Sales, sales management, sales strategy

1. Siêu thị điện máy Việt Long
www.vietlongplaza.com.vn
Strategy, Sales, & Sales Management

2. Strategy, Sales, Sales Management
B2B Sales Management 101
B2B Sales Strategy 101
B2B Sales Case Study: Groove
Sales & Strategy Reading List
Siêu thị điện máy Việt Long
www.vietlongplaza.com.vn

3. B2B Sales Management 101 -- Harsh Reality

4. B2B Sales Management 101 – The Number
“Quarteritis…”
“The sun rises & sets on the quarter”

5. B2B Sales Management 101 – Sales Representatives
Sales Rep Profile
Personable, builds trust
High energy
Aggressive/”edge”
Street Smart (v. book-smart)
Listeners/nonverbal
Motivated by money
80-20 rule
Compensation
Base $90k - $100k
Commission $125k (plus draw)
0%-50% quota = x%; 50% -100% quota = 2x%; > quota = 3x%
Stock options – less important
President’s Club
Top reps’ pay > CEO’s
Measurable & Accountable – high turnover tolerated

6. B2B Sales Management 101 – Strategic Selling
BOD
CEO
LOB LOB LOB LOB LOB IT Finance Purchasing Legal
VP Enterprise Apps
…Bus IT …Bus IT …Bus IT …Bus IT …Bus IT VP Enterprise Infra
CTO
Etc
Nuclear unit
SR, SE, Cnslt, Mgmt
Power Selling
Champions
Coaches
Economic Buyer
IT, LOB IT, LOB, Prchsg
Legal, Finance, BOD
Find Pain, Find $
Ask questions/listen/non-verbal

7. B2B Sales Management 101 – Predicting The Future
HubSpot HI-IQ
SUSPECTS
Marketing
(HubSpot, WSG; PPC MVT)
PROSPECTS
(Email, URL, Source, HI-IQ Email Nurture)
LEADS
SalesForce.com
(Phone #, Lead Conversion Event)
Sales
OPPORTUNITIES
(Demo/Trial, 3 per day per rep)
NEW CUSTOMERS
SalesForce.com
Customer
Service
(CC# and Authorization)
Unsatisfied Satisfied
CHI < 70 CHI > 70

8. B2B Sales Management – Predicting the Future
The Funnel
Visitors
Prospects
Leads
Opts

9. B2B Sales Management 101 -- Predicting the Future
The Forecast
Current Quarter's Forecast Sales Qualifiers Prob Adjustments
Rep Account Closed Likely Upside Q+1 P E D D I C C RD% VP% Fcst Upside
eCommerce 248,405 47,250 15,000 10,000 9,025 9,000
Inside Sales 207,900 10,000 - - 1,000 -
Salva Army: Stryker 125th TF Olympia 151,662 - - - - -
McPartland KPMG - Services 150,000 - - - - -
Black BAH / Centrix 78,183 - - - - -
Okada NG / State Near East Bureau 62,894 - - - - -
Okada CARE 60,266 - - - - -
Foster Tyco - software 56,389 - - - - -
Marcus CA Dept of Justice 56,279 - - - - -
Wilson Microsoft 54,856 - - - - -
37,021 - - - - -
Smith SPAWAR-DM,B/U Svr 36,794 - - - - -
Black DARPA (SAIC/Hicks) 32,218 - - - - -
Tyre EDS 28,265 - - - - -
Foster Praxair 23,977 - - - - -
Marcus State of FL 22,943 - - - - -
Shartzer LDS - Deseret Mgt 18,483 - - - - -
Shore P&G 17,987 - - - - -
Manniso VA - Infrastructure (Albany NY Buyer) 15,120 - - - - -
Tyre Shell - trial extension 15,000 - - - - -
Smith SPAWAR Europe/Ivan(2) 14,075 - - - - -
Salva Army Corp. Of Engineers - 1,808,559 - - Y Y Y Y Y Y Y 50% 50% 904,280 -
McPartland EY - enterprise - 787,000 - - Y Y Y Y Y Y Y 80% 90% 78,700 -
Salva Army: HQ - 439,480 - - Y Y Y Y Y Y Y 95% 95% 21,974 -
Shartzer Hitachi Data Systems - 192,465 - - y Y Y y y Y N 80% 80% 38,493 -
Shore GSK - 104,000 - - Y Y Y Y Y Y Y 70% 90% 10,400 -
Salva PM RESET (Aviation) - 93,417 - - Y Y Y Y Y Y Y 95% 90% 9,342 -
Shore Lowe/Draft - 65,000 - - Y Y Y Y Y Y Y 70% 50% 32,500 -
Foster Praxair - 59,000 - - Y Y Y Y Y Y Y 90% 90% 5,900 -
Manniso VA Florida Ohio buyer GTSI - 46,125 - - Y Y Y Y Y Y Y 90% 90% 4,613 -
Hommes & Process (Fr) CCAIG - 40,000 - - 100%
Marcus State of FL - 22,943 - - Y Y Y Y Y Y Y 90% 80% 4,589 -
Edginton Intermec - 21,893 - - Y Y Y Y Y Y N 75% 75% 5,473 -
Tyre American Express - - 678,000 - Y Y N N Y Y N 40% 40% - 271,200
Wilson Intel - - 310,126 - Y Y N N Y Y N 60% 60% - 186,076
McPartland KPMG - Servers - - 132,600 - Y Y Y N Y Y Y 35% 35% - 46,410
Marcus USG - New project - - 125,000 - y y y y y y N 75% 50% - 62,500
Foster Siemens - - 86,000 - Y Y Y Y Y Y Y 50% 60% - 51,600
Foster Siemens - - 55,000 - Y Y Y Y Y Y Y 50% 60% - 33,000
Boyd La-Z-Boy - - 45,850 - Y Y Y Y Y Y Y 65% 65% - 29,803

10. B2B Sales Management 101 -- Other
Accounts Reviews
Recruiting (profile)
Territory Distribution
Compensation Plans
Sales Rep Development
Sales Process & methodology

11. B2B Sales Strategy 101
Segmentation = Profits
All Customers Avg. Trans. < $3k Avg. Trans > $3k
SMBs 28 108
VSBs 21 28
Total 185
Cancelled Avg. Trans. < $3k Avg. Trans > $3k
Customers
SMBs 3 7
VSBs 11 7
Total 28
Monthly Churn Avg. Trans. < $3k Avg. Trans > $3k
Rate 1
SMBs 2.6 % 1.6 %
VSBs 12.6 % 6.0 %
Total 3.6 %
1 Total churn rate (not shown) is calculated as cancelled customers (all time) divided by total customers (all time). Monthly churn
rate is total churn rate divided by average customer lifetime of 4.16 months

12. B2B Sales Strategy 101
Crossing the Chasm…

13. B2B Sales Strategy 101
Model Comparison
TRANSACTIONAL CONSULTATIVE ENTERPRISE
Product or service Well Understood Differentiated High Strategic and/or
characteristics Readily substitutable Customizable cost importance
Standard items Hidden Capabilities Limited substitutability
Key buyer concerns and Price Importance of problem Platform fit
decision criteria Availability risk Solution fit Values fit
Ease of acquisition Price-performance Sustainability
tradeoffs
Time horizon Event Purchasing stream Strategic plan
Nature of relationship Cost - based Benefits – based Trust – based
Buyer-seller Client-advisor Business equals
Confrontational Cooperative Insider
Both parties change
fundamentally
Prerequisites for Access to decision maker Access to influencers Access to strategy
success
Nature of sale Doing the deal Problem solving Agenda setting
Boundaries blur- unclear
who is selling and who is
buying
Source: Rethinking the Sales Force

14. B2B Sales Strategy 101
Reason for shift to consultative model
$ Resource commitment
Cost needed for consultative selling
Sales 1 Sales 2 Sales 3 Sales 4 Sales 5
% 0%
Return
Sales 1 Sales 2 Sales 3 Sales 4 Sales 5
Source: Rethinking the Sales Force

15. B2B Sales Strategy 101
Consultative Model
“Listening and gaining business understanding are more important selling
skills than persuasion; creativity is more important than product
knowledge.”
“The only single „truth‟ that seems to be holding true for all sales forces is
that they have to create value for customers if they are to be successful.
Just communicating the value inherent in their products isn‟t enough.”
“It‟s a risky strategy in a consultative sales to go to a senior-level decision
maker before thoroughly understanding the issues and problems where you
can create value. Most good consultative salespeople will first do their
homework by working with those influencers in the buying organization
who have the best knowledge of the problems and opportunities where the
selling organization hopes to create value.”
…Quotes from “Rethinking the Sales Force.” Neil Rackham & John DeVincentis

16. B2B Sales Case Study: Groove Networks
P0: Evaluation P1: Validation P2: Initial Rollout P3: Enterprise Rollout
COST OF
SALE
REVENUE

17. B2B Sales Case Study: Groove Networks
P0: Educate P1: Validate P2: Initial Rollout P3: Enterprise Rollout
SALES ACTIVITIES
• IT call(s) 2 Track Pilot Trial: • Implement seats & • Groove as standard
• Orientation - IT validation gather metrics desktop DNA
• LOB/LOB IT calls - LOB pain project • Penetrate new LOBs • Integrate w/ Ent Apps
• Validation • Engage enterprise apps • Groove broadly deployed
• Horizontal bus processes and used throughout
value chain
Multiple Pain/Lob
LOB Pain ID’d Pain Validated IT Service Offer’g $1m/yr
IT Champ IT Validated $500K+ Every desktop
Validation Process $100k+ MSLSA
2 months 2-3 months 6 months ongoing

18. B2B Sales Case Study: Groove Networks
Q1 (P)hase Movement
P0‟s P1‟s P2‟s
SPAWAR $18K Lowe $46K HP Mktg $770K
Hitachi $10K ESP $50K OCPA $691K
CARE $7K AMEX $40K Siemens $111K
DuPont $7k Mattel $35K SAIC $142K
Verizon $6K Intermec $22K Praxair $100K
ServiceCo $16k Novartis $86k
VLH $522K
Army $154K
HP C&I $106K
KPMG $100K

19. Further Reading

20. Questions?