John Q. Porter President, Blue Sky Innovative Solutions, LLC July 16, 2014.

How to Sell to K-12John Q. Porter

President, Blue Sky Innovative Solutions, LLCJuly 16, 2014

Blue Sky Innovative Solutions 2

Market Five Force AnalysisFORCE LOW MEDIUM HIGH

Threat of New Entrants

X

Substitute Products/Services

X

Supplier Power X

Buyer Power X

Competitive Rivalry X

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Market Attractiveness GridCATEGORY WEIG

HT2015 (1-5) 2020 (1-5)

Profitability (10%=3) 3

Market Growth (10%=3)

2

Niche Size ($100m=3) 1

Threat of new entrants 1

Substitute products/services

1

Supplier Power 2

Customer Power 1

Competitive Rivalry 1

Fit to Core Competency 3

Weighted Average 157/16/2014


SWOT AnalysisSTRENGTHS

1.2.3.4.5.6.7.

OPPORTUNITIES1.2.3.4.5.6.7.

WEAKNESSES1.2.3.4.5.6.7.

THREATS1.2.3.4.5.6.7.

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Long Term PositioningGoal: To develop and execute a set of strategic

and supporting plans that sustain a competitive advantage for the company in existing and new markets.

Long term plan should not be directed at any one opportunity.

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Long Term PositioningObjective:Long term positioning activities are continuously

performed and refinedThey set the stage for linking Business Development

planning with the company’s strategic planPositioning is not aligned to a particular milestone in

any individual opportunity or pursuit; rather, it supports many opportunities across the entire customer/prospect base.

These plans lay the groundwork for targeted, customer/prospect—focused marketing and sales activities.

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Long Term PositioningInputs Activities Outputs

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Hierarchy of strategic & other plans

Annual operating plans

Functional area resource plans

Selling & B&P plans

Develop 4-yr. strategic plan

Develop annual BU operating plan

Organize marketing teams

Explore market areasPerform market assessment

Build strategic relationships

Position assets

Define business strategy

Company targets of opportunity

Company corp. objectives

Company annual 4-year strategic plan

Company financial & quality metricsIndustry/market reports & trend forecasts

Specialized market & tech. studiesComp. analysis & benchmarking assessments

Lessons learned

Existing business development plans for specific opportunities


Assessment PhaseGoal: Assess the characteristics of an individual

opportunity and determine its suitability for pursuit.

Objectives:How well an opportunity aligns with the strategic plan

and how the company’s capabilities and offerings align with the customer’s/prospect’s needs.

Accurate intelligence about the customer’s needs, requirements, resources and schedule are essential to determining how well an opportunity aligns with business plans and objectives.

Accurate intelligence about potential competitors is essential to developing a winning strategy.

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Assessment PhaseInputs Activities Outputs

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Strategic plans

Annual operating plans

Opportunity info

Business development database

Assign opportunity lead

Develop call plan

Develop customer relationshipUnderstand program requirementsAssess strategic fit

Accept pipeline entry

Identify competition

Prepare initial win strategy

Develop capture plan

Prepare for pursuit review

Pursuit review

Initial capture planCandidate solutions

Call plan

Pursuit review package

Business development database update


The Benefit to YouProvides understanding of customer issues and

challenges and an early opportunity to confirm alignment with company strategy, plans and priorities.

Provides opportunity to influence customer’s perception of company and shape the procurement.

Provides intelligence on firms that could become key competitors.

Allows management to assess whether the opportunity fully aligns with business strategy and provides reasonable win probability.

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How to Sell to K-12

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K-12 Market Size*Mkt. Segment

Mkt. Size 2012

Mkt. Size 2015

Growth 2012-2017

Mkt. Size 2017

K-12 687 B 788 B 4% 853.1 B

E-learning K-12

5.4 B 9.3 B 20% 13.4 B

Child care 65 B 77.4 B 6% 87.0 B

Test prep/ tutoring/ counseling

11 B 13.1 B 6% 14.7 B

Instructional materials

20.1 B 23.9 B 6% 26.9 B

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*GSA Advisors


SIIA Analysis of the K-12 Technology Market, 2012

Education technology (non-hardware) products and services: 7.97 B

Major segments: Content Instructional support (including assessment* and professional development) Platform & administration software tools (including central office, data and IT)

Special areas: AP Special Education** ELL materials Online courses***

*Testing was largest growth area; instructional support in general, 36% growth

**Highest growth year over year***Online growth more than 200%

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Key Initiatives in K-12Assessment/ diagnostic toolsInstructional materials focused on high stakes

assessment content areasSpecial educationAnalysis toolsHardwareProfessional developmentInstructional support services

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Critical Sales Cycle Timelines for K-12What is the buying season?What is the best time to influence budget

allocations?

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Key Decision MakersSchool Board

Superintendent

Deputy Supt./CAO

Schools Special Ed Assessment

Curriculum

COO

MIS Facilities Procurement Finance Human

Resources

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Key Decision MakersSchool Board

Superintendent

Deputy Supt.

COO CAO

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How to Sell to K-12: The AssessmentBackground Research: Does the district have a strategic plan? If so, read it and know it. What are the district’s and superintendent’s next 12 month

priorities? Review the district’s budget. Google all key personnel that could influence your procurement

and create a dossier on each person. How long has this administration been in place? (It matters

whether it is new or has been in place for a while) What are the political dynamics between the board, superintendent

and community elected officials? Look for articles in which key personnel have been cited that could

give you hints on their strategic direction. Spend time getting to know the district website.

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How to Sell to K-12: The Assessment

Continued-

Understand how the district is organized. What is the “Theory of Action” of the district– centralized, or

decentralized? Look for outside pressures that your product or service could help to

alleviate. Does the district have a bias for or against vendors of a particular

size? Do you know anyone that could refer you to senior level personnel in

the organization? KNOW YOUR COMPETITION! Are your competitors presently providing services or productions to

the district or its schools? Understand how the competition positions their products and services.

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Corporate Sales Team

Balanced Perspective

Delivery

Sr. ManagementCompany Advocate

Proposal Manager & Technical Lead/

Content Expert

Business Development

Customer Advocate

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Responsibilities: Business DevelopmentKey external face of the organizationIdentifies and qualifies opportunityEstablishes prospect and customer contact and

assesses competitors’ capabilitiesOverall authority for leading sales process from

strategy phase through post-proposal submittalSupports proposal writing team during proposal

development to ensure strategies developed in sales process are implemented

Continues to feed market intelligence to proposal team

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Types of Sales ConfigurationsDirectIndirect/ channelsIndependentInsideHybrid

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Responsibilities: Proposal Manager

Overall authority and responsibility for leading the proposal effort

Responsible for initiating proposal planningManages all proposal development and

review activities

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Responsibilities: Technical LeadDevelops the winning technical solution,

driven by the overall win strategy.Serves as principal member providing

support by understanding customer technical requirements and assessing competitors’ technical capabilities.

Identifies technical risk to the proposal and provides risk mitigation plans to be incorporated into the proposal.

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Responsibilities: Senior Management

Should understand all aspects of the proposal.Conducts final review of the proposal for

strength of strategy, themes.Reviews final details of cost and price

recommendations and technical solution.Makes the ultimate decision that the opportunity

meets the strategic direction of the company, with the necessary ROI.

Validates that appropriate resources can be engaged to deliver a winning proposal with successful implementation.

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How to Identify Sales TalentJob Factors Sample Interview Questions

1. Quality of Planning: Developing strategies to manage sales consistent with company objectives and customer needs.

•What is the sequence of steps you follow in developing a sales strategy?•What preparations do you make before visiting a customer site?•How do you determine the point at which a sales strategy needs revision?

2. Forecasting Accuracy: Forecasting business accurately and on a timely basis.

•What procedures do you follow in formulating business forecasts in terms of value and timing?•What do you consider to be an acceptable margin of variation regarding the accuracy of your estimates?•What factors contribute to a successful forecast?•How do you identify potential charge backs and prevent them from occurring?

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Blue Sky Innovative Solutions 277/16/2014

Job Factors Sample Interview Questions

3. Prospect Management: Identifying and contacting new leads.

•How do you identify potential leads on new accounts?•Do you like “cold” calling?•How do you determine the appropriate levels for making contacts?•What was your territory and quota on your last sales job? How did your performance compare with your quota?•How do you investigate the potential for expansion of a current account?

4. Account Management: Maintaining existing accounts and obtaining orders of high quality.

•How do you prevent being limited to dealing with a single function or level within a company?•What measures would you take to protect current accounts from our competition?•Describe a situation in which you identified a problem and took corrective action before a crisis developed.•What considerations deserve the greatest attention in maintaining an existing account?



5. Administration: Keeping accurate records, documenting actions and managing commitments effectively.

•What do you feel are the most important administrative records for a sales representative?•Describe three kinds of business forms with which you have experience.•What steps do you take to keep within administrative time frames?•How do you handle a backlog of paperwork?

6. Customer Communications: Demonstrating a professional sales approach with customers.

•Characterize an effective sales letter.•Compared to others, would you say you are better at making telephone calls or in face-to-face contact?•What do you feel are the most important elements of a successful sales presentation?

7. Support Organization Interface: Negotiating and cooperating with others to accomplish optimal utilization of resources.

•How do you go about gaining the support of another department or organization?•Describe an occasion when you cooperated well with others toward the attainment of a common goal.•What do you consider to be the important factors in maintaining an effective team relationship?



8. Internal Management Interface: Communicating effectively with company management and accepting management’s overall goals.

•What has been your means of communication with superiors?•Describe a situation in which you successfully handled a set of unclear instructions.•Compare your written and oral reporting skills.

9. Effort/ Innovation: Persisting with special effort and using innovative problem solving to reach goals.

•Describe a unique marketing strategy you designed.•What was the most difficult order you ever won? How did you do this?•What kinds of special qualifications are required of a sales representative as compared with other professionals?•What length of sales cycle are you most comfortable with?•In what situations are you most inclined to exert additional efforts, beyond the usual standard?

10. Self-Development: Seeking to improve one’s organizational effectiveness through formal and informal channels.

•What activities do you pursue on your own to improve your sales skills?•How do you keep current with product changes?•In what areas would you appreciate help improving your skills?•Describe an occasion when you responded favorably to suggestions for improvement.


Questions?

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John Q. PorterPresident, Blue Sky Innovative Solutions, [email protected]

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John Q. Porter President, Blue Sky Innovative Solutions, LLC July 16, 2014.

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