Selling to the

Boardroom

Process Selling and Value Selling

for breakthroughs in the Boardroom

Key Issues in a Changing Environment

• Buying is changing from Product driven to Value Driven

• Key Purchasing decisions are taken at Boardroom level

• Major change programs are Started in the Boardroom

• Decision Making Units are common

• Buying is KPI and Process Driven

• User’s are low in influencing skills

Page 3

Goals and Objectives for Program

Objectives

Revisit Sales Process and Consolidate (P.N.S.B)

Application of PNSB to concept selling

Review of Sales Process, DMU and Critical Steps in Purchasing Process

Roles and Responsabilities in Sales Process at Boardlevel

Definition of Key Performance Indicators for the different Steps

Door Openers to the C-Suite

Sales Skill Development for the Boardroom

Qualification

Definitin of Needs

Technical Audit

Samples/Trials

Quote

Order

2989

Detailed Schedule

09:00 – 10:30 Goals and Objectives, Needs Assessment – Learning from our experience in C SuitesWhat drives their attention.

10:30 – 11:00 Break

11:00 – 13:00 Key Drivers for attention in the C suite – Revisiting PNSB from the perspective of the C Floor

13:00 – 14:00 Lunch

14:00 – 15:30 The purchasing process in light of C-Suite Selling – When and how does the C Suite impact the sales Process

15:30 – 16:00 Break

16:00 – 18:00 Buying Drives – The DMU and the C suite – Closing of Day

Day One – Fundamentals Day Two: Practice

09:00 – 10:30 Revisiting Day One. Recommendations to Team

10:30 – 11:00 Break

11:00 – 13:00 Developing a C-Suite Sales Presentation and Call

13:00 – 14:00 Lunch

14:00 – 15:30 Practicing C Suite Selling

15:30 – 16:00 Break

16:00 – 18:00 Next Steps and Projects

Door Openers - Needs

From your experience with C Suite Selling ….

What worked ?

What issues have you faced ?

On Our Plate:

Revisit Sales Process and Consolidate (P.N.S.B)

Application of PNSB to product selling

Review of Sales Process, DMU and Critical Steps in Purchasing Process

Roles and Responsabilities in Sales Process

Definition of Key Performance Indicators for the different Steps

Workshop: Let‘s talk about your customers

What has changed lately ? Who is your key partner ?

Has he changed, what about the relationship ?

Are there product champions, feature catalogs (lists of requirements)?

Are there new processes, New rules to be followed ?

Are there global Purchasing Approaches ?

What New / Different SKILLS are you expected to have ?

Revisiting The Sales Process

The Sales Representative as a High Level Consultant

Page 7

C Suite Teams – Decision Making Units

Buyer Types: Economical

Technical

Strategic

User / Coach

Purchasing Power: Information

Problem Owner

Decision Power

3 Steps in C Suite Penetration

Information Problem

Owner Decision

Maker

Sales Planning and relationship Management

Page 10

Old and New Purchasing Process

Why FAB is out of Date

SituationBenefitsNeedsAdvantageSolutionProblemFeatureFunction The Old Route Goes the wrong Way !

Page 11

Selling to the C – Suite Means Meeting their Needs

ProblemsProblems NeedsNeeds SolutionsSolutions BenefitsBenefits

Meeting with Buyers from the Industry

Agree Agree Agree

Page 12

Packaging Tape to Environment Conscious Customers

ProblemsProblems NeedsNeeds SolutionsSolutions BenefitsBenefits

May be the first idea is not the best One ….

Self Adhesive Kraft Paper Tape - eco 25 - 75mm x 50m 75mm x 50m This product is ideal for sealing the back of framed pictures. It has a 70gsm paper with a long lasting, non-ageing very aggressive adhesive system. It is very flexible and sticks to itself very well, producing a neat professional finish quickly and effectively.

Qty: 24-120 121-240 241-999Unit Price: £2.89 £2.55 £2.34

Page 13

Customer Call Card

Situation

ProblemNeed

Solution

Benefit

Customer Name Site:

Plan Actual

Sales Process

Managing your BusinessEfficiently

Page 14

Page 15

Sales Process: Roles and Responsabilities

Action : Lead moves from suspect to Prospect

Possible Solutions for the Client.Cost benefit study including Competition

This phase will include a reorder loop

Includes CompetitiveAnalysis and DMU assessment

Cost Management isRequired Here

QualificationQualification Definition of Needs

Definition of Needs Technical AuditTechnical Audit

SamplingTrials

Demos

SamplingTrials

Demos

QuotationOrder

QuotationOrder

Current Scapa Sales Process

Sales Process and Funnel

Page 16

Qualification

Definition of Needs

Technical Audit

Samples/Trials

Quote

Order

Leads

Leads

Leads LeadsLeads

Reject

Reject

Reject

Page 17

Sales Process: Measurement & KPI

QualificationQualification Definition of Needs

Definition of Needs Technical AuditTechnical Audit

SamplingTrials

Demos

SamplingTrials

Demos

QuotationOrder

QuotationOrder

Measurements to track the Process

Page 18

KPI’s in detail

1

2

3

4

5

6

7

8

Value Based Selling

Creating Value for the Customer

The Value Map

Specific Cost

Specific Advantage

Fair Value Line

☻

Equal Value Line

Low

Increaseperceivedadvantage

Decrease Cost

High

Low HighCost (price or TCO)

Co

mp

ou

nd

edP

erce

ived

Ben

efit

s

Value Gap Analysis (VGA) Process

1. Analyze the customer needs and define specific and measurable benefits from a customer point of view

a) First from a Marketing Point of viewb) Validation through focus groupsc) Validation through market research

2. Define a measurement criteria for each benefit

3. Define a weight for each benefit ( %)1. Use the “dot” method ( each participant distributes silently 10 dots,

sum up each benefit gives the % W)

4. Built the benchmark / reference table1. The reverence table must be built from a customer point of view2. Avoid DB biases3. Should be validated through Market Research or focus groups

5. Score the benefits for DB and Competitive solutions1. Scores are based on reference table2. Multiply score and weight and then sum up to obtain entry in the

chart

6. Calculate Cost per reported result for each solution CPRR

7. Graph them in the VGA Chart.

( Value= Benefits – Cost)

Different Stages of Product Development

Introduction Growth Maturity Decline

Selling

Cos

t

Competition

Product Dynamics

Different Stages of Product Sales

Introduction Growth Maturity Decline

ProductCreates the

Value

Sales Communicates

ProductBenefits

ClosingThroughFeature

Communication

Products are viewedwith equal value

by customers

Not enough to Communicate onProduct Features

Sales MUST CreateValue