Today’s Speakers
Andrew Gaffney Editor DemandGen Report
Dr. Tom Sant Business Communications Expert Best-Selling Author
Moderator Alicia Fiorletta Associate Editor DemandGen Report
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Today’s Agenda
ü Adapting to Changing Buying Behavior
ü Selling on Value Instead of Price
ü Automating Your Proposal Process
ü Developing Sales Playbooks for Different Selling Situations
ü Adding Measurement to Key Engagement Points in the
Pipeline
Adapting to Changing
Buying Behavior
Poll Question How was your first point of contact made with recent customers you’ve closed? • Prospect reached out and contacted us directly • We contacted them after they requested more
information on our website • We contacted them after connecting on live chat on
our site • We contacted them via cold call • Other
How was your first point of contact made with your sales representa6ves?
New Rules of Engagement
At what point in the buying process did you engage with sales representa6ves from solu6on providers?
Sales Entering at Later Stages
Changing Buyer Takeaways
Ø Buyer controlling engagement process
Ø Cold calling no longer effective
Ø Sales entering at later stages
Ø Sales need to establish value quickly
Ø With pricing becoming more transparent, sales teams need to establish
other value differentiation
Selling on Value Instead of Price
Did any of the following factors lead you to go with the vendor you selected?
Value Selling Takeaways
Ø Price not the only factor
Ø Buyers also looking for expertise
Ø Buyers considering a variety of factors
Ø Willing to pay more for solution that fits their needs
Automating Your Proposal Process
Where Is the Waste In Current Sales Processes?
Face-‐to-‐face selling 25%
Selling over the phone 15%
Order follow-‐up 3%
Proposal writing, presentation preparation 12.5%
Internal paperwork 6%
Order preparation 10.25%
Waiting/traveling 22%
Administrative tasks 6%
from George A. Smith, Sales Produc-vity Measurement
Sales Process
Poten:ally-‐-‐Two Kinds of Waste to Eliminate
Efficiency Effec:veness
Measurable Results
Efficiency is a func:on of the quan:ty of work you do. It’s based on using tools and
processes.
Effec:veness is a func:on of the way
you work. It’s based on using best prac:ces.
Sales Process
Where Does the Time Go? • Face-to-face selling • Travel, waiting • Telephone selling • Proposals, presentations • Order preparation • Internal paperwork • Administrative tasks • Follow-up on orders
25% 22% 15% 12.5% 10.5% 6% 6% 3%
from George A. Smith, Sales Productivity Measurement
Only 52.5% of Sales Time Involves Selling!
• Face-‐to-‐face selling • Travel, wai:ng • Telephone selling • Proposals, presenta:ons • Order prepara:on • Internal paperwork • Administra:ve tasks • Follow-‐up on orders
25% 22% 15% 12.5% 10.5% 6% 6% 3%
from George A. Smith, Sales Produc-vity Measurement
Automation Takeaways
Ø Time wasted in administrative, non-selling tasks
Ø Need to increase time invested in selling
Ø More time needed to invest in creating powerful
presentations
Ø Opportunity to improve efficiency and
effectiveness
Developing Sales Playbooks for Different Selling Situations
When it comes to aligning buyers and sellers, more than 50% of salespeople are not properly prepared for their initial meeting with prospects, according to IDC.
Which resources did you find most useful in the early stages of buying process?
As you progressed through the research process on the company, which types of communica6on/content did you feel were most
helpful in suppor6ng your decision?
Aligning With The Buying Cycle
Buyers look for different kinds of information at various points in the buying cycle. Ø Recent study from Knowledge Storm/Marketing Sherpa
found 61% of technology buyers want content that directly addresses the issues they face at each point in the decision process.
Ø Frequency is also important: 85% of tech buyers said they need to encounter at least three pieces of content.
Ø Driving repeatable behavior within recurring selling situations
Ø Condensing over-whelming amount of information
Ø Playbooks keep it brief
Ø Serve up the right content at the right time
Ø Ensure consistency in how deals are worked
Ø Decrease training of new hires – minimize common questions
Situational Selling Takeaways
Adding Measurement
“Data management and analysis must be improved across sales. High performing sales organizations are taking concrete steps to improve the quality of their data as well as their team's ability to analyze and interpret key trends and insight from this data.” —IDC Sales Productivity Benchmarks Study
Data Analysis Across Sales
Qvidian’s Sales Performance Analy<cs allow sales and marke:ng management to op:mize their sales team’s ability to close business at each stage of the buying process.
• Gain greater forecast accuracy • Iden:fy trends and replicate successful selling
situa:ons • Proac:vely coach reps to advance a deal • Improve overall marke:ng effec:veness
See which opportunities are real and which are overstated based on activity performed.
Sales Measurement Takeaways
Ø Need to measure across all areas
Ø Will measure impact of messaging within sales force system
Ø Track results back to activity
Recommended Action Items
Ø Build A Plan To Adapt to Changing Buying Behavior
Ø Differentiate Based on Value over Price
Ø Automate Your Proposal Process
Ø Develop Playbooks for Different Selling Situations
Ø Add Measurement to Key Engagement Points in the Pipeline
Thank you for attending today’s webinar!
Download the new white paper on this topic “5 Steps to Increase Win
Rates and Improve Pipeline Performance” here:
www.qvidian.com/resources
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