Secgettinginearlyshapingdemandthroughprefunnelengagementsummary

From the SALES EXECUTIVE COUNCIL ®of the SALES, MARKETING, AND COMMUNICATIONS PRACTICEwww.sec.executiveboard.com

© 2012 The Corporate Executive Board Company. All Rights Reserved. SEC2936212SYN

1

Getting in Early: Shaping Demand Through Pre-Funnel Engagement



2

GETTING IN EARLY: A DISCUSSION

Critical Questions to Answer

Three key questions frame our discussion.

1. How important is it for your sales organization to “get in earlier?”

2. What commonly prevents your salespeople from getting in earlier?

3. How has your salespeoples’ ability to get in early changed across the last several years?

Source: Sales Executive Council research.



3

FINDING A READY CUSTOMER

Customer Purchase ExperienceIllustrative

Sales organizations ideally seek to engage customers with clear needs, who are ready to buy.

■ The primary commercial objective has been to engage an opportunity at the earliest moment business needs require action.

Predominantly Marketing

Predominantly Sales

■ Listening for new ideas

■ Evaluating current approaches

■ Deciding to take action

■ Clarifying needs

■ Searching for solution

■ Evaluating vendor capability

■ Creating vendor short-list

■ Vendor selection

■ Settling pricing and terms

IV.Make Decision

I.Learn

II.Defi ne Needs

III.Assess Options

Sales targets and pursues customers with clear needs who are motivated to buy.




4

Make DecisionLearn Defi ne Needs

A SHIFT IN BUYING: RELEGATED TO FULFILLMENT

Customer Progress in Today’s Average B2B Purchase Experience

Information proliferation has enabled the customer to more thoroughly assess needs and options without supplier support.

■ This information proliferation has resulted in customers gaining price leverage as they are simply looking for a supplier to fi ll their needs in a relatively low-cost way.

■ Most consumers purchase automobiles in a similar fashion today. Few go to a dealership without having done research, determined options, and knowing the price they are willing to pay.

■ This trend underscores how customers will (and always have) engage suppliers as late as possible.

■ This alarming trend raises a clear question—how does Sales get in early with a more informed customer?

The average B2B purchase decision is 57% complete, and more than 10 information sources have been consulted, by the time a supplier is engaged.

Key Question: How does Sales get involved with customers here?

Predominantly Marketing

Predominantly Sales

Source: 2011 MLC Customer Purchase Research Survey; Sales Executive Council research.

n = 1,460 customers.

Assess Options



5

IN SEARCH OF ANSWERS

Research Overview

SEC conducted extensive research to identify what separates core and hi-per approaches to pre-funnel selling in today’s buying environment.

■ SEC surveyed more than a thousand reps across a variety of companies, representing multiple industries, across nearly 100 variables.

■ The use of careful control variables ensured data validity.

■ Interviews were conducted with high-performing and core-performing reps at numerous member organizations.

■ Interviews were conducted with sales leaders across the globe.

■ This research was confi ned to pre-funnel sales activities.

■ A variety of pre-funnel sales behaviors, environmental factors, and various control measures were surveyed.

Quantitative Rep Survey ■ 1,078 participants from 23 companies ■ Questions on pre-sales activities, and company and manager support of such activities

■ Analysis conducted against rep performance data

Sample Participating Companies

Sample Variables

■ Sales Rep Behaviors – Infl uence-building behaviors – Customer-indentifi cation behaviors – Account-planning behaviors – Competitive analysis behaviors – Internal-outreach behaviors – Demand-orietation behaviors

■ Environmental Measures – Manager Support – Support resources

■ Control Measures (industry, channel, etc.)

Structured Sales Rep Interviews ■ 60–90 minutes interviews ■ High-performing and core reps/account managers ■ Questions on pre-sales activities, opportunity selection, research on opportunities, and information gathering channels

Sample Participating Companies

®

Structured Sales Leader Interviews ■ 54 companies ■ 60–90 minute interviews ■ Head of Sales and Sales Enablement

Source: Pre-Sales Diagnostic; Sales Executive Council research.



6

What this entails: Surfacing in-depth information about opportunities from outside experts, subject matter experts, operations teams, other sales people, partners, even customer employees, etc.

What this is not: Determining basic information about opportunities from sources such as public fi lings, company overviews, traditional opportunity fi t scores, or brief conversations with peers.

Example: Gen-i built formal communication channels between operations and sales teams to coordinate information sharing on growth opportunities within accounts.

Representative Quote:

“I try to triangulate my info sources for any prospect. The info I need is out there, you just have to be creative to get it.”

Star Performer, Business Services

GATHER DEEP INTELLIGENCE

Improvement in Probability of Being a High Performer

Hi-pers conduct much deeper due diligence on opportunities using a variety of non-traditional information sources.

■ The information sources most commonly leveraged are those which are very closely associated with the customer organization.

■ Interviews with core and hi-pers surfaced tremendous diff erences in the information sources most commonly leveraged.

■ Hi-pers heavily relied on people close to the customer organization, including partners, SMEs, consultants, customer employees, and social media sources for this deep intelligence.

■ It was evident that many core performers quickly assessed opportunities, but did not probe or search for further information. Their searches were often limited to simple internet research.

6.20%

Cha

nge

in P

rob

abili

ty G

oin

g

fro

m 2

5th

Per

cent

ile t

o 7

5th

Per

cent

ile P

erfo

rmer

Conducts Non-Traditional

Customer Due Diligence

■ Brainstorm with others to think of ways to approach customers

■ Network with internal subject matter experts to learn about diff erent customers

■ Understand the concerns of the buying group

Source: Sales Executive Council Pre-Sales Diagnostic; Sales Executive Council research.

n = 1,078.



7

OWN LEAD GENERATION


Hi-pers build their own pipeline—self-generating leads and not overly relying on Marketing for lead generation.

■ Interviews showed considerable diff erences between core and high-performers within the same companies regarding lead generation.

■ High performers devote signifi cant attention to independently developing their business pipeline.

10.00%

6.20%

Cha

nge

in P

rob

abili

ty G

oin

g

fro

m 2

5th

Per

cent

ile t

o 7

5th

Per

cent

ile P

erfo

rmer

Personally Owns Lead Generation


Customer DueDiligence

What this entails: Lead generation and pipeline cultivation is viewed as an important individual responsibility.

What this is not: Depending on traditional marketing eff orts and the company for leads.

Example: Eloqua encourages salespeople to maintain a strong social and event networking presence, positioning salespeople as key industry infl uencers.


“Most of my peers wait for leads—they see lead generation as Marketing’s job. Then they wonder why they’ve got no one to sell to.”

Star Performer, Business Services

■ I devote considerable personal time to fi nding and nurturing leads

■ Working with Marketing falls within my core responsibilities

■ I always customize collateral to ensure relevance




®


n = 1,078.



8

LEAD WITH INSIGHT


11.57%10.00%

6.20%

Cha

nge

in P

rob

abili

ty G

oin

g

fro

m 2

5th

Per

cent

ile t

o 7

5th

Per

cent

ile P

erfo

rmer


Customer DueDiligence

Leads with InsightPersonally OwnsLead Generation

Hi-pers willingly engage in pushing the customer’s thinking and highlighting fl awed assumptions.

■ Leading with insight, strongly echoes the Challenger Rep’s traits.

What this entails: Taking a teaching posture with the customer and willingly challenging customer thinking.

What this is not: Leading with features, benefi ts, and overtly commercial messages.

Example: Cargill Pro Pricing arms salespeople with impactful commercial messages which reframe how customers think about their business, and highlight fl awed assumptions customers frequently make.


“You’ve got to position yourself in the knowledge fabric, where customers and their consultants learn. You’ve got to help the customer think diff erently to be part of that game.”

Star Performer, Healthcare

■ Teaches the customer insights

■ Does not shy away from highlighting fl awed assumptions

■ Does not shy away from obstacles in the way of valuable business


■ Working with marketing falls within my core responsibilities






n = 1,078.



9

GAIN PRESENCE AND INFLUENCE


Cha

nge

in P

rob

abili

ty G

oin

g

fro

m 2

5th

Per

cent

ile t

o 7

5th

Per

cent

ile P

erfo

rmer

Uses Social Media as Critical Channel

12.81%11.57%

10.00%

6.20%

What this entails: Positioning oneself as a key infl uencer within social networks to best leverage their scope and scale to cultivate a business network.

What this is not: Using social media as a “spamming” or purely commercial channel.

Questions About Social Media

■ Is social media really where customers are going for information?

■ Is there evidence that real companies are successfully using social media for B2B sales?

■ Is this relevant to companies outside tech? What about regulated industries?

■ Does social media help with global or key accounts?



Leads with InsightPersonally Owns Lead Generation

Hi-pers leverage social media to gain access to business opportunities.

■ Interviews highlighted that high-performers deliberately use social media to position themselves where customers learn.

■ Social media channels such as Twitter and LinkedIn present tremendous scale and reach benefi ts over traditional networking channels.

■ Connect with potential customers via social media

■ Use social networks such as LinkedIn or Twitter to share points of view and news about your company and products

■ Use social media for lead generation purposes











n = 1,078.



10

Social media is decidedly part of the B2B buying and selling experience.

THE ELEPHANT(S) IN THE ROOM

1. Is social media really where customers are going for information?

2. Is there evidence that real companies are successfully using social media for B2B sales?

■ 78% started with informal info gathering online

■ 59% engaged with peers who addressed the challenge

■ 48% followed online industry conversations on topic

■ 41% followed online discussions to learn more about topic

■ 37% posted questions on social networking sites looking for suggestions/feedback

IBM arms salespeople with “social soundbites” which help sales reps engage social networks, ultimately generating considerable sales.

Morgan Stanley allows 600+ advisors to use LinkedIn and Twitter, generating considerable leads and reinvigorating past client relationships.

n = 100+ B2B buyers across industry.Source: Genius.com.

Source: IBM; Chief Marketer; Morgan Stanley; Reuters.

3. Is this relevant to companies outside tech? What about regulated industries?

4. Does social media help with global or key accounts?

LinkedIn Contacts Across IndustryMillions

Co

nst

ruct

ion

Hig

h T

ech

No

n-P

rofi

t

Med

ical

Art

s

Fin

ance

Ser

vice

Co

rpo

rate

Go

vern

men

t

Tran

spo

rtat

ion

Ed

uca

tio

nal

Med

ia

Man

ufa

ctu

rin

g

Leg

al

Co

nsu

mer

G

oo

ds

Ag

ricu

ltu

re

Rec

reat

ion

al

13.6

11.7

9.1

8.3

7.7

7.1

6.5

5.2

4.3

3.7

3.2

2.9

2.6

2.4

2.0

1.7

0.36

“LinkedIn and Twitter give me access to the whole ecosystem around that account—consultants, other providers, my key contacts…. Based on [my contact’s] connections, it’s easy to see if competition is lurking.”

Star Account Manager, Telecommunications

n = 92,000,000+.Source: LinkedIn.com; Sales Executive Council.

Other Recent Headlines

Timken Adds Automotive and Heavy-Truck Focus to Social Media Conversation

Dun & Bradstreet Uses B2B Social Media to Bring Data to Life

Source: The Timken Company; Dun & Bradstreet, SocialMediaB2B.com.



11

SHAPING DEMAND


Cha

nge

in P

rob

abili

ty G

oin

g

fro

m 2

5th

Per

cent

ile t

o 7

5th

Per

cent

ile P

erfo

rmer

Uses Social Media as Critical Channel

12.81%11.57%

10.00%

6.20%



Leads with InsightPersonally Owns Lead Generation

Hi-pers embrace four critical behaviors in their pre-funnel selling activity set.

■ Connect with potential customers via social media

■ Use social networks such as LinkedIn or Twitter to share points of view and news about your company and products

■ Use social media for lead generation purposes











n = 1,078.



12

Hi-pers teach where customers learn, shaping customer demand in the pre-funnel stage.

■ Core performers largely wait for business opportunities to present themselves. They depend on Marketing to deliver leads, and qualify opportunities based on clarity of customer needs.

■ High performers embody a “micro-marketing” mindset across their territory, teaching customers into their funnel.

SHAPING, NOT REACTING

Variables Most Indicative of PerformanceComparison of Core and High Performers

Core Performer

n = 766 of 1,078.

■ Assesses opportunities based on clarity of customer needs

■ Believes lead generation is the company’s responsibility

■ Undiscerningly uses social media (“spams” their network)

High Performer

n = 312 of 1,078.

■ Conducts non-traditional due diligence

■ Personally owns lead generation ■ Leads with insight ■ Uses social media as a critical channel

Distinctive Core Performer Behaviors Distinctive High Performer Behaviors

Fills orders by reacting to existing demand and settled customer needs

Teaches where customers learn. Shapes demand by teaching customers into the funnel.




13

SHAPE DEMAND: TEACH WHERE THE CUSTOMER LEARNS

Customer Purchase Experience

Sales must teach where customers learn, shaping demand to win profi table business.

Shaping Demand

Today’s Star Performer

Reacting to Demand

Incorrect Question

How can we get our salespeople to sell where needs are initially defi ned?

Correct Question

How can we get our salespeople to teach where customers learn?

Make DecisionLearn Defi ne Needs Assess Options




14

The wealth of information available to customers is crowding out traditional marketing.

■ Marketing has traditionally driven awareness and thought leadership in the “learn” phase.

■ However, the wealth of information available to customers has crowded out traditional marketing messages.

■ Customers have applied fi lters to the information they consume, granting access to few sources.

■ Sales can earn the required access to customers in this state, helping them think diff erently about their business in ways traditional marketing collateral cannot.

■ Marketing must provide worthy contributors that enable sales in gaining access to customers in the learning stage.

REVISING THE COMMERCIAL FRONT

Critical Shifts in Sales and MarketingRelative to the Customer Purchase Experience

Assess Options Make DecisionLearn Defi ne Needs

Marketing ■ Enable sales reps with short messages to engage customers while learning.

■ Support sales reps’ personal brand building.

■ Identify unique diff erentiators.

■ Develop and package commercial insights which highlight unique diff erentiators.

■ Enable further exploration of needs through interactive, yet scalable, messages and content.

Sales ■ Train sales reps to be involved in channels where customers learn (e.g., social media).

■ Teach reps to personalize marketing messages.

■ Adapt marketing insights for direct interaction with customers.

■ Train sales reps to deliver commercial insights in compelling ways.

■ Teach reps to target and identify the right stakeholders to carry insight into customer business.




15

ROAD MAP FOR THE PRESENTATION

1How can reps earn permission to

engage customers where they learn?

GAIN CREDIBILITY AND INFLUENCE IN SOCIAL MEDIA CHANNELS

®

Profi le of a Social Media Star

1

Ready-Made Social Messages

2How do reps teach

customers into the funnel?

REFRAME CUSTOMER THINKING TO VALUE YOUR SOLUTION

Deconstructed World-Class Commercial Insights

Other Profi les

Customer Intelligence Pipeline

Demand Shaping Coaching Guide

Social Proximity Lead Distribution

Stage Zero Selling

1 Pseudonym.

Summary of Key Learnings

High Performer Demand Shaping Toolkit




16

ENGAGING CUSTOMERS WHERE THEY LEARN

Customer Purchase Experience

“Social soundbites” help engage customers where they learn.

Assess Options Negotiate DealDefi ne NeedsLearn

“Social soundbites” are used here to gain access to customers, engaging them in a credible fashion while they learn.




17

FILTERING OUT THE NOISE

Nature of Information Surrounding CustomersIllustrative

Customers, bombarded with a near constant fl ow of learning opportunities, are becoming increasingly descerning of information sources.

■ Today customers are exposed to considerable and near-constant learning opportunities.

■ In response, customers are very selective about which content they engage.

Industry Insiders

Consultants

Sales Reps

SMEs

Peers

Customer

Industry Insiders

Consultants

Sales Reps

SMEs

Peers

Customer

Industry Insiders

Consultants

Sales Reps

SMEs

Peers

Customer


Customer Information FilteringIllustrative

Consumed Information

General Information

General Information

General

Information

Customers have become increasingly descerning about the information sources and content from which they choose to learn.

Customers are increasingly exposed to information excess.

Screen 1

Credible Relevant and Topical

Screen 2

Non-Commercial

Screen 3

Off ers Unique

Perspective

Screen 4



18

GAINING INFLUENCE

Levels of Social Media Maturity in Sales

The best salespeople earn permission to be infl uencers within their customers’ social networks.

■ The best reps are not just present in social media, they position themselves as credible and infl uential sources in customer networks. This aff ords them more access to customers.

■ The approaches on this page range from passive to actively involved.

■ While advanced behaviors may initially appear to require signifi cantly more time, reps claim effi ciencies emerge quickly. Time is required to initially build such a network.

■ The fundamentals of gaining acceptance and infl uence in such channels include being credible, being topical, off ering perspective, and generally being involved.

Basic Intermediate Advanced

Individual Presence

I am a profi le I am a company repI am a personal brand consistent with my company

Network People I personally knowThought leaders and key infl uencers

Prospects and connections who have access to those prospects

GroupsOrganizations I belong to (alumni, company, etc.)

Groups related to my company’s industry or product set

Groups where my customers exchange info and seek advice

Involvement Monitor discussionsPass along interesting information and company updates

Information broker, curating engaging content

Immediate Goal

Be Findable Exchange InformationEarned Permission to Infl uence Within Customer Networks




19

EARNING INFLUENCE

Representative Behaviors from a Social Media Star

Top performers cultivate a strong social network, allowing better customer access and credibility.

■ Simple approaches to social media engagement help top performers to establish a signifi cant presence.

Get Personal: Leverage other connections or personal information to make connections.

Learn Openly and Share It: Show your network you’re learning and show customers you’re “in the know.”

Give to Give: Share information to engage the broader network and establish followership in social media.

Engage Others: Directly interact with connections, credit others, ReTweet interesting posts, and generally involve yourself.

Be an Infl uencer, Not a Seller: Gaining access to customers and building a deep network is a function of contribution, not commercialism.

“We encourage our sales teams to get on the social bandwagon

and develop their own professional brands. We have to join the online conversation to be credible and eff ective.”Melissa MadianSr. Dir. Worldwide Field EnablementEloqua

®

Source: Eloqua; https://twitter.com/#!/jill_rowley; Sales Executive Council research.

http://www.linkedin.com/in/motherofmarketingautomation



20

OVERVIEW

Marketing enables low-burden and relatively immediate social presence by sales team.

SOLUTION HIGHLIGHTS

Ready Made Social MessagesMarketing provides sales with the ready-made messages and suggested networks to engage.

Personalized Touch by SalespeopleSales reps individualize messages being sent into their networks.

SCENARIO

■ Beta Company found that traditionally eff ective methods of engaging “white space” B2B customers in a new market did not work well for web-based services.

■ Beta’s research showed that 75% of buyers were likely to use social media to infl uence their purchasing decisions.

COMPANY SNAPSHOT

Beta CompanyIndustry: Diversifi ed Computer Systems

READY-MADE SOCIAL MESSAGES 1

1 Pseudonym.




21

MASS CUSTOMIZATION

Overview of Social Selling

Marketing delivers social media engagement messages to Sales, which takes those to the customer.

■ Marketing brings both the benefi ts of information scale and on-target messaging to social selling.

■ Arming inside sales with social messages presents a scalable, yet individualized channel to interact with customers.

■ Beta Company has initially used Inside Sales for this approach. The principles of this practice largely hold true for fi eld-based (both direct and indirect) sales forces.

Marketing

Inside Sales

Customers and “Considerers” in Social Networks

Marketing builds ready-made social messages and suggested social networks for sales.

Sales individualizes these messages and engages social networks on a more personal basis.

2

1


1

1 Pseudonym.



22

Messages have pre-written introduction, bit.ly links2, and hashtags3 already embedded.

Locate messages within rep workfl ow, in this case in an RSS feed integrated with rep e-mail

Allow message choice with new content pieces published on a production schedule

RELEVANT, READY-MADE MESSAGES

Principles of “Social Soundbites”

Marketing ensures that Sales’ burden to participate in social media channels is relatively low, yet highly relevant.

■ The marketing-led approach eases both rep concerns of additional work, and company concerns of rep-generated content.

Ground in Trending Issues

Ensure message relevance by monitoring trending issues among users and considerers

Couple with External Content

Non-commercial content better permeates social media and generates more network interest.

Give a Short Reason to Care

Messages are intentionally short and meant to garner interest in less than 15 seconds.

Lead to Beta Company

Messages must lead back to Beta capabilities, even if indirectly.

Fundamentals of Low-Burden Social Messaging

1 Pseudonym.2 Shortened URL links.3 “#” Mark in front of a word, which links to currently-trending social discussions on Twitter.

Marketing builds “prefabricated” messages to ensure a low-burden experience for the sales reps who push these messages through social media.

Social soundbites are grounded in four principles, ensuring relevance without requiring extensive customization.

Source: Twitter.co; Sales Executive Council research.

1

4321



23

READY-MADE NETWORK

Social Network Recommendations from Marketing to Sales

Marketing recommends social media contacts and networks to keep Sales’ burden initially low.

■ Reps are expected to continue building their own personal network, despite these initial suggestions from Marketing.

Key Infl uencers

Prominent and active subject matter experts positioned well within verticals. Identifi ed by involvement in groups, number of followers, and amount of citing (ReTweeting).

Critical Social Groups

Groups dedicated to, or discussing, various types of products and services off ered by Beta Company.

Recommendations for Engaging Key Infl uencers

“ReTweet” and Credit Infl uencers

Gain credit with key infl uencers by broadcasting their messages, particularly ones relevant to the rep.

Thank Infl uencers Who Credit You

Social capital matters signifi cantly in online social networks, and it helps key infl uencers build their own personal brand.

Marketing researches and recommends ready-built social networks within LinkedIn and Twitter for sales reps to initially follow.

Source: Twitter.com; Sales Executive Council research.

1

1 Pseudonym.



24

PERSONALIZING THE TOUCH

Rep Contextualization of Messages

Reps’ personal touch helps ensure customer receptivity and engagement.

■ Reps are granted far more access to social networks than the company.

■ Encouraging minimal editing of messages helps mitigate likelihood of networks socially rejecting or ignoring messages.

■ Company-provided websites allow reps to create their own online presence. This serves as a digital business card, of sorts.

■ This customized website is particularly important for inside sales, who rarely engage in-person with customers.

Keys to Authentic Messages

Topical

Messages must fi t within the broader context of the current discussions occurring in social media channels.

Current and Well-Timed

Messages must be current in order to be accepted as part of network dialogue.

Language

Messages must match the “native” language in each social group or network.

Reps are encouraged to individualize the social soundbites by simply changing a few words.

LinkedIn account

Twitter account

Personal website, with integrated Twitter feed, personal video, and Beta Company product overviews


1

1 Pseudonym.

Channels for Individual Rep Social Presence



25

SPEEDY AND IMPRESSIVE RESULTSProviding sales reps with ready-made social networking opportunities has yielded fast and signifi cant results.

■ The speed with which Beta Company has seen results is remarkable, and can be attributed to Marketing’s eff orts to make this low-burden for the sales force.

Twitter Followers Pilot Team (North America), Indexed

Seller Personal Page ViewsPilot Team (Global), Indexed

1x

1x

12x 2.06x

Pre-Pilot Pre-PilotPost-Pilot (Seven Months)

Post-Pilot (Two Weeks)

“We’ve seen considerable growth through our pilot and are now working to roll this program out across our many sales forces.”

Beta Company


1

1 Pseudonym.

Product OrdersPilot Team (North America), Indexed

Quarterly Orders Placed

in 2010 (Pre-Pilot)

Quarterly Orders Placed

in 2011 (Pilot)

1x

4x



26

ROAD MAP FOR THE PRESENTATION

1How can reps earn permission to

engage customers where they learn?

GAIN CREDIBILITY AND INFLUENCE IN SOCIAL MEDIA CHANNELS

®

Profi le of a Social Media Star

1

Ready-Made Social Messages

2How do reps teach

customers into the funnel?

REFRAME CUSTOMER THINKING TO VALUE YOUR SOLUTION

Deconstructed World-Class Commercial Insights

Other Profi les

Customer Intelligence Pipeline

Demand Shaping Coaching Guide

Social Proximity Lead Distribution

Stage Zero Selling

1 Pseudonym.

Summary of Key Learnings

High Performer Demand Shaping Toolkit




27

TEACH CUSTOMERS INTO THE FUNNEL

Customer Purchase ExperienceIllustrative

Sales must reframe how customers think about their business to best initiate a role.

Make DecisionLearn Defi ne Needs Assess Options


While “soundbites” help initially engage customers, teaching compelling insights is required for the customer to take action.

Teaching



28

Be

Cre

dib

le/

Rel

evan

t

Be

New

swo

rthy

Be F

ram

e-B

reak

ing

Lead

to

Sup

plie

r

Insight4

Commercial Insight

5

Thought Leadership3

Accepted Information2

General Information1

INSIGHTS GO BEYOND THOUGHT LEADERSHIP

Hierarchy of Information Conveyed Through Sales MessagesIllustrative

True commercial insights meet a high bar and go well beyond traditional thought leadership.

■ Many mistakenly present newsworthy information as if it were frame-breaking.

■ While newsworthy information may attract initial customer attention, it has little lasting customer impact.

■ Commercial insight leads customers to appreciate unique capabilities.

■ Common examples of thought leadership module white papers, newsletters, industry research, and survey reports.

Litmus Test for Commercial Insight:

If you took your logo off of your pitch deck or presentation, would your competition truly be able to use it?


Commercially insightful messages lead back to the supplier exclusively.



29

THREE WAYS TO REFRAME

Types of Reframes

There are three distinct types of reframes.

■ Approaches should be selected based on the customer’s current level of familiarity with the problem at hand, as well as whether or not they have already developed an understanding of the solution.

■ While sales messages that focuses on customer problems tend to drive the greatest urgency, these approaches could also be used to teach customers about untapped opportunities.

Do Customers Tend to Be Familiar with the Problem Your Solution Solves?

Do Customers Often Have an Understanding of the Solution?

How Customers Present Themselves

Customers often appear content in dealing with the issue.

Underestimated Problem

Teach customer that the problem is far greater in magnitude, or needs to be appreciated diff erently, and therefore warrants an alternative approach.

Customer often accepts the problem as a “cost of doing business.”

Unrecognized DriverTeach customer that a problem is driven by a diff erent root cause than they had realized, allowing the problem to be better managed.

Customer appears ignorant or completely ill-informed of the issue.

Unanticipated Problem

Teach customer that an unrecognized problem is fast approaching, and will have a detrimental impact if not addressed.

While these are portrayed in light of business challenges (as most successful commercial teaching examples are), this framing equally applies to upside opportunities.




30

MORE THAN MEETS THE EYE

Case in Point: Underestimated Problem

Cargill magnifi es an existing problem that customer’s haven’t fully appreciated.

■ The company teaches farmers who continue to market their grains independently the numerous factors that contribute to market volatility making it harder for them to interpret and action information on their own.

■ Cargill’s solution allows farmers to tap into its global resources and expertise to stay on top of market information and consistently sell grain at peak prices even in a volatile market.

Source: Cargill; Sales Executive Council research.

COMPANY SNAPSHOTCargill, Inc.

Industry: Diversifi ed Products and Services

2011 Sales (USD): $119,469MEmployees: 138,000

Acknowledge the customer problem:

Marketing grain used to be so much simpler, only a few factors aff ected pricing.

Once grain prices marginally varied, now pricing volatility is the norm.

Teach customers how they’ve underestimated the problem:

Today market factors are too numerous to count: global food demand, geopolitical issues, debt crisis, energy, etc.

And every market factor is increasingly complex, infl uenced by a seemingly endless number of dynamics.

Present a new way forward, that only Cargill can off er:

The customer needs deep expertise and understanding of global markets and crop conditions.

Only Cargill has this such a broad, and deep, understanding of market infl uences to help farmers market grain.

PAGE 4 ProPricing Contracts PAGE 5CargillProPricing.com

But Today? Market Factors Are Almost Too Numerous to Count.

10 Year Futures Average

$2.30

$2.80

$3.30

January February March April May June July August September October November December

Aver

age

Futu

res P

rice

12 Months

MARKET UNCERTAINTYProducer planting intentions

South American crop sizeGlobal demand

PLANTINGPlanted acres

Planting progressPlanting conditions

Weather (moisture & temps)Crop emergence

GROWING SEASONWeather (moisture & temps)

PollinationCrop disease(s)

HARVESTYield

Grain condition (moisture, test weight, etc.)South American planting intentions & progress

10-Year Average of Dec Corn Futures - Daily Market Close 1999-2009

$5.30

$5.80

$6.30

January February March April May June July August September October November December

Aver

age

Futu

res

Pric

e

12 Months

PRIME TIME AVERAGING PERIOD

$4.80

Your final price is equal to the average of the daily close during the Prime Time Pricing Period.



31

• Easy application and splatter-free

• Optimum blend of polishing and c

excellent stain removal

3mem nt.3

NearlyNearlyNNearly

ononnnee-e-e-thththt iirirdddy

of dental health professifessionals citee

mumuscsculoskeletal diisos rdrderrssas the reason for eaarlrly y reetitireer

– Burke FJT et al. Br Dent J.

mm

IT’S WITHIN YOUR CONTROL

Case in Point: Unrecognized Driver

Dentsply teaches customers about a problem that customers’ previously thought was unsolvable.

■ The company teaches dentists how the previously accepted problem of hygienists having Carpel Tunnel issues is controllable.

COMPANY SNAPSHOTDentsply International Inc.

Industry: Health Care Products2011 Sales (USD): $2,537MEmployees: 11,800

Source: Cargill; Sales Executive Council research.

Acknowledge the customer problem:

Dentists have struggled with hygienist absenteeism and early retirement due to Carpal Tunnel Syndrome.

That has long been considered a cost of business in the dental industry.

Teach customers how the problem is more manageable than previously thought:

While most dentists believe such wrist conditions are unavoidable, in most cases, they are preventable.

Recent studies have demonstrated that a very specifi c cause: the weight and ergonomics of the instruments hygienists use.

Present a new way forward, that only Dentsply can off er:

To solve these challenges, hygienists need tools that are lighter and more comfortable.

Only Dentsply off ers ergonomically correct and light enough dental tools.

g g f

A lightweight hygiene handpiece system designed with your comfort in mind

NEW Midwest® RDH® Featherweight Hose

• Designed to work exclusively with the

Midwest® RDH® Hygienist Handpiece

• Reduces cord drag

• Improves user comfort

with ergonomic design

Unmatched lightness in the palm of your hand



32

YOU DIDN’T REALIZE IT, BUT YOU NEED TO ACT NOW

Case in Point: Unanticipated Problem

Bunchball teaches an unrecognized problem that customers have failed to accounted for in their website operations.

■ The company picks an emerging trend—fi ght for internet user mindshare—to teach web managers on the challenges associated with retaining online customers in the near future.

■ To win online user mindshare, Bunchbell proposes gamifi cation solutions—a new way to drive customer engagement and retention on the web.

COMPANY SNAPSHOTBunchball, Inc.

Industry: Online Service Provider

2011 Sales (USD): $7MEmployees: 50

Teach customers about a problem they’ve failed to recognize:

There are a number of familiar day-to-day challenges that occupy web managers’ attention.

But the greatest problem is one very few realize: crowded web user mindshare.

Teach customers that this problem is worse than it seems and unlikely to disappear:

While engaging existing web visitors is already diffi cult, attracting new visitors will be more daunting.

The growing number of websites competing for new user attention continues to grow, drowning out your website.

Present a new way forward, that only Bunchball can off er:

Leading websites rely on gaming principles to engage web users continuously.

Only Bunchball can help web managers incorporate gamifi cation into their website.



33

CHALLENGER MESSAGING SUPPORT OPTIONS

SEC Membership: An Introduction to Challenger Messaging

SEC Solutions: Challenger Messaging Engagement

What It Is

A day-long workshop (included in your membership) arming your team to take initial steps in developing an organizational capability to build commercial insights

When

■ Session 1: 17 July 2012, Chicago

■ Future sessions to be announced

Who It Is For

Members companies may send up to a total of three attendees from Sales Leadership, Sales Enablement, Marketing, and/or Product

What It Will Cover

■ An exploration of unique diff erentiators—what they are, and what they aren’t using real examples to ground the teaching

■ An exploration of reframing techniques for various insights

■ Frameworks for determining company-level, segment-level, and solution-level insights

■ Message tailoring approaches for diff erent segments and functional stakeholders

■ Interactively improving existing sales messaging

What It Is

Expert support to create an insight-led message for a selected product or segment, and tools that improve your team’s understanding of Challenger Messages

When

Four-month engagement with workshops at your company location

Who It Is For

■ Commercial organizations who need to equip their sales team with insight that helps them diff erentiate

■ Sales and Marketing leaders and their teams (Product Managers and Sales Operations are common participants)

What It Will Cover

■ Build Challenger Messages—Equip your team with messages for a key product, service, or segment.

■ Teach Your Team how to Build Messages—Enhance the organization’s ability to source insights and develop messages for your customers.

■ Gain CEB Insight on Your Customers—Capture the most pressing needs of your customers using CEB consumer data and best practice research.

■ Deploy Structured Pre-Work and Interviews—Information gathering led by Solutions team to prepare for the Workshop

■ Participate in Messaging Workshop—Two-day session for sales and marketing leaders, reps, and product managers to collaborate on message creation

■ Receive the Message Guide and Toolkit—For participants’ future referenceSource: Sales Executive Council research.


Client Site: www.sec.executiveboard.comwww.executiveboard.com

SALES, MARKETING, AND COMMUNICATIONS PRACTICESALES EXECUTIVE COUNCIL®

Pre-Funnel Demand Shaping Toolkit

Gaining Permission and Access Qualifying Teaching

General Listening

While direct leads can be surfaced by simply listening in social media, the more immediate intent is to understand the nature of the conversation happening, allowing you to best position yourself in that conversation.

General Social Media Listening

■ Join LinkedIn groups where customers and prospects are having conversations. These are not groups about your products/solutions, but about business challenges your customers tend to face. Read at least weekly updates on signifi cant conversations taking place in those groups.

■ Leverage technology your marketing team likely already has—social listening tools. Ask a favor of your marketing colleagues: have them search for social activity based on a handful of keywords relevant to the problems your solution solves.

■ Involve yourself in the social conversation, providing your own perspective and “giving to give.” Overtly commercial involvement will not be welcomed and may harm your personal brand. Gaining infl uence within the network is a product of earning trust and delivering insight to the network.

■ For Key Accounts, follow your customer’s company group.

Identify Change

Change should happen, or is likely to happen (but the customer has not yet taken action).

Action Step (Gather Deep Information)

■ Brainstorm with other salespeople to think of ways to approach customers



Key Tells of Potential Change

■ Stakeholders show discontent with status quo

■ General customer awareness of underperformance

■ Multiple stakeholders seeking advice (live or social networking)

■ Key stakeholder or consultant turnover

■ Renewal decision upcoming (and customer is unlikely to have started assessment)

OVERVIEW OF TOOL

This tool was constructed with the help of various high-performing sales people within the SEC membership. This tool is not meant to be a comprehensive guide, but rather, a helpful set of reminders to ensure sales and sales operations teams are shaping demand, not just reacting to demand. Special thanks to the following companies for allowing the SEC access to their high-performers.

®

Recommended Uses

■ Reps: Use the tool as reminder of actions you can take to help shape demand in new and existing accounts

■ Managers: Use the tool as a coaching guide to sharpen reps’ pre-funnel sales activities

■ Sales Enablement: Use the tool to inform your sales processes and enablement support

Teach to Shape Demand

Teach customer about the problem.

Action Step (Teach)

■ Select and deliver a message about an unanticipated problem that is fast approaching and will have a detrimental impact if not addressed.

Key Tells Indicating You’ve Infl uenced Customer Thinking

■ Customer asks clarifying questions and seeks additional information

■ Customer acknowledges that they have overlooked the problem

■ Customer grants access/refers you to additional stakeholders

■ Customer agrees to follow-up conversation/expresses desire to learn more

1 4a

Teach to Re-Shape Demand

Teach customer about a better way to solve the problem.

Action Step (Teach)

■ If customer appears content with current solution to problem, teach them that the problem is far greater in magnitude than they’ve realized, and therefore warrants an alternative approach.

■ If customer accepts the problem as a “cost of doing business,” teach them that the problem is driven by a diff erent root cause than they’ve realized, and can be eff ectively managed.

Key Tells Indicating You’ve Infl uenced Customer Thinking

■ Customer initially pushes back or shows healthy skepticism, but is engaged

■ Customer has an “aha” moment, demonstrating their thinking has been reframed

■ Customer begins to openly question their existing approach

■ Customer grants access/refers you to additional stakeholders

■ Customer agrees to follow-up conversation/expresses desire to learn more

4b

3

Narrowing Listening and Gaining Access

Listen in a deliberate fashion to opportunities with potential to move into your funnel, gleaning as much information as possible.

Targeted Social Media Listening

■ Your opportunities engaging in social conversation can provide highly valuable information. They may reach out to their network for advice, or signal change may be happening in other ways. They may off er others advice, revealing valuable information about their business approaches. Monitor these conversations closely.

■ Directly connect with any and all prospects and known infl uencers associated with those prospects (consultants, purchase infl uencers, end-users, technical users, etc.). Follow key contacts in Twitter.

■ Off er advice and a point of view to potential prospects who are actively learning in social media channels. Follow up directly.

■ For Key Accounts, track key stakeholders’ networks scanning for competitive connections, new relationships with purchasing consultants, or other signs that may indicate the customer is seeking other options.

Targeted Listening Outside Social Media

■ Conduct aggressive loss analysis, understanding what factors contributed to the customer’s decision. This is particularly useful in service or contract-based sales.

■ When appropriate, establish relationships with purchase consultants. Arm consultants with insights on the industry and information that will help them provide value to your shared customers. These relationships can yield important information about your customer and other potential leads.

■ Glean information from internal peers (sales or other) and partners for information on prospects.

■ For Key Accounts, establish a regular business planning session, bringing operations teams and other internal teams supporting your customer together to gain deep account intelligence. Arm these ops teams with insights to teach to end-users or other potential infl uencers for whom you do not have immediate access.

2

Ad

vance to Sales F

unnel

Customer has a poor understanding of the problem or is unaware of it altogether.

Customer is aware of the problem (and potentially has an action plan/solution in the works).

Source: Sales Executive Council.

Secgettinginearlyshapingdemandthroughprefunnelengagementsummary

Business

highlighting

communications

nurturing

sales executive

ensure relevance

solution deconstructed

make decisionlearn

reps earn