartest people I know when it comes to the latest trends affecting complex B2B sales. His team have developed a next-generation approach to CRM that tackles the challenges and constraints that are causing more than 50% of B2B sales people to miss their quota targets.

I had the chance to work with The Marketing Practice at a recent event at Worcester College Oxford and one of the by-products was the opportunity to make a short video highlighting a few of the many challenges facing today's B2B sales people.

We covered widely-recognised issues such as longer sales cycles, increased price competition, and why so many deals end in "no decision".

We also touched on changes in the buying process, the involvement of multiple stakeholders, and the rise of the consensus buying decision.

We also highlighted a few of the available remedies - such as the need to reinforce the need for change before we sell the benefits of our solution, and the importance of identifying the structural and behavioural characteristics of our Ideal Customers.

It's short (less than 3 minutes) but to the point. You can watch the video by clicking on the link below...

I recently recorded a second wide-ranging podcast on the foundations of sales effectiveness with Michael Webb of Sales Performance Consultants Inc.

We continued to develop the topics we had discussed in our initial podcast, and this time we turned our attention to the need to find ways of eliminating the avoidable errors that so often prevent sales people from achieving their full potential.

Inevitably, we turned to the structural and cultural foundations of successful sales organisations - and the reasons why (despite the huge sums of money invested) so many CRM implementations fail to deliver the hoped-for improvements in performance.

We also discussed some of the basic foundations of any scalable sales "process" - including the critical importance of recognising the common characteristics of our ideal customers. I hope you enjoy listening to our discussion...

Business executives often report that they look back on the initial conversations they have with sales people and regard them as a frustrating waste of their time. Given this experience, it’s no wonder that it has become increasingly hard to persuade a potential prospect to invest time in talking with us.

And it’s not just the customers who are frustrated. When you analyse the actual outcomes of typical customer conversations, there are far too few genuine advances (in which the customer commits to take a tangible next step) and far too many “continuations” (in which both parties simply agree to keep talking and the sales person takes on any resulting actions).

These continuations can be addictive. We might not have been kicked out, but we haven’t moved forwards either. Once we get into a pattern of having agreeable but otherwise unproductive conversations it can be hard to kick the habit. In many cases, it would have been better for both parties to agree that there was little merit in continuing the discussion.

But we end up pursuing “opportunities” that are actually poorly-qualified lost causes. Their continued presence makes our pipeline look more impressive than it really is - which may offer some unjustified short-term comfort but simply defers the inevitable reckoning.

That’s why many top performing sales people have adopted the habit of using up-front agreements to establish mutual expectations at the start of every significant customer conversation...

Given the inevitable complications and unique considerations involved in any complex sales environment, it’s hard to imagine that we could ever execute a completely “perfect” sale.

Unlike a typical manufacturing environment, which seeks to produce highly replicable solutions with standardised raw materials, rigidly defined process stages and accurately measurable quality inspection criteria, many aspects of a complex sale are unfortunately either unknowable or uncontrollable.

This is particularly true if we are selling to a new customer for the first time, or if our customer is making an unfamiliar purchase. The complexities are further amplified if there are multiple stakeholders involved in the decision-making process (as there almost inevitably are).

But if perfection is unattainable, what can we do to systematically improve outcomes? The answer lies in a simple concept: we must systematically identify and eliminate the avoidable sources of error that bedevil any complex sales environment...

The concept of a Minimum Viable Product is common in the start-up community. It is normally regarded as an initial release of a product that has just enough features to satisfy early adopter customers and provide feedback for future product development.

The concept has parallels in the case of your customer’s Minimum Viable Problem. This is a business issue, opportunity or threat that is significant enough to justify action, but manageable enough to allow a straightforward buying decision.

This is a particularly critical concept for many B2B sales organisations who are faced with opportunities that initially appear to have momentum, but which subsequently fail to convert because of one of two important reasons...

I recently recorded a wide-ranging conversation about the art, science and engineering of sales management with Michael Webb of Sales Performance Consultants Inc.

Michael was one of the first people to make the case for applying a data-driven, continuous performance improvement approach to sales and marketing, and is the author of the Shinto Prize winning "Sales Process Excellence".

We covered a number of topics in our podcast, including the difference between flexible sales frameworks and rigid sales processes, why buyers are going non-linear on us, why the act of planning is more important than the plan itself, why most "value added" sales strategies are nothing of the sort, and why most sales people are entirely justified in hating the CRM systems they are forced to use...

I hope you will forgive me this rant, but in addition to allowing me to vent my frustration, I believe the story contains some important messages and lessons...

French Air Traffic controllers earn around €106,000 euros – around three times the average French wage. Despite this and an impressive range of other benefits (including job security), they are so dissatisfied with their lot that they are prepared to strike on a regular basis without regard for their impact on the population it is their duty to serve.

Their motivation appears not to be driven by principle or a concern for safety, but by pure bloody mindedness and arrogant greed. As a relatively small number of individuals, they clearly seem to have a remarkable leverage and disproportionate power over the lives of hundreds of thousands of regular citizens.

They struck last Thursday. I was one of many swept up in the ensuing chaos, and it proved an interesting example of chains of failure of both systems and people – resulting in the customer experience being even worse than that caused directly by the strike. I’m writing this while are events are still fresh in my mind - heading back from Barcelona after a 12-hour delay which could - if left to the carrier Vueling - have been 36 hours or longer.

The best sales people and the best content marketers are often great storytellers. They have the ability to craft compelling narratives that persuade their potential customers to want to buy.

But can the same story architecture work at both the macro (market-wide vision) and micro (specific customer value) level? The two story types clearly need to be related but my experience suggests that there are some important differences...