Win the Deals You’re Working
' The TAS Group 2014
Matt CloseEVP Sales
Maureen BlandfordEVP Marketing
Use new photo
' The TAS Group 2014
�Understand the Key Sales Velocity Levers�Know your customer �Engage in the RIGHT deals�Plan your sales calls
Four points to win more deals…
Sales Velocity EquationTM
Averagedeal value
Win rate
Your Sales Velocity
Averagedeal value
Win rate
Increase all by 10%
What happens if you
Your Sales Velocity
Decrease this one by 10%
and
Averagedeal value
Win rate
An increase of: 47%
Your Sales Velocity
Increase all by 10%
What happens if you
Decrease this one by 10%
and
So, where should you be spending your time?1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle
Challenge: Win the Deals you are Working
Problem:If focus is filling the pipeline (not unimportant),there is less time for these.
That’s bad math. For all of us.
1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle
What happens to your sales velocity if you don ?
Sales velocityimproves by 34%
Challenge: Win the Deals you are Working
Our Sales Velocity Challenge
1. Increase # of opps2. Increase average deal value3. Increase win rate4. Reduce sales cycle
Always start with the customer in mind�
Confidential
' The TAS Group 2014
But who is the customer?
Sales Productivity
' The TAS Group 2014
But who is the customer?
Sales Productivity
' The TAS Group 2014
But companies don t buy, people do
Decision Maker: The buying role or persona that has the ability to commit the company to a vendor or to a certain strategic direction and has accountability for selecting the solution. This is the person who owns the problem your solution addresses.
To whom do you target your primary messages?
You may also have secondary personas for whom you will need to craft separate and distinct messages. Your primary messages should be targeted to your primary buyer, and your secondary messages to other influencers.
' The TAS Group 2014
PollHow well do you feel your companyunderstand your primary buyers business goals and pressures:A) We understand them at a surface levelB) We do a good job at a tactical levelC) We do a very good job and link it to our strategyD) It is at the core of what we do and how we do it
' The TAS Group 2014
Primary Persona Center of your Universe
CFO
HR
SalesRep
' The TAS Group 2014
Customer Map
Goals
Pressures
Obstacles Something that isn�t working; a task, situation or process that is broken and needs to be fixed or is required to deploy initiative but does not exist.
Initiatives Specific projects created to address the pressures and achieve the goals and owned the Decision Maker
An end result to be achieved by the Decision Maker (ideally) with a measurable outcome and a specified timeframe.
The internal and/or external pressures that significantly impact the Decision Maker and serve as the catalyst for initiatives or action.
SolutionA set of capabilities or products that help the customer to remove obstacles to relieve business pressures.
' The TAS Group 2014
Customer Map Example: Increasing SalesHow do they measure success?
What does this person care about?
� Revenue growth� Sales productivity� Forecast accuracy
� Quarterly targets� Visibility� Pipeline
Goals
Pressures
Obstacles
Initiatives
Grow revenue by 15% in FY 2015
Missing quarterly targets because:- Competitive losses- Poor growth in current accounts- Inadequate pipeline- High sales attrition
Key account program Strategic Comp Plan
Can�t access key players
No account plan method
Limited cross-sell / upsell
Product not solution sale
Plans not aligned to GTM
No collaboration
Delay in payout
Multi-currency issues
SolutionA set of capabilities or products that help the customer to remove obstacles to relieve business pressures.
' The TAS Group 2014
Get in the customer
Why can it be so hard?
' The TAS Group 2014
The Customer Buying Process
CustomerDiligence
Begins
CustomerPurchases
Source: CEB
of the
purchasedecision is complete beforea customer evencalls a supplier.
57%CustomerEngagesSupplier
' The TAS Group 2014
Some Resources for you
' The TAS Group 2014
Qualification Matters
' The TAS Group 2014
Qualification Matters
' The TAS Group 2014
Qualification Matters
' The TAS Group 2014
Flanking Strategy: Shifts the focus of a customeror additional issues that they had not taken into consideration that drive additional value & favor your solution.
RULES
Donthe rules
Executive support
Make your move last
Don t open the door
Flanking Strategy
' The TAS Group 2014
Qualification Matters: Reminder
' The TAS Group 2014
Flanking Strategy: Flank to Someone
' The TAS Group 2014
Then Plan your Sales Call
' The TAS Group 2014
Are Sellers Prepared for Customer Calls?
13%
61%
26%
100%
50%
0%TotallyUnprepared
SomewhatPrepared
AdequatelyPrepared
Source: Forrester Research
' The TAS Group 2014
Source: Forrester Executive Buyer Insight Study
Why are Smart Call Plans Important?
Executives don’t believe that salespeople are well prepared to engage with them...
� because they know about theirown offerings, not the realitiesand needs of executives.
Salespeople are knowledgeable about:
Their own productsand services
Buyers� rolesand responsibilities
Buyers� specificbusiness
Questionsbuyers ask
40% 36% 43%71%
' The TAS Group 2014
10 Elements of a Smart Sales Call Plan1. Logistics2. Setting Expectations3. Sales Call Strategy4. People and Problems5. Objectives and Outcomes6. High Yield Questions7. Collaboration8. Smart9. Mobile10. Cloud
' The TAS Group 2014
2. Setting Expectations
' The TAS Group 2014
3. Sales Call Strategy
' The TAS Group 2014
5. Objectives and Outcomes
how DO YOU KNOW you have made progress?
what do you want toACHIEVE in the meeting?
' The TAS Group 2014
5. Objectives and OutcomesSub-optimal Objectives� Advance the relationship (how do you know?) � Make progress in the sale (from where to where?) � Demo the software (to what end?) � Help them understand our value (why?)
Good Objectives� Have Pat Morello, the business sponsor, verbally confirm that we
understand their requirements� Work through the cost of their production inefficiencies today to get
Helen Hastings from the finance committee, to describe the daily cost of inaction.
� Mitch Boyle to confirm the business pressure that underlines the fact that security and performance are key decision criteria.
� Get agreement from Pat Morello to a Phase1 deployment to validate that our solution is a good fit for their requirements
' The TAS Group 2014
�Understand the Key Sales Velocity Levers�Know your customer �Engage in the RIGHT deals�Plan your sales calls
Four points to win more deals…
The OrganizationalSales Velocity Problem
' The TAS Group 2014
Sales Process Drives High Performers
* High Performers are companies where more than 75% of sales team makes quota. All data on this slide ' The TAS Group, Dealmaker Index Study 2013, n=750
Predictable Business
Defined Sales Process?
and
30% 40% 50% 60% 70%
% Companies with a defined Sales Process
High Performers*
Good Performers
Medium Performers
Poor Performers
Accurate
Accurate
Inaccurate
Inaccurate
0% 20% 40% 60% 80% 100%
No Sales Process
Defined Process
Sales Process Improves Forecast Accuracy 200%
40% NO 60% YES
' The TAS Group 2014
of reps can access key players
54%Only
of companiesdo not have
a definedSales Process
40%
of sales repsare good at
uncoveringcustomersproblems
61%
Are you working each deal the right
way?
of reps aregood at opportunityqualification
59%Only
Win the Deals You’re Working