Register to watch the webinar recording: http://bit.ly/SMMwebinar01172018
Do these issues sound familiar?
> Deals stall or go dark and you can’t seem to revive them
> Decision makers are introduced mid-deal and it changes everything
> After months of effort, your clients decide to address their issues in-house with a DIY solution
> You work primarily with mid-level decision makers who struggle to get their initiatives funded
> You struggle with providing accurate pipeline forecasts
No qualification system can address every situation or avoid every problem. But an effective, modern qualification methodology can help you avoid or address many common challenges.
In this webinar on my Sales Transformation Straight Talk™ channel, I:
> Share a modern qualification methodology
> Offer advice on how to execute such a methodology to get better results
> Share some ideas for how sales managers can help reps maximize the methodology to improve both pipeline management and forecasting
Register to watch the webinar recording: http://bit.ly/SMMwebinar01172018
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Improve Sales Productivity with Modern Sales Qualification
1. Mike Kunkle
Host of Sales Transformation Straight Talk™
VP, Sales Transformation Services, Digital Transformation Inc.
Founder, Transforming Sales Results, LLC
Improve Sales Productivity with
A Modern Approach to
Sales Qualification
2. Sales Transformation Straight Talk Series
What
• Sales Transformation Straight Talk webinar series
Why
• Provide you with the latest thinking and actionable ideas to transform
sales results
How
• Solo webinars, guest speakers, panels, Q&A, always taking requests
When & Where
• Usually mid-month, usually mid-week, 12 to 2 pm Eastern, every month,
here on SMM Connect
- Always check www.smmconnect.com for details
on
2
3. mike.kunkle@fastlaneus.com
mike@mikekunkle.com
(214) 494-9950
Mike Kunkle is a highly-respected sales transformation architect and
internationally-recognized sales training and sales enablement expert.
He’s spent 24 years as a corporate leader or consultant, helping companies drive
dramatic revenue growth through best-in-class learning strategies and his proven-
effective sales transformation methodologies. Today, Mike is the VP of Sales
Transformation Services for Digital Transformation Inc. (a division of Fast Lane
Consulting & Education Services) and founder of Transforming Sales Results, LLC.
He consults, advises, writes, speaks, leads webinars, designs sales learning systems
that get results, and guides clients through all aspects of their sales transformation.
Mike Kunkle
VP, Sales Transformation Services
Founder
Your Host
Connect with Mike & Follow His Content
DTI Blog http://www.DXform.io/blog
Personal Blog https://www.mikekunkle.com/blog
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BrightTALK Webinars http://bit.ly/TheSalesExpertsChannel
LinkedIn Publisher http://bit.ly/MikeKunklePublisher
LinkedIn Profile http://www.linkedin.com/in/mikekunkle
SlideShare http://www.slideshare.net/MikeKunkle
Twitter https://twitter.com/mike_kunkle
3
4. Our Plan for Today
AGENDA:
Modern Sales Qualification
• Some bad sales advice
• Why qualify?
• A modern qualification methodology
• Challenges & pitfalls
• Q&A
4
16. Why Qualify?
16
Because you’ll learn…
• Should I pursue, nurture, or walk away?
• Am I talking to the all the right people
who can make this purchase decision?
• Is this a big enough issue that they need
to solve it?
• Is something making it important to solve
now?
• Is the initiative funded or can funds be
secured?
• What is the likelihood we can win this
business?
18. Situation Assessment Framework for Discovery
Future State Factor Analysis
Plans and Initiatives
• Foreseeable business landscape changes
• Related past initiatives & outcomes
• Status of ongoing initiatives
• Future planned initiatives & status
• Compelling event | Critical business need
Analysis
• Desired outcomes
• Problems to avoid
• Opportunities to maximize
• Risks | Threats to initiative success
Impacts (Positive)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Validation
• Improve | Accomplish | Avoid
Current State Factor Analysis
Situation Overview
• Current business landscape
• Strategic objectives
• Tactical plans | Current initiatives
• Business performance
• Metrics that matter most
Analysis
• Current successes
• Current problems
• Perceived opportunities
• Risks | Threats of status quo
Impacts (Negative)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Hypothesis
• Improve | Accomplish | Avoid
Gap Analysis
Impact Analysis
POINT A – What Is POINT B – What Should Be
18
19. Situation Assessment Framework for Discovery
Future State Factor Analysis
Plans and Initiatives
• Foreseeable business landscape changes
• Related past initiatives & outcomes
• Status of ongoing initiatives
• Future planned initiatives & status
• Compelling event | Critical business need
Analysis
• Desired outcomes
• Problems to avoid
• Opportunities to maximize
• Risks | Threats to initiative success
Impacts (Positive)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Validation
• Improve | Accomplish | Avoid
Current State Factor Analysis
Situation Overview
• Current business landscape
• Strategic objectives
• Tactical plans | Current initiatives
• Business performance
• Metrics that matter most
Analysis
• Current successes
• Current problems
• Perceived opportunities
• Risks | Threats of status quo
Impacts (Negative)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Hypothesis
• Improve | Accomplish | Avoid
Qualification Methodology
Uncover and validate:
• Decision Makers: Types of buyers and
buyer roles
• Decision Criteria: Buying process with
decision/exit criteria
• Urgency: Compelling event (if exists) and/or
critical business need*
• Outcomes: The outcomes, achievements,
and/or Metrics that Matter Most* to the
Decision Makers
• Economics: Initiative is funded, or
budget/funding available
• Options: Who are you competing with
(including status quo and DIY)?
* Included in Factor Analyses
Gap Analysis
Impact Analysis
POINT A – What Is POINT B – What Should Be
19
20. Situation Assessment Framework for Discovery
Future State Factor Analysis
Plans and Initiatives
• Foreseeable business landscape changes
• Related past initiatives & outcomes
• Status of ongoing initiatives
• Future planned initiatives & status
• Compelling event | Critical business need
Analysis
• Desired outcomes
• Problems to avoid
• Opportunities to maximize
• Risks | Threats to initiative success
Impacts (Positive)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Validation
• Improve | Accomplish | Avoid
Current State Factor Analysis
Situation Overview
• Current business landscape
• Strategic objectives
• Tactical plans | Current initiatives
• Business performance
• Metrics that matter most
Analysis
• Current successes
• Current problems
• Perceived opportunities
• Risks | Threats of status quo
Impacts (Negative)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Hypothesis
• Improve | Accomplish | Avoid
Qualification Methodology
Uncover and validate:
• Decision Makers: Types of buyers and
buyer roles
• Decision Criteria: Buying process with
decision/exit criteria
• Urgency: Compelling event (if exists) and/or
critical business need*
• Outcomes: The outcomes, achievements,
and/or Metrics that Matter Most* to the
Decision Makers
• Economics: Initiative is funded, or
budget/funding available
• Options: Who are you competing with
(including status quo and DIY)?
* Included in Factor Analyses
Gap Analysis
Impact Analysis
POINT A – What Is POINT B – What Should Be
20
21. Situation Assessment Framework for Discovery
Future State Factor Analysis
Plans and Initiatives
• Foreseeable business landscape changes
• Related past initiatives & outcomes
• Status of ongoing initiatives
• Future planned initiatives & status
• Compelling event | Critical business need
Analysis
• Desired outcomes
• Problems to avoid
• Opportunities to maximize
• Risks | Threats to initiative success
Impacts (Positive)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Validation
• Improve | Accomplish | Avoid
Current State Factor Analysis
Situation Overview
• Current business landscape
• Strategic objectives
• Tactical plans | Current initiatives
• Business performance
• Metrics that matter most
Analysis
• Current successes
• Current problems
• Perceived opportunities
• Risks | Threats of status quo
Impacts (Negative)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Hypothesis
• Improve | Accomplish | Avoid
Qualification Methodology
Uncover and validate:
• Decision Makers: Types of buyers and
buyer roles
• Decision Criteria: Buying process with
decision/exit criteria
• Urgency: Compelling event (if exists) and/or
critical business need*
• Outcomes: The outcomes, achievements,
and/or Metrics that Matter Most* to the
Decision Makers
• Economics: Initiative is funded, or
budget/funding available
• Options: Who are you competing with
(including status quo and DIY)?
* Included in Factor Analyses
Gap Analysis
Impact Analysis
POINT A – What Is POINT B – What Should Be
21
22. Situation Assessment Framework for Discovery
Future State Factor Analysis
Plans and Initiatives
• Foreseeable business landscape changes
• Related past initiatives & outcomes
• Status of ongoing initiatives
• Future planned initiatives & status
• Compelling event | Critical business need
Analysis
• Desired outcomes
• Problems to avoid
• Opportunities to maximize
• Risks | Threats to initiative success
Impacts (Positive)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Validation
• Improve | Accomplish | Avoid
Current State Factor Analysis
Situation Overview
• Current business landscape
• Strategic objectives
• Tactical plans | Current initiatives
• Business performance
• Metrics that matter most
Analysis
• Current successes
• Current problems
• Perceived opportunities
• Risks | Threats of status quo
Impacts (Negative)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• Other operational metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Needs Hypothesis
• Improve | Accomplish | Avoid
Qualification Methodology
Uncover and validate:
• Decision Makers: Types of buyers and
buyer roles
• Decision Criteria: Buying process with
decision/exit criteria
• Urgency: Compelling event (if exists) and/or
critical business need*
• Outcomes: The outcomes, achievements,
and/or Metrics that Matter Most* to the
Decision Makers
• Economics: Initiative is funded, or
budget/funding available
• Options: Who are you competing with
(including status quo and DIY)?
* Included in Factor Analyses
Gap Analysis
Impact Analysis
POINT A – What Is POINT B – What Should Be
22
24. Decision Makers
24
Personas / Positions
• Do you/they have all the right people on the
decision team?
• Is there a Procurement process/team
member?
28. Decision Makers: So What?
• It's not the labels that matter. It’s the thought process.
• Identifying that your technical/user buyer who is highly engaged with
the decision team, and who has authority/influence, is a detractor...
gives you an important perspective.
• There should be no “analysis paralysis” here. It literally takes minutes
to walk through the decision team members and identify:
- Type, Role, Attitude, Decision Engagement, and Buyer Perceptions…
… All of which informs your opportunity management plan and how you
need to manage the relationships, better understand personal and
business needs, etc.
28
35. Decision Criteria: Buying Process Exit Criteria
EXIT CRITERIA: What does each
decision maker need:
• To hear, see, feel, understand, and
believe…
• In each stage of the process…
• To feel comfortable moving forward to the
next stage in their buyer’s journey…
• With you
35
36. Decision Criteria: Buying Process Exit Criteria
HOW DO YOU LEARN THE EXIT CRITERIA?
• Observe
• Listen
• Ask
- Directly to each buyer
- Members of your internal opportunity pursuit team
- Your Coach / Champion / Advocates
36
37. Urgency and Outcomes
37
Qualification Methodology
Uncover and validate:
• Urgency: Compelling Event (if exists) and/or
Critical Business Need*
- Compelling Event: Time pressure
- Critical Business Need: Outcome pressure
• Outcomes: The outcomes, achievements,
and/or Metrics that Matter Most* to the
decision makers.
* Included in Factor Analyses
38. Future State Factor Analysis
Impacts (Positive)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• KPIs/CSFs/Ops metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Urgency and Outcomes
38
Current State Factor Analysis
Impacts (Negative)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• KPIs/CSFs/Ops metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Point A Point B
Impact Analysis
39. Future State Factor Analysis
Impacts (Positive)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• KPIs/CSFs/Ops metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Urgency and Outcomes
39
Current State Factor Analysis
Impacts (Negative)
• Revenue | Costs | Cash Flow | Profit
• Other financial metrics
• KPIs/CSFs/Ops metrics
• Strategic objectives
• Mission | Vision
• Reputation | Image
Retail
Shrinkage
Telecom
Errors per station
Manufacturing
Overall Equipment
Effectiveness (OEE)
Healthcare
Net income to
patient revenue
Energy
Electrical grid load
Labor cost over
project timeline
Construction
Cash flow return on
investments (CFROI)
Finance/Insurance
KPIs | CSFs | Domain ExpertisePoint A Point B
$
$
$
$
$
$
$
$
$
Impact Analysis
42. Implementing Effectively
42
Qualification Methodology
Consider:
• Integrating into Workflow
- Create a scoring model (even weighted)
- Integrate into your CRM
- Run analytics as data builds
- Incorporate into pipeline & forecast meetings
- Make it “the way we do things around here.”
44. Challenges & Pitfalls
The Decision: Pursue | Nurture | Walk Away
• Lack of data and accurate answers
- Dishonesty
- Confusion
- Hubris
- Ploys
- “Hope Goggles”
- Legitimate knowledge gaps.
44
?
45. Challenges & Pitfalls
The Decision: Pursue | Nurture | Walk Away
Sales Judgment
• This is what you need to decide
• More than what we can “train” on a webinar
• Talk to your sales manager
45
47. Complimentary White Paper
Realizing the Growth Potential of the Internet of Things:
The Convergence of Market Opportunity, Design Thinking,
Technical Enablement and Sales Enablement
http://bit.ly/DTI-IoTPotential
48. Reading on the Four Sales Systems
• Part 1, Four Systems Overview: http://bit.ly/4SalesSystems-Overview
• Part 2, Sales Selection System: http://bit.ly/4SalesSystems-Selection
• Part 3, Sales Support System: http://bit.ly/4SalesSystems-SalesSupport
• Part 4, Sales Learning System: http://bit.ly/4SalesSystems-SalesLearning
• Part 5, Sales Management System: http://bit.ly/4SalesSystems-SalesManagement
• SlideShare Presentation: http://bit.ly/SystemsApproachST-Docebo2017
Mike Kunkle
A Systems Approach to Sales Transformation
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