Partner Blackbelt Programme

Sales workshops

Eamonn Ward
Delta Training
Top 5 Reasons Buyers Say That Vendors
Lose?

5.) All looked the same so we chose on price.

4.) I never met anyone from that company.
3.) We didn't like their sales approach.
2.) We were more comfortable that the other
vendor would deliver what we needed.
1.) The vendor didn't present a solution that
addressed our business requirements.

Source: InfoMentis Strategic Account Analysis

Oracle Sales Process

Q U A L I F I C A T I O N & A L I G N M E N T
Qualification & Alignment

Q U A L I F I C A T I O N & A L I G N M E N T
 Johnson Decroix

1.  This week you will work on the Johnson Decroix account
2.  You (collectively) are the new Account Manager for JD
3.  Lets Answer the 3 Why Questions on a Flipchart
1.  Why Do Anything?
2.  Why Now?
3.  Why with Oracle?
Map Influence
Evaluation Role Name and Title
A – Approver
T – Technical
U – User
Robert Johnson Sales
C – Coach CEO Coverage
S – Sponsoring Executive (Initials)
DM – Decision maker
PO H 0 N FI
PO – Project Owner
R - Recommender
Degree of
Influence Preference
H – High + favours you
Contact
N – None
M – Medium 0 neutral
L – Low
L – Low – favours alternative
M – Medium
H – High
18
Influence Map

E Fitzgerald Robert Johnson

CAP Gemini CEO
M 0 N KP M 0 L

Franz Mueller Rogier Stolk Isabelle Kennedy

Head of MFG CFO Dir of S&M

PO H – M EW A H N PO H + N EW

Joe Black Vincent Biro

IT Mgr Mfg IT Mgr Sales
T L + L BF F L 0 M JH

David Levy
Developer
CT M + H SS
 The Way Organizations Work
Company Strategies are Outside Influences
developed to achieve Regulatory Authorities
(government or industry)
goals while meeting the
Competition
needs of outside
Suppliers
influences
Partners
Economy
Disasters
Shareholders
Strategic Focus
Cost Leadership
Product/Service Excellence
Customer Intimacy

Sources
Customer
Public Announcements
Financial Statements
Analyst Reports
Company & 3rd Party Websites
20
The Way Organizations Work
What does your customer need to
do to achieve their business CEO
Market Expansion
requirements?

CFO
Free Up Working Capital

CIO
Reduce # of 3rd Party Consultants

IT Director

Stabilize Infrastructure

DBA Manager
Partition Data, Enhanced Security
14
© 1996-2010 InfoMentis, Inc.
The Way Organizations Work
Decision maker = CFO
CMO Increase Net Margins 8%

COO
Increase New Sales 15%

CMO
Reduce Customer Acquisition Costs 3%

Marketing Director

Determine with Channels are most effective

Marketing Analyst

Understand Buying Patterns & Touch Points

© 1996-2010 InfoMentis, Inc.

What keeps the customer from addressing
their KBRs?
Consequential
Pains
The consequences
of not relieving the
Tactical Pains.

Tactical Pains
Tasks, situations
or processes that
prevent them from
addressing their
KBRs.

15
Tactical Pains: Examples
Task or situational:
"   Security definitions are growing out of control (a
situation)
"   Can’t easily review project ROI (a task)
"   Users can’t easily track SLAs (a task)

Process or operational:
"   No workflow for service request approval
"   Security audit process not well defined
"   Manual effort to manage assets is increasing

15
Challenges when uncovering and positioning
solely to Tactical Pains?

•  Hard for prospects to differentiate

- Focus becomes price not value

• Limited interest to executives

- May not compel them to take action

TP TP
No easy user No 360° view
reporting of customers
Chris Sue

TP TP TP TP TP
No time/skills to
No web reporting Disparate systems Lack of integration Inadequate security
install new system
Ed Ed Ed Ed Ed
What keeps the prospect from
achieving their KBRs?
KBR
Goals
Key Business Requirements
P Strategic
O
L
I
Financial Consequential Pains
T
I Internal CP
C
A
L Operational Tactical Pains
TP
(tasks, situations or processes)
 Consequential Pains
= Business Pains CP

Internal CPs:
Negative impact on employee behaviour

Financial CPs:
Consequences eroding profitability or on financial performance

Strategic CPs:
Implications impacting organisational growth or survival

All CPs can have a political/personal impact

 GOAL

Improve customer
satisfaction 15%
KBR
Discovery Map Pat
Expand in new
markets

Linda

KBR
Free up $5M
working capital
CP
Terry
Providing poor
service
Linda

CP CP CP
Training costs $200k $1 million in external Staffing $1 million
over plan consulting fees over budget
Mary Doug Terry

CP
Frustrated
CP
users/turnover
Mary
Poor productivity

TP TP TP
No easy user No 360° view
reporting of customers
Steve
Jan Linda

TP TP TP TP

No web reporting Disparate systems Manual approvals Inadequate security

Erin Erin Steve Steve
Discovery

Q U A L I F I C A T I O N & A L I G N M E N T
Directional Questioning
Structured questioning method to gain maximum information

"   To gain the maximum knowledge around a customer

issue
"   To maximise the effectiveness if the Discovery map
"   To help make the financial case

32
Which is longer?

A   B  

1   2   3   4   6   7   8   9  
5  
Directional Questioning

Impact

What
other
TP or Who
else
problems CP affected

Root
Cause
Directional Questioning

Impact

What
other
TP or Who
else
problems CP affected

Root
Cause
Directional Questioning

Impact

What
other
TP or Who
else
problems CP affected

Root
Cause
Directional Questioning

Impact

What
other
TP or What If?
problems CP +/-

Root
Cause
Directional Questioning

Impact

What TP or What
Else CP If? +/-

Root
Cause
Summary:

Impact

What TP or
other Who else
problems CP affected

Root
Cause

© 1996-2010 InfoMentis, LLC

How do I make this work for me?
"   Scenario :
−  Prospect calls with a request for information or a quotation.

High Yield Question: What is the

Impact problem you want to solve?

What
Directional Questioning: Root
TP or Who else
other
problems CP affected cause, Impact, who cares, what
other problems

Root
Cause
Start to build discovery and
influence maps. Understand the
scope of the situation
How do I make this work for me?
Find the links between
technology and the
business to make your
proposition more
compelling

What else do we have that

can solve their business
problems?

Who matters here? Who

do I have to convince?
Solution Mapping

Q U A L I F I C A T I O N & A L I G N M E N T
Solution and Capabilities Map

76
Solution Presentation

Q U A L I F I C A T I O N & A L I G N M E N T
 Sponsor  Solu5on  Presenta5ons  –  8  Step  Plan  

Customer   Solu5on   Solu5on   Why   Business  Case    

Theme  to   KBR   Story   Preview   A9ributes   Oracle   ROI   Close  
Win   ReLive  The  
Pain  

Crea5ng  Customer  Value  

A team effort to plan the delivery of the Oracle solution proposal, based on your
strategy and the Discovery process.
Partner Blackbelt Programme
Sales workshops

Eamonn Ward
Delta Training