Webinar | Fail Early, Win More. The Strategy Behind Opportunity Management

Fail Early. Win More. The Strategy Behind Opportunity Management

© The TAS Group 2015

Before We Begin 1 You will receive a link to the recording of today’s webinar.

Watch for it in email.

2 The recording will also be available on our website thetasgroup.com, in the Resources section.

3 Enter your questions in the Questions box or tweet to @thetasgroup.

4 Join the conversation on Twitter: #OpportunityManagement


Matt Close EVP Sales

Bob Harrah Program Manager, Sales Operations



Poll #1 Top reason you worked a deal you shouldn’t have: •  Wow, I’d LOVE to do business with that company. •  I am only $XXK from my quota. •  I really need more deals in my pipeline. •  It’ll be “quick and easy…” •  I qualify ruthlessly and never work bad deals.


• Knowledge

• Context

• Data

• Reasoning

NATIVE CLOUD APP MOBILE SMART EASY

KNOWLEDGE - DATA - CONTEXT - REASONING.


Words of wisdom from the CEO

Really only two reasons you lose a sale: 1.  You shouldn’t have been in the deal

in the first place 2.  You were outsold


The impact of “wrong place, wrong time”


Our Mission: Increase Your Sales Velocity

Number of sales

opportunities

you work

Average deal value

Win rate

Length of sales cycle

V Sales

Velocity


An Example: Opportunity Background •  Fortune 50 Company •  Salesforce.com Customer •  Appexchange •  Sales Effectiveness Problem we can address •  Engaged with Business Analyst – “Doing Research” •  Keeping “vendors” at arms reach •  Withholding access & discussion with business owner


Opportunity Background •  2 “sales calls” – info gathering & “Demo” •  Keeping a “level playing field” •  Not open to further Solution Definition or suggestion •  Need to “play by their rules”



Political Map Assessment Decision Criteria

Insight Map Competitive Strategy

PRIME Actions

Coach Me

TAS Sales Methodology

Is There An Opportunity?

Early Qualification Compelling Event

Insight Map

Can We Compete? Competitive Positioning

Decision Criteria Unique Business Value

Can We Win? Politics & Alignment Competitive Strategy

Is It Worth Winning?

Risk Assessment

Test & Improve the Plan Re-qualify Coach Me

1 2 3 4 5

TAS METHODOLOGY


One Customer’s View – “Critical 6” •  #1 – Customer’s Application or Project •  #4 – Access to Funds •  #5 – Compelling Event •  # 6 – Formal Decision Criteria •  #10 – Unique Business Value •  #14 – Informal Decision Criteria


Political Mapping– Can we Win?

Is there an opportunity?

Can we compete?

Can we win?

Is it worth winning?

© The TAS Group 2015 And They Achieve 30% More Revenue*

*Source: Dealmaker Index Sales Benchmark Study 2013

30%

54%

Only 54% of Reps Can Access Key Players*


of reps can access key players.

54% Only

You are 4x Speak in their terms. Access is critical early and late. Need to maintain access and build preference.

Key Players Buyers that control

outcomes decide what will

happen and make things

happen. Are Sales People Doing

the Right Things? Executive

Credibility Inside

Support more likely to

gain access to key players when referred from the inside.


Map the Buyer’s Organization


Buying Role


Adaptability to Change

Adaptability to Change Innovator Visionary Pragmatist Conservative Laggard

Chris Jameson SVP, Operations

P =

Coverage – None – Brief – Multiple – In-Depth

Evaluation Role Approver Decision Maker Evaluator User

A

Status x ̶

= + *

Enemy Non-Supporter Neutral Supporter Mentor


Friend or Enemy?


Political Status


Show Lines of Influence


Relationship Strategies


Political Map Challenges •  Everyone is in the political

structure or inner circle

•  Low level coverage

•  Multiple mentors

•  No enemies or non-supporters

•  No supporters or mentors

•  Political structure consists of supporters only

•  Too much time spent with non-influencers

•  Silo focus

•  Not looking outside the “official” decision making process for people who can impact the decision

•  Relevant line of business executives not included on the map


What drives Buying Decisions

•  Unique, valuable perspectives on business and/or market

•  Help me navigate alternatives •  Help me avoid potential mistakes •  Teach me about new issues •  Be supported within my organization

What buyers want … 19%

19%

9%

53%

Company & Brand Product or Solution Value-to-price Ratio Sales Experience


Sales / Marketing / Customer Misalignment

Little Business Context

Not Customer Focused

Product Centric

No Insights Inside Sellers Sell Only What They Know


Market Reality

71%

Seller’s Products

36%

Buyer’s Business

Sales Success?

✔

What do seller’s know?


Things customers care about…

Goals

Pressures

Obstacles

Initiatives

Solutions

Customer Insight Map


Major Productivity Gain

Reduce time for Sales to use From 3 hours to 18 minutes


Dealmaker Align

CUSTOMER INSIGHT MAP

TRANSFORMED BUSINESS CONVERSATIONS

SMART SALES KIT

+

Dealmaker Align: Align Solutions to Customer Problems

=


Insight Map Challenges •  Single layer each to Obstacles,

Initiatives, and Pressures

•  All relationships are one-to-one

•  Lack of quantification on issues

•  All issues belong to one or two people

•  Pressures belongs to someone who’s not a decision maker

•  Excessive number of Pressures

•  Few Obstacles that are addressed by your Solution

•  Can’t tell a story from top-to-bottom or bottom-to-top (too many assumptive leaps)

•  Lack of confirmation of the issues and Pressures

•  Items worded as “desired results” or “initiatives” or “wants”


Poll # 2 •  Based upon what we have discussed today, what will you do

differently moving forward: a.  Renewed focus on opportunity Assessment and qualification

b.  Renewed focus on accessing the right people and determining roles, attributes and influence

c.  Renewed focus on the right message to the right people

d.  Boil the Ocean – All of the above

A New Leader in RF

QorvoTM Confidential & Proprietary Information © 2015 Qorvo, Inc.

  37

We Are Now Qorvo   Merger completed on January 1, 2015

  Building on the strengths of TriQuint and RFMD

  Unmatched competitive advantages in manufacturing, product leadership, engineering, customer relationships

  Providing a comprehensive roadmap of new products, technologies to the world’s leading customers

  >6,000 global employees, 28 plants & offices Globally

  Combined revenue of $2.1 billion*

  Nasdaq: QRVO

*Combined trailing 12-month revenue of RFMD and TriQuint as of September ending quarter 2014

QorvoTM Confidential & Proprietary Information © 2015 Qorvo, Inc.

  38

Mobile Products

Infrastructure & Defense Products

  Broad product portfolio across diverse set of end markets

  Highly differentiated solutions

  Long product life cycles

  Revenue ~$500M / year

Leadership in Large Global Markets

  World’s largest consumer electronics market

  Industry’s most comprehensive product portfolio

  Revenue ~$2B / year

Characteristics Select Markets

  Smartphones

  Handsets

  Tablets

  Connected Devices

  High Performance Wi-Fi

  Defense

  Optical

  Base Station

  CATV/Broadband

  Infrastructure Wi-Fi

Our Two Businesses


Q A Questions for Bob Harrah


Q A

Thank You Subtitle

Fail Early. Win More. The Strategy Behind Opportunity Management

Webinar | Fail Early, Win More. The Strategy Behind Opportunity Management

Business

tas group

tas sales methodology

tas methodology

sales operations

sales people

sales calls info

key players buyers

informal decision criteria