Sales Tool Build Workshop

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© Solution Selling, Inc. 2008

Sales Tool Build Workshop




© Solution Selling, Inc. • 2008


PAGE
1

www.solutionselling.com


Credit, Copyright, and Contact Information

Trademark Notice: The following trademarks and service marks are owned by Sales Performance
Holding Company (DBA: Solution Selling, Inc.) and licensed by Sales Performance International, LLC.
Any questions concerning the use of these trademarks or whether a name that does not appear on
this list is in fact a trademark of Solution Selling, Inc. or comments concerning this manual, workshop
or presentation should be referred to Sales Performance International, LLC in the United States at the
following address:

4720 Piedmont Row Drive, Suite 400

Charlotte, North Carolina 28210 USA

Phone: 704.227.6500 FAX 704.364.8114

Solution Selling® and Situational Fluency Prompter®, Pain Sheets®, 9 Block Vision Processing
Model® and Pain Chains® are registered trademarks and service marks of Solution Selling, Inc. All
other referenced marks are those of their respective owners.

Copyright Notice: This manual is a copyrighted work of Solution Selling, Inc. This manual may not be
reproduced in whole or in part without the prior written consent of Solution Selling, Inc.

Additionally, Sales Management and Coaching, Targeted Territory Selling, Major Account Selling,
Strategic Opportunity Selling, and Executive
-
Level Selling are copyrighted materials of

Solution Selling, Inc.

© Solution Selling, Inc. • 1985
-

2008




© Solution Selling, Inc. • 2008


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2

www.solutionselling.com




MMTC Sales Process Map: (Draft 9/16/09)

Close


IM


Analyze

Develop

Prove

Negotiate

Plan

Implement

What HELP is available?

Define needs/wants &
requirements

Evaluate
options

Select solutions and
evaluate risk

Resolve issues and finalize contracts

Implement and
evaluate success


Get necessary
documents
signed


Identify potential
beneficiary


Establish trust
and credibility


Stimulate interest


Identify perceived
pain


Conduct plant
tour


Confirm and
prioritize pain


Confirm dialogue
and agree upon
next steps



Diagnose
admitted pain of
Sponsor


Create or
reengineer vision
for sponsor


Gain agreement
to explore further


Negotiate access
to power


Confirm dialogue
and agree upon
next steps


Diagnose admit
-
ted pain of Power


Create or
reengineer vision
for power
sponsor


Gain agreement
to explore further


Determine
evaluation criteria


Propose a plan of
next steps


Confirm dialogue
and agree upon
plan of next steps


Begin execution
of next steps


Present
preliminary
solution


Prove capabilities
(Oper, Trans, Fin)


Conduct review
of proposal


Issue proposal


Ask for the
business


Receive verbal
approval


Prepare for final
negotiations


Reach final
agreement


Conduct territory /
account and/or
opportunity
planning


Identify potential
opportunity


Conduct pre
-
call
planning and
research


Participation and
follow
-
up of
Learn
About
& Seminars


Develop Partner
Relationships


Lead Follow
-
up


Implement
solution


Complete
implementation
approach


Measure success
criteria


Identify potential
new opportunities


Obtain referrals


Documents
signed


Lead Letter
agreed upon


Sponsor Letter
agreed upon


Evaluation Plan
modified or
agreed upon


Verbal approval
received


Ts and Cs
agreed upon


Territory / Acct /
Opportunity
Plan developed


Evaluations &
Lead Tracking


90%

10%

25%

50%

75%

100%


S.A. Prompter


Value Proposition


Reference Story


Bus. Dev. Letter


Bus. Dev. Prompter


Waste Walk


Trans. Planner/BPS




9 Block Model®


Pain Sheet®


S. A. Prompter


Sponsor Letter


Trans. Planner/BPS



9 Block Model®


Pain Sheet®


S. A. Prompter


Power S. Letter


Evaluation Plan


Evaluation Plan


Transition Letter


Implement. Plan


Value Analysis


Success Criteria
/A3


Negotiating
Worksheet


Get
-
Give List


T/A/O Plan


Account Profile


Pain Chain®


Key Players List



Implementation
Plan


Success Criteria


A3


Reference Story


Post project debrief

Plan

Execute

Implement


Sales


Sales mgt.


Sales support


Sales


Pre
-
sales


Marketing


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Sales mgt.


Sales


Sales mgt.


Sales support


Services


Sales

Sales Process Steps

Sales Process Activities

Verifiable Outcomes

Roles (examples)

Sales Tools

Sales Management System


Implementation
Plan completed

Buying Process



© Solution Selling, Inc. • 2008


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Defensible

Differentiators: Template

Differentiator

Pain Linkage

Defensibility









© Solution Selling, Inc. • 2008


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Core Capabilities: Template

Core Capabilities

Pain Linkage

Key Selling Points









© Solution Selling, Inc. • 2008


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10

10

0

VALUE

U

N

I

Q

U

E

N

E

S

S


Differentiation Grading Chart

Cool,

Nice to have

Differentiators

Core/

Commodity

Junk



© Solution Selling, Inc. • 2008


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Solution Messaging Card: Definitions

Pain



One of the core pains

Reasons for
Pain


Contributing factors or causes to the pain

Organization
Impact



Additional critical issues that could happen as a result of the pain not being addressed



Could be personal or organizational impact

Trend Relevance



Additional talking points around this pain that are happening in the marketplace



Could find information related to industry or issue specifically through 3
rd

party research



Trends will be used to help improve messaging and enable sales to establish creditability through


increased situational knowledge



Ensures empathy for the customer and their situation

Capabilities



What the customer must do to address the pain and reasons



Should be stated as “ability to” in non
-
solution and company specific way



Should link to core capabilities and defensible differentiation

Solution Linkage



Name of solution and/ or components that address the pain

Differentiators


Specific differentiators components included in the solution

Metrics / Proof
of Value



Specific points of measure/ KPI’s that will be impacted after solution is implemented

Key Players



Roles within the organization who typically experience this specific pain

Case Studies



Example case studies of where this pain was solved for another customer



© Solution Selling, Inc. • 2008


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7

www.solutionselling.com


The Training
Application

Breakdown

100%

100%

<10%

~30%

~30%

Training / HR

Focus

Sales Ops

Focus

Training

Business

Results

THE

GAP

TOOLS PLAY MAJOR ROLE IN
CLOSING THE APPLICATION GAP



© Solution Selling, Inc. • 2008


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8

www.solutionselling.com


Three Key Audiences that Benefit


THOSE
WHO
BUILD

THOSE
WHO
USE

SALES
TOOLS

THOSE
WHO
INSPECT

Sales Management

Educate on usage, role in
opportunity management
(inspection) and coaching

Sales Professionals

Educate on when and how
to use them and which
ones to use

Marketing, Delivery and
Sales Professionals

Focus on supporting sales
by building sales tools
(interim and going forward)



© Solution Selling, Inc. • 2008


PAGE
9

www.solutionselling.com




MMTC Sales Process Map: (Draft 9/16/09)

Close


IM


Analyze

Develop

Prove

Negotiate

Plan

Implement

What HELP is available?

Define needs/wants &
requirements

Evaluate
options

Select solutions and
evaluate risk

Resolve issues and finalize contracts

Implement and
evaluate success


Get necessary
documents
signed


Identify potential
beneficiary


Establish trust
and credibility


Stimulate interest


Identify perceived
pain


Conduct plant
tour


Confirm and
prioritize pain


Confirm dialogue
and agree upon
next steps



Diagnose
admitted pain of
Sponsor


Create or
reengineer vision
for sponsor


Gain agreement
to explore further


Negotiate access
to power


Confirm dialogue
and agree upon
next steps


Diagnose admit
-
ted pain of Power


Create or
reengineer vision
for power
sponsor


Gain agreement
to explore further


Determine
evaluation criteria


Propose a plan of
next steps


Confirm dialogue
and agree upon
plan of next steps


Begin execution
of next steps


Present
preliminary
solution


Prove capabilities
(Oper, Trans, Fin)


Conduct review
of proposal


Issue proposal


Ask for the
business


Receive verbal
approval


Prepare for final
negotiations


Reach final
agreement


Conduct territory /
account and/or
opportunity
planning


Identify potential
opportunity


Conduct pre
-
call
planning and
research


Participation and
follow
-
up of
Learn
About
& Seminars


Develop Partner
Relationships


Lead Follow
-
up


Implement
solution


Complete
implementation
approach


Measure success
criteria


Identify potential
new opportunities


Obtain referrals


Documents
signed


Lead Letter
agreed upon


Sponsor Letter
agreed upon


Evaluation Plan
modified or
agreed upon


Verbal approval
received


Ts and Cs
agreed upon


Territory / Acct /
Opportunity
Plan developed


Evaluations &
Lead Tracking


90%

10%

25%

50%

75%

100%


S.A. Prompter


Value Proposition


Reference Story


Bus. Dev. Letter


Bus. Dev. Prompter


Waste Walk


Trans. Planner/BPS




9 Block Model®


Pain Sheet®


S. A. Prompter


Sponsor Letter


Trans. Planner/BPS



9 Block Model®


Pain Sheet®


S. A. Prompter


Power S. Letter


Evaluation Plan


Evaluation Plan


Transition Letter


Implement. Plan


Value Analysis


Success Criteria
/A3


Negotiating
Worksheet


Get
-
Give List


T/A/O Plan


Account Profile


Pain Chain®


Key Players List



Implementation
Plan


Success Criteria


A3


Reference Story


Post project debrief

Plan

Execute

Implement


Sales


Sales mgt.


Sales support


Sales


Pre
-
sales


Marketing


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Sales mgt.


Sales


Sales mgt.


Sales support


Services


Sales

Sales Process Steps

Sales Process Activities

Verifiable Outcomes

Roles (examples)

Sales Tools

Sales Management System


Implementation
Plan completed

Buying Process



© Solution Selling, Inc. • 2008


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Plan

IM

Analyze & Develop

Prove

Finalize and Close

Implement

Sales Process with Sales Tool and Verifiable Outcomes Emphasis


Account Profile


Key Players List


Messaging Cards


Pain Chain®


Value Proposition


Reference Story


Business
Development Letter /
Prompters




Strategic Alignment
Prompter (First Call
Introduction)


Reference Story


9 Block Model®


Pain Sheet® for
Sponsor (including
Differentiators)


Pain Chain®


Sponsor Letter



9 Block Model®


Pain Sheet® for
Power Sponsor
(including
Differentiators)


Power Sponsor
Letter


Success Criteria


Evaluation Plan



Evaluation Plan


Transition Issue and
Capabilities


Implementation /
Transition Plan
Letter


Implementation /
Transition Plan


Value Analysis /
Justification


Negotiating
Worksheet


Get
-
Give List


Implementation Plan


Success Criteria


Reference Story

Sales Process Steps

Verifiable Outcomes

Sales Tools

Sales Management System (with Win Odds per Milestone)


Lead Letter agreed
upon


Sponsor Letter
agreed upon


Evaluation Plan
modified or agreed
upon


Verbal approval
received


Ts and Cs agreed
upon


Documents signed

90%
-
100%

10%

25%

50%

75%



© Solution Selling, Inc. • 2008


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Talent Assessment



Are intuitive



Have conversations



Ask questions



Make presentations



Make statements



Process is key to success

Journeypeople

Eagles



© Solution Selling, Inc. • 2008


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Situational Fluency

What Buyers Should Expect from Salespeople

Situational
Knowledge

Capability
Knowledge

People

Skills

Selling

Skills

How Do We
Integrate?

Situational Fluency:

Integration of
knowledge

and
skills

by the salesperson for “eagle” performance



© Solution Selling, Inc. • 2008


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Key Selling Skills

PLAN

CREATE

QUALIFY

DEVELOP

PROVE

NEGOTIATE

CLOSE

Sales Process Steps

Prospecting

Developing Needs

Developing and Delivering Value

Managing Proof

Accessing
Power

Qualifying / Disqualifying

Controlling the Process

Aligning

Negotiating / Closing



© Solution Selling, Inc. • 2008


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Shifting Buyer Concerns

Phase I:

Determine Needs

Phase II:

Evaluate Alternatives

Phase III:

Evaluate Risk

Needs

Cost

Solution

Risk

Risk

Price

Solution

Needs

Buying Phases

Time

Level of Concern



© Solution Selling, Inc. • 2008


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Sales Tools for Completion

Sales Tool Groups

Purpose and/or Actions

Group 1



Account Profile


Key Players List


Pain Chain®


Brainstorm, analyze, discuss and agree upon key elements of
a general opportunity upon which the development of all other
sales tools will be based

Group 2



Business Development Prompters and Letter


Reference Story


Initial Value Proposition


First Call Introduction


Develop sales tools that can be used to assist a sales
professional in initiating a sales cycle by establishing
credibility and targeting possible critical issues of the
prospect

Group 3



Pain Sheet® (Sponsor and Power Sponsor)


Evaluation Plan


Transition Issues & Capabilities


Transition
-
Implementation Plan


Value Analysis / Justification


Success Criteria


Negotiating Worksheet and Get
-
Give List


Create sales tools to help control the sales cycle, qualify the
buying process, and mitigate buyer’s risk through promoting
value and offering proof

Group 4



Sponsor and Power Sponsor Letters


Situation Questions


Go/No Go Step Completion Letter


Sponsor Vision Reengineering Letter


Transition Plan Letter


Complete these sales tools based on input from Sales Tool
Groups 1
-
3




© Solution Selling, Inc. • 2008


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Basic Principle

NO PAIN, NO CHANGE

Pain
= Problem, Critical Business Issue or Potential Missed Opportunity

BASIC

PRINCIPLE



© Solution Selling, Inc. • 2008


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Criteria for Pain


Job specific



How the prospect is:


Measured


Motivated


Recognized


Rewarded


Viewed by peers


Personal


Provides a compelling reason to act



© Solution Selling, Inc. • 2008


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Basis of Pain


Increasing


Costs


Competitive losses


Errors


Customer complaints


Returns


Employee turnover


Eroding


Profits


Market share


Service quality


Growth rate


Customer care


Compliance


Government regulation


Industry standard

?

COMMON
DENOMINATOR



© Solution Selling, Inc. • 2008


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Basic Principle

YOU CAN’T SELL TO SOMEONE

WHO CAN’T BUY

BASIC

PRINCIPLE



© Solution Selling, Inc. • 2008


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Approval Types and Roles

Informal: Opportunity Level


Sponsor


Cannot make the buying decision


Provides information


Conducts internal selling


Provides access to power


Power Sponsor (a.k.a. “VP of Change”)


Enough influence (regardless of title) and authority to get it if they want it, even if unbudgeted


Can and will take you anywhere in the organization you need to go


Can and will negotiate the steps leading to a buying decision


Beneficiary


Adversary


End user


Formal: Account Level


Legal / Technical / Administrative (Purchasing)


Financial


Ultimate Authority





© Solution Selling, Inc. • 2008


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Three Sales within a Sale

LINE OF BUSINESS SALE


Operational Vision


“What capabilities do we need to
meet our business goals?”

TRANSITION SALE


Transition / Implementation
Vision


“How do we get from where we
are today to where the Line Vice
Presidents want to be?”

FINANCIAL SALE


Operational Vision

+

Transition / Implementation
Vision


“What is the overall value to the
organization?”



© Solution Selling, Inc. • 2008


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Basic Principle: There are Four Levels of Buyer Need

Level One:

Latent Pain

Level Two:

Admitted Pain

Level Three:


Vision of a

Solution

Level

Four:


Active

Evaluation

BASIC

PRINCIPLE



© Solution Selling, Inc. • 2008


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Four Levels of Buyer Need: Definitions

Level Four: Active Evaluation


Power person driving evaluation


Business issues are defined


Requirements are documented


Evaluation team in place


Level Three: Vision of a Solution


Buyer accepts responsibility for solving problem


Buyer can visualize the
when, who, and what

that will
enable them to address the reasons for their pain


Level Two: Admitted Pain


Buyer is willing to discuss problems, difficulties or
dissatisfaction with the existing situation


Buyer admits the problem, but does not know how to solve it


Level One: Latent Pain


Buyer is not actively attempting to address a problem for
which the salesperson can see a solution


Buyer is unaware a potential solution exists or may have
failed at previous attempts to solve the problem


Buyer has rationalized potential solutions viewed so far as
“too expensive,” “too complicated,” or “too risky,”





© Solution Selling, Inc. • 2008


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Conceptual Sales Territory



Power person driving evaluation



Business issues defined



Requirements documented



Evaluation team in place

*

Not
Looking

Active *

Of all the people who could benefit from your offering…

What % are
actively

evaluating
?



© Solution Selling, Inc. • 2008


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How Organizations Evaluate and Buy

Not Looking

Active

Requirements

Company A

Company B

Company C













































































© Solution Selling, Inc. • 2008


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Identify Opportunities through Planning

Territory

Account

Account

Account

Account

Account

Opp

Opp

Opp

Opp

Opp

Existing Accounts

New Accounts

Territory Planning

Account Planning

Opportunity Planning



© Solution Selling, Inc. • 2008


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Planning

Account Pre
-
call Planning and Research

Key Areas to Research


Company


History


Nature of the business


Mission statement


Annual reports / 10Ks


Offerings


Description


Types


Uniqueness


Market analysis


Size


Location


Trends


Maturity


Share


Financials


Balance sheet


Income statement


Track record


Competition


How positioned


Strategies


Comparisons


Executive profiles


Work history


Education


Competencies


Potential critical business issues
(pains)

Opportunities in the Pipeline



© Solution Selling, Inc. • 2008


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Account Pre
-
call Planning and Research

Information Sources


Review account’s website


Access public information


Annual Reports / 10
-
Ks


Chairman’s Letter


Financial highlights


Dun & Bradstreet (contact Marketing Manager) *


company overviews: financials, key people in the
organization, industry
-
related news, competitor profiles, business & financial rankings, and company
subsidiaries.


Google News Alert


MSN Business Online (www.msnbc.com)
Company information and news articles searchable at the
world, national and local levels


OneSource (
www.onesource.com
) *


A single source for detailed company information for both public
and private companies.


Standard & Poor’s (
www.standardandpoors.com
)


Financial information about organizations around
the world in multiple languages. Financial information includes credit ratings, equity research, global
indices and articles pertaining to the financial impact associated with world events.


US Securities Exchange Commission (
www.sec.gov
)


Information on public filings from 1993


present


Yahoo Finance


Contact account’s shareholder department (e
-
mail) with specific questions


become a shareholder


Contact salespeople and account managers within the prospect organization




© Solution Selling, Inc. • 2008


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Account Pre
-
call Planning and Research

What to Do with the Information


Identify key players


Identify potential areas for critical business issues (pains)


Match up key players with critical business issues (pains)


Align your capabilities to each key player and potential pain



Create an Initial Pain Chain® for the potential opportunity


Target most likely Power Sponsor


Determine your business development strategy leveraging the
specific information gathered


Develop or select appropriate stimulating interest Sales Tools to
support the strategy

Account
-
level
activities

Opportunity
-
level
activities



© Solution Selling, Inc. • 2008


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Account Profile


Titan Games Inc. (TGI): Example

Account Profile

Company:

Titan Games Incorporated (TGI) is a 20 year old organization which manufactures and distributes educational
and recreational games and toys throughout the world.

Offerings:

TGI manufactures a line of educational and recreational games and toys that are endorsed and approved by
leading experts in the field, and are ergonomically designed.

Market analysis:

Loss of shelf space has created market erosion, hence a loss of sales while lessening the company’s competitive
position.

Financials:

Sales have declined in direct proportion to market and shelf space loss. Earnings per share have had a
disproportionately high decline as margins are squeezed, and costs cannot be reduced quickly enough to protect
profits.

Competition:

There are five primary competitors, three of which are technologically in a position to take advantage of TGI’s
inefficiencies.

Executive profiles:

The CEO, Susan Brown, was hired in the past year to turn the company around because earnings per share
have declined. The VP Finance, Jim Smith, has been with TGI for the past 5 years. He is currently unable to
positively affect profits due to missed revenue targets and the increasing cost of credit write
-
offs. The VP Sales &
Marketing, Steve Jones, is chartered with increasing revenues for TGI. He has been hampered by technology
limitations that cause his salespeople to spend too much time servicing existing accounts while not developing
new ones. The CIO, John Watkins, has been chartered with finding a solution to the technology deficiencies.

Potential critical business issues:

CEO: Earning per share are declining; VP Finance: Eroding profits, VP Sales & Marketing: Missing new account
revenue targets



© Solution Selling, Inc. • 2008


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Sales Tool Description

Account Profile

Overview
:

A brief overview of a target company that describes particular elements of the organization. The profile highlights
challenges the organization is facing.


Where / How used
:


The Account Profile serves as an ideal “quick information” resource for you to gain insight about an account into which
you are about to make contact. The profile should include: Overview of the Company, Description of their Offerings,
Analysis of their Markets, Summary of their Financial Status, Description of their Competition, Executive Biographies
and Descriptions of Potential Pains.


What you should achieve
:


The Account Profile should help you or your team to strategize on how to move forward with a potential opportunity by
identifying specific pains the organization is likely to be facing. Additionally, identification of key players with the
organization and their pains will start to formulate a picture of how the individuals’ pains are connected in a cause and
effect relationship.


Input required
:


Knowledge of the prospect’s organization, key players, and pains they are likely facing


a Key Players List for the
industry will be useful.

Note: Account Profiles can be supplemented by corporate information such as Account Plans or Customer Relationship
Management data. There are also many third party organizations that can serve as a resource for researching and
providing the latest information on accounts. A complete Account Profile represents the minimum amount of
information that should be known before engaging with an opportunity.



© Solution Selling, Inc. • 2008


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Exercise: Develop a Sample Account Profile

Purpose:


To draft an Account Profile of a typical client to use as an example


Activities:


Record key information about a typical account that would benefit from the selected
offering(s)


Notes:


You may model the profile after a real account, but reserve the right to change the
information if necessary




© Solution Selling, Inc. • 2008


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Account Profile: Template

Account Profile

Company:



Offerings:



Market analysis:



Financials:



Competition:



Executive profiles:




Potential critical business issues:






© Solution Selling, Inc. • 2008


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Account Profile: Template

Account Profile

Company:

Kane Engineering


Offerings:

Our primary product is consulting & integration of motion control applications.


Our staff has been providing multi
-
axis servo closed loop control with hydraulic proportional valves since 1987.


Market analysis:

Economy is weak


Financials:

$250,000 sales


Competition:

Quad Tech Inc., Engineering Service firms


Executive profiles:

Dave Kane, President

Lynn Kane, Managing Director


Potential critical business issues:

Need to grow the business with limited resources, lack of sales, ineffective/outdated website





© Solution Selling, Inc. • 2008


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Key Players List: Manufacturing Industry (SME)

Key Players
(Job Title)

Potential Pains

President/Owner


Lack of work


Missing profit goals


Survivability


Lack of Vision or Strategic Plan


Lack of resources

Controller/CFO


Increasing costs


Inadequate cash flow


Profit goals not being met


Lack of access to capital

VP Operations/

Plant Manager


Increased production costs


Excess Inventory


Declining throughput


Increased cost associated with compliance

Production Manager


Declining first pass yield



Decreased employee productivity




Inefficient equipment/processes

Quality Manager


Increased defects


Inadequate QMS to meet needs of new customers


Higher costs/less results implementing QMS


Inability to properly maintain QMS registration

VP Engineering


Misalignment with sales on product specs


Commoditized/mature products


Risks associated with new product / process launch

Sales/Marketing Mgr


Declining sales revenue


Missing new account targets


Increased difficulties to differentiate


Ineffective sales channels performance

CI Manager


Difficulty sustaining internal process improvement


Declining employee productivity


Not given time or resources

HR Manager


Increasing average age of workforce


Decreasing employee morale


Lack of leadership alignment


Low ROI related to training dollars spent




© Solution Selling, Inc. • 2008


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Job Aid Description

Key Players List

Overview
:


The Key Players List is a listing by industry of important job titles along with the likely critical business issues (pains)
which that job title (key player) might face.


Where / How used
:


The Key Players List helps you identify pains to probe for when marketing to, calling on or meeting with a particular
buyer based on their job title and role. This is especially helpful when calling on a buyer or within an industry where
you may less inexperience with or be unfamiliar with.

The Key Players List can be used to initiate sales opportunities by identifying latent pains that buyers have not yet
recognized. It also can be used to identify the underlying pain which have driven a buyer to commit to action in active
sell cycles.


What you should achieve
:

By using the Key Players List, you should be able to more quickly identify key players and their potential pains. It also
can help develop your situational knowledgeable and experience in a given industry.


Input required
:

To create a Key Players List, you must research the key players, their pains and job titles within your target industries.



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Exercise: Develop a Key Players List

Purpose:


To draft a Key Players List to use as an example


Activities:


Identify 5
-
6 client key players (by title) typically involved in a sales cycle for your chosen
offering(s)



Record 5
-
6 potential pains faced by each key player. Ideally, your offering would directly or
indirectly address one or more pains of the key players


Notes:


Choose key players that represent various approval types such as Sponsors, Power
Sponsors, etc


Remember a pain is personal and specific to the person and their role



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Key Players List Template

Key Players (Job Title)

Potential Pains

Dave Kane, President



Lack of profit margin


Limited resources


Lack of growth


Poor company image


Inability to diversify into other markets


Lack of strategic and succession planning

Lynn Kane, Managing
Director



Cost and time to manage website


Lack of efficient systems


Lack of HR support/systems


Lack of scheduling coordination and lead time




Sales Manager


Need to improve sales


Lack of growth


Inability to diversify into other markets


Late shipments


Need to increase customer service
























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Key Players List Template

Key Players (Job Title)

Potential Pains











































































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Key Players List Template (Continued)

Key Players (Job Title)

Potential Pains











































































© Solution Selling, Inc. • 2008


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Basic Principle

PAIN FLOWS THROUGH AN ENTIRE
ORGANIZATION

BASIC

PRINCIPLE



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Pain Chain®
-

“Cause and Effect”

Job
Title: IT Manager

Pain
:
Inability to maintain content

Reason A: Lack of knowledge/resources

Reason B: Don’t have a step
-
by
-
step manual



Job Title
: Sales Manager


Pain
: Ineffective website

Reason A: Customers can’t find my site

Reason B:
Inability to maintain content


Job Title
: President


Pain
: Lack of sales


Reason A: Ineffective website

Reason B: Poor market share



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Pain Chain®
-

“Cause and Effect”

Job
Title:

Pain:


Reason:



Job Title
:


Pain:


Reason:



Job Title
:


Pain:


Reason:





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Pain Chain™: Manufacturing. Example

Job Title:

VP Operations

Pain:

Increased production costs

Reason A:

Declining first pass yield

Reason B:

Decreased employee productivity

Job Title:

President/Owner

Pain: Missing profit goals

Reason A:

Increased production costs

Reason B:

Decrease in sales revenue

Job Title:

Quality Manager

Pain:

Increased defects

Reason A:

Inability to identify root causes

Reason B:

Lack of process controls

Reason C:

Lack of adherence to a QMS

Reason D: Lack of a QMS

Job Title:

Production Manager

Pain:

Declining first pass yield

Reason A:

Increased defects

Reason B:

Increased process waste



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Sales Tool Description

Pain Chain®

Overview
:



The Pain Chain® is a graphical depiction of the cause and effect relationship of critical business issues (pains) inside
an organization. It includes job title, pain, and the reasons for that pain. The graphic shows a pain as being a reason
for someone else’s pain.


Where / How Used
:


This job aid can be employed in multiple ways and in multiple points in a sell cycle. It can be used as a pre
-
call
planning aid to understand potential interdependencies in an opportunity. After interviewing key players, a seller can
re
-
craft an Initial Pain Chain® to reflect their new findings. It is also used when building a business case to identify
sources of benefits across the organization. The Pain Chain® becomes an “organizational impact chart” when used to
explain the benefits to the customer(s). It can then be viewed as a “Gain Chain.”


What you should achieve
:


A completed Pain Chain® demonstrates to the client an insightful understanding of their business. In addition, as the
seller’s understanding of the client’s overall situation is expanded so is the corresponding opportunity to build a broad
base of support and justification for implementation of the solution.


Input required
:


To create a Pain Chain®, you must understand the pain(s) of key players in the organization and the reasons for the
pain(s). As many key players in an organization may have multiple pains, the Job Aid Build team must narrow the pains
down to one per key player. The pains and the reasons for other key player’s pains should relate to one another with
little confusion or misunderstanding in order to teach the concept of “organizational interdependency” with ease.



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Exercise: Create a Pain Chain®

Purpose:


To create a Pain Chain® to use as an example for demonstrating how one pain in the
organization affects other key players


Activities:


Using the Key Players List and Account Profile that have already been drafted:


Identify (by title) at least 4 key players within your opportunity


Identify the primary pain and reasons for each of these key players


Using the key players and their pains, construct a Pain Chain® showing their
organizational interdependency. Do this by tracing the flow of pain up and/or down the
organization


Each pain should have at least two reasons





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Pain Chain® Template

Job Title:



Pain:


Reason A:


Reason B:

Job Title:


Pain:


Reason A:


Reason B:

Job Title:


Pain:


Reason A:


Reason B:

Job Title:


Pain:


Reason A:


Reason B:



© Solution Selling, Inc. • 2008


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Pain Chain® Template

Job Title:



Pain:


Reason A:


Reason B:

Job Title:


Pain:


Reason A:


Reason B:

Job Title:


Pain:


Reason A:


Reason B:

Job Title:


Pain:


Reason A:


Reason B:



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Sales Tools for Completion

Sales Tool Groups

Purpose and/or Actions

Group 1



Account Profile


Key Players List


Pain Chain®


Brainstorm, analyze, discuss and agree upon key elements of
a general opportunity upon which the development of all other
sales tools will be based

Group 2



Business Development Prompters and Letter


Reference Story


Initial Value Proposition


First Call Introduction


Develop sales tools that can be used to assist a sales
professional in initiating a sales cycle by establishing
credibility and targeting possible critical issues of the
prospect

Group 3



Pain Sheet® (Sponsor and Power Sponsor)


Evaluation Plan


Transition Issues & Capabilities


Transition
-
Implementation Plan


Value Analysis / Justification


Success Criteria


Negotiating Worksheet and Get
-
Give List


Create sales tools to help control the sales cycle, qualify the
buying process, and mitigate buyer’s risk through promoting
value and offering proof

Group 4



Sponsor and Power Sponsor Letters


Situation Questions


Go/No Go Step Completion Letter


Sponsor Vision Reengineering Letter


Transition Plan Letter


Complete these sales tools based on input from Sales Tool
Groups 1
-
3




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Business Development: Messaging Considerations

“Are You Curious?”


You have limited time to get attention and create curiosity


Business
-
to
-
business vs. Business
-
to
-
consumer


Put yourself in the mind of the buyer


Target pains / critical business issues:


describe how someone else has solved a problem


target a peer in a potentially similar situation


select a problem they might have or to which they can relate


Communicate value


The communication should NOT:


focus on company history or new offerings


ask them to buy anything or schedule a meeting


ask the buyer to admit “pain”




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Sales Tool Description

Business Development Prompters

Overview
:

This job aid provides a seller with a variety of dialogue prompters to help stimulate interest with prospective clients by
focusing on critical issues (pains) typical of the client’s job title. It gives the seller an opportunity to establish credi
bil
ity
by demonstrating situational fluency while helping to differentiate himself/herself from other sellers through proven
techniques and best practices.


Where / How Used
:


It is used as a prompter
-

not a script. This job aid is typically used as part of the “stimulating interest ” of the Solution
Selling® process and can be used in a variety of settings including telephone calls, voice mail messages, and face to
face communications at networking events, trade shows, etc.


What you should achieve
:


When used successfully, the prospect’s curiosity will grow and they will want to know more about how who helped
someone else with a situation they can relate to. The conversation could then continue further by the seller sharing a
reference story.


Input required
:


To create Business Development Prompters, you must know the key pains, and reasons for pains, of the individuals by
job titles that can benefit from your offerings.





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Business Development Prompters

Business Development Prompter:

New Opportunity

This is
__________

(salesperson name)

with
__________

(your company)
. You and I haven’t spoken before,
but we have been working with
__________

(specific industry)

organizations for the last
___

(#)

years. A
common trend we are hearing lately from other
__________

(job title)

is their frustration (
difficulty
) with
_______________

(job title’s likely critical issue / pain)
[resulting from

______

(articulate common reasons)
]. We
have been able to help our customers address this issue. Would you like to know how?

Business Development Prompter:

Menu Approach
(See Business Development Letter)

This is
__________

(salesperson name)

with
__________

(your company)
. You and I haven’t spoken before,
but we have been working with
__________

(specific industry)

organizations for the last
___

(#)

years. The top
three issues (concerns) we are hearing (
lately
) from other
__________

(job title)

are: (1)
__________
, (2)

__________
and

(3) __________

(job title’s top three likely critical issue / pain)
. [We’ve helped companies like: (1)
__________
, (2)

__________
and

(3) __________

(three reference
-
able organizations)
address some of these
issues.] Would you like to know how?

Business Development Prompter:

Referral Approach

This is
__________

(salesperson name)

with
__________

(your company)
. You and I haven’t spoken before,
but
__________, __________ at __________

(reference person’s name, title and organization)

suggested that I
give you a call. We were able to help her/him address his/her difficulty with
__________

(reference person’s
critical issue / pain)
[resulting from

______

(articulate common reasons)
]. Would you like to know how?

Business Development Prompter:

Multiple Contact Approach

This is
__________

(salesperson name)

with
__________

(your company)
. You might recall my last contact via
[
phone / email / seminar / webinar / tradeshow]

where we described how we have been working with
__________

(specific industry)

organizations for the last
___

(#)

years. We cited a common trend with
__________

(job title)

is their frustration (
difficulty
) with
_______________

(job title’s likely critical issue / pain)
[resulting from

______

(articulate common reasons)
]. We have been able to help our customers address this
issue. Would you like to know how?



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Business Development Prompters

Business Development Prompter:

New Opportunity

This is
Tyrea

Duncan
(salesperson name)

with
The Right Place
(your company)
. You and I haven’t spoken
before, but we have been working with
Engineering Services
(specific industry)

organizations for the last
20
(#)

years. A common trend we are hearing lately from other
Sales Manager

(job title)

is their frustration (
difficulty
)
with

reaching a broader market
(job title’s likely critical issue / pain)
[resulting from

lack of internet presence
(articulate common reasons)
]. We have been able to help our customers address this issue. Would you like
to know how?

Business Development Prompter:

Menu Approach
(See Business Development Letter)

This is
Tyrea

Duncan
(salesperson name)

with
The Right Place
(your company)
. You and I haven’t spoken
before, but we have been working with
Engineering Services
(specific industry)

organizations for the last
20
(#)

years. The top three issues (concerns) we are hearing (
lately
) from other
Sales Managers

(job title)

are:
(1)
need to reach a broader market
, (2)

track ROI on sales efforts
and

(3)
improve customer service
(job title’s
top three likely critical issue / pain)
. [We’ve helped companies like: (1)
Rapidline

Engineering
, (2)

ABC
Engineering
and

(3)

XYZ Engineering
(three reference
-
able organizations)
address some of these issues.]
Would you like to know how?

Business Development Prompter:

Referral Approach

This is
Tyrea

Duncan
(salesperson name)

with
The Right Place
(your company)
. You and I haven’t spoken
before, but
Ricki

Bobbi
,
Sales Manager
at
Rapidline

Engineering
(reference person’s name, title and
organization)

suggested that I give you a call. We were able to help her/him address his/her difficulty with
reaching a broader market
(reference person’s critical issue / pain)
[resulting from

lack of internet presence
(articulate common reasons)
]. Would you like to know how?

Business Development Prompter:

Multiple Contact Approach

This is
Tyrea

Duncan
(salesperson name)

with
The Right Place
(your company)
. You might recall my last
contact via [
phone / email / seminar / webinar / tradeshow]

where we described how we have been working
with
Engineering Services
(specific industry)

organizations for the last
20
(#)

years. We cited a common trend
with
Sales Manager

(job title)

is their frustration (
difficulty
) with
reaching a broader market
(job title’s likely
critical issue / pain)
[resulting from

lack of internet presence
(articulate common reasons)
]. We have been able to
help our customers address this issue. Would you like to know how?



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Business Development Letter / e
-
mail: Template


____________________

(Name of prospect)
,


Our company is in the business of helping our customers ________________________________________


__________________________________________________________________________________________
(positioning statement using the “we help” theme)
.


We have been working with ____________________
(specific industry)

companies since ________
(year)
.
Our clients include:



_____________________________________________
(client 1)


_____________________________________________
(client 2)
and


_____________________________________________
(client 3)
.


Some of the chief concerns we hear from them include:



_________________________________________________________________
(pain 1)


_________________________________________________________________
(pain 2)
and


_________________________________________________________________
(pain 3)
.


We have been able to help our customers successfully deal with these and other issues. I would like an opportunity
to share some examples with you. If you are interested in learning how we have helped other
____________________
(job title)

solve some very challenging issues, please call me at ______________
(phone
number)

and I will provide you with more information. In lieu of your call, I’ll plan a follow
-
up call on _____________
(date)

.



Sincerely,

____________________
(salesperson’s name)




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Business Development Letter / e
-
mail: Template


Dear Mr. Kane
(Name
of prospect)
,


Our company is in the business of helping our customers

to be more globally competitive
_______________________________________


__________________________________________________________________________________________
(positioning statement using the “we help” theme)
.


We have been working with
Engineering Services
(specific
industry)

companies since
1989
(year
)
. Our
clients include:



__
Rapidline
____________________________________
(client 1)


__ABC Engineering______________________________
(client 2)
and


__XYZ Engineering______________________________
(client 3)
.


Some of the chief concerns we hear from them include:



_

need to reach a broader market
___________________________________
(pain 1)


__
track ROI on sales efforts
_______________________________________
(pain 2)
and


__
improve customer service
_______________________________________
(pain 3)
.


We have been able to help our customers successfully deal with these and other issues. I would like an opportunity
to share some examples with you. If you are interested in learning how we have helped other
Sales Managers
(job
title)

solve some very challenging issues, please call me at
999
-
999
-
9999
(phone
number)

and I will provide you with
more information. In lieu of your call, I’ll plan a follow
-
up call on
11/11/09
(date
)

.



Sincerely,

Tyrea

Duncan
(salesperson’s
name)




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Reference Story: Format and Template

FORMAT

REFERENCE STORY TEMPLATE

Job title / industry:


A customer job title and
vertical industry

Critical business issue:

The pain of the above
title

One of the reasons:


One of the reasons for
the critical business
issue biased to your
product / service

Capabilities (when,
who, what):

In the words of your
customer, the business
event, the player(s) and
specific capabilities
needed to address the
critical business issue
(He / She / They told us
they needed a way…)

We provided:

If the “solution” is
described properly
above, all we have to do
here is say that we
provided those
capabilities

Result:

Specific measurement is
best ($ or %)

Situation:

The Lean Champion

Critical Business
Issue:

Increased production costs


Reason(s):

One of the key reasons was declining employee
productivity.

Capability(s):

(when, who, what)

He said he wanted a way that, when filling customer orders,
his workforce would utilize standardized work processes
and eliminate non
-
value added activity.

We provided…

that capability


Result:

Eliminated 510 hours per year of NVA activity ∙ On
-
time
machine deliveries improved to 97% (up from 92%) ∙ Vendor
performance improved to 98% on
-
time delivery (up from
92%)




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Reference Story Format

Situation:

A customer job title and vertical industry

Critical
Business Issue:

The pain of the title above (Anxiety words and phrases are very
powerful here).

Reason(s):

One of the reasons for the critical issue biased to your product
or service

Capability(s):

(when, who,
what)

In the
words of your customer
, the business event, the player(s)
and specific capabilities needed to address the critical issue
-

“He/she/they told us when… who… what they needed”


We provided…

If the “solution” is described properly above, all we have to do
here is say that we (our product / service / company) provided
them those capabilities

Result:

Specific measurement is best, $ or %



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Sales Tool Description

Reference Story

Overview
:

This job aid provides a seller with a dialogue prompter to help build credibility with a client by helping the client begin
discussing their critical issues (pain). It gives the seller an opportunity to share situationally specific examples of how
the prospect’s peers have been helped by implementing capabilities provided by the seller’s organization.


Where / How Used
:


It is used as a prompter
-

not a script. This job aid is typically used as part of the “Stimulating Interest” step of the
Solution Selling® process, but can be used effectively to assist in building credibility or getting pain admitted.


What you should achieve
:


When used successfully, the prospect will either admit pain, or the seller will discover that the prospect already has a
vision of a solution. The conversation could then continue further by vision processing (creation or reengineering).


Input required
:


To create a Reference Story you must have specific examples from previous sales and know the measurable results
that were achieved by implementing capabilities provided by your organization.

Note:

If measured results are not available, indicate (as a footnote) that the Reference Story results are for education
purposes or that they are pending





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Exercise: Craft a Reference Story

Purpose:



To draft a Reference Story that could be used to establish credibility, stimulate interest and begin
the discussion of pain with a prospect


Activities:



Using the Sponsor from the Pain Chain® and Pain Sheet® exercise:



Fill in the Reference Story Template with the information already identified


Create the measurable results achieved as the outcome of buying the solution


Note:



Although Reference Stories are traditionally developed at the end of a sales engagement, this
sample will be used as if it was the basis for stimulating interest into the current opportunity
(scenario) thus it should “map” to the existing scenario (i.e. Sponsor from the Pain Chain® and Pain
Sheet® )




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Reference Story: Format and Template

FORMAT

REFERENCE STORY TEMPLATE

Job title / industry:


A customer job title and
vertical industry

Critical business issue:

The pain of the above
title

One of the reasons:


One of the reasons for
the critical business
issue biased to your
product / service

Capabilities (when,
who, what):

In the words of your
customer, the business
event, the player(s) and
specific capabilities
needed to address the
critical business issue
(He / She / They told us
they needed a way…)

We provided:

If the “solution” is
described properly
above, all we have to do
here is say that we
provided those
capabilities

Result:

Specific measurement is
best ($ or %)

Situation:

Critical Business
Issue:

Reason(s):

Capability(s):

(when, who, what)

We provided…

…this capability

Result:



© Solution Selling, Inc. • 2008


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Reference Story: Format and Template

FORMAT

REFERENCE STORY TEMPLATE

Job title / industry:


A customer job title and
vertical industry

Critical business issue:

The pain of the above
title

One of the reasons:


One of the reasons for
the critical business
issue biased to your
product / service

Capabilities (when,
who, what):

In the words of your
customer, the business
event, the player(s) and
specific capabilities
needed to address the
critical business issue
(He / She / They told us
they needed a way…)

We provided:

If the “solution” is
described properly
above, all we have to do
here is say that we
provided those
capabilities

Result:

Specific measurement is
best ($ or %)

Situation:

Sales Manager

Critical Business
Issue:

Needed to increase sales

Reason(s):

Increasing online competition and the need to reach a
global market.

Capability(s):

(when, who, what)

He said he needed a way, when trying to sell out of state,
for his initial customers
, to access his
full product line.

We provided…

…this capability

Result:

Increased sales by 20% and profits by 5% within 6 months



© Solution Selling, Inc. • 2008


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The Value Cycle

“Lead with Value”

CLOSE

VERIFY

MEASURE

LEAD

Initial Value
Proposition



© Solution Selling, Inc. • 2008


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Building a Compelling Value Proposition

Your Offering

Your Offering

Customer B
Situation

Customer A
Situation

Initial Value
Proposition

Reference
Story

Projected
Results

Measured
Results

EXTRAPOLATE



© Solution Selling, Inc. • 2008


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Initial Value Proposition: Format and Template

VALUE PROPOSITION


“We believe that

Morton Buildings
should be able to

Reduce production costs

by 10%, or $6.6 million annually

through the ability to streamline production and eliminate non
-
value added steps

as a result of
re
-
mapping your work processes, accurately allocating costs across product
lines, and updating the skills of your personnel

for an investment of $
50,000

Value Proposition Assumptions:



Fabrication Line not included



Morton personnel available at requested times



Assume gross margin of 40% on sales of $370m = COGs of $222m


Assume project impacts 30% of COGs = $66m/10 = $6.6m



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Sales Tool Description

Value Proposition

Overview
:



A statement which projects the potential quantified benefit (value) a client could realize through the implementation of a
specific capability or solution. It is intended to create curiosity and serve as the catalyst to start a sales cycle.


Where / How used
:


The projected quantified benefits are extrapolated from a previous successful implementation(s) or engagement(s) and
then projected upon the prospective client.

The primary use is to stimulate interest in what the seller may have to offer. If interest is generated, the (Initial) Value
Proposition can and should be refined during the sell cycle eventually evolving to a more elaborate Value Analysis / ROI.


What you should achieve
:


The Value Proposition should stimulate interest with the client (or prospect) and commence a sell cycle.


Input required
:


To create a Value Proposition you must have knowledge of the specific value already achieved by a customer who is
using your products / services. You will also need to know specific information about the prospect you are targeting.




© Solution Selling, Inc. • 2008


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Exercise: Develop an Initial Value Proposition

Purpose:


To draft an initial Value Proposition that could be used to lead with value and stimulate interest with
a prospect


Activities:


Extrapolate the results and characteristics found in the Reference Story to create a Value
Proposition for the targeted prospect (i.e. the Sponsor )



Notes:


This should be built on well
-
known metrics that a successful account has experienced


Much like the Reference Story, since the Value Proposition will be positioned as a method for
stimulating interest into the current opportunity (scenario) it should “map” to the existing scenario
(i.e. Sponsor from the Pain Chain® and Pain Sheet® )





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Initial Value Proposition: Format and Template

VALUE PROPOSITION TEMPLATE


“We believe that
_____________________________

should be able to

__________________________________________________________

(by $_______________ or _______________%)

through the ability to ________________________________________

as a result of ______________________________________________

for an investment of $_______________.”

Value Proposition assumptions being made:


____________________________________


____________________________________


____________________________________


____________________________________


____________________________________


____________________________________



Value Proposition Format:

We believe that [ Client name ]

should be able to [ improve what ]

by [ how much, what %? ]

through the ability to [ do what? ]

as a result of [ what enabling capabilities? ]

for an investment of [ what relative cost? ] .





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Initial Value Proposition: Format and Template

VALUE PROPOSITION TEMPLATE


“We believe that
Kane Engineering, Inc.

should be able to

Increase sales and the number of qualified leads in the pipeline within the next
year by $200,000 or 10 %

through the ability to attract and qualify more potential new customers

as a result of re
-
designing website, optimizing search engine rankings, and
using analytics to convert leads into a sale

for an investment of approximately $8,000.”

Value Proposition assumptions being made:


Revenue
-

$2 million


Increase of # of web hits by 30%


____________________________________


____________________________________


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© Solution Selling, Inc. • 2008


PAGE
69

www.solutionselling.com




MMTC Sales Process Map: (Draft 9/16/09)

Close


IM


Analyze

Develop

Prove

Negotiate

Plan

Implement

What HELP is available?

Define needs/wants &
requirements

Evaluate
options

Select solutions and
evaluate risk

Resolve issues and finalize contracts

Implement and
evaluate success


Get necessary
documents
signed


Identify potential
beneficiary


Establish trust
and credibility


Stimulate interest


Identify perceived
pain


Conduct plant
tour


Confirm and
prioritize pain


Confirm dialogue
and agree upon
next steps



Diagnose
admitted pain of
Sponsor


Create or
reengineer vision
for sponsor


Gain agreement
to explore further


Negotiate access
to power


Confirm dialogue
and agree upon
next steps


Diagnose admit
-
ted pain of Power


Create or
reengineer vision
for power
sponsor


Gain agreement
to explore further


Determine
evaluation criteria


Propose a plan of
next steps


Confirm dialogue
and agree upon
plan of next steps


Begin execution
of next steps


Present
preliminary
solution


Prove capabilities
(Oper, Trans, Fin)


Conduct review
of proposal


Issue proposal


Ask for the
business


Receive verbal
approval


Prepare for final
negotiations


Reach final
agreement


Conduct territory /
account and/or
opportunity
planning


Identify potential
opportunity


Conduct pre
-
call
planning and
research


Participation and
follow
-
up of
Learn
About
& Seminars


Develop Partner
Relationships


Lead Follow
-
up


Implement
solution


Complete
implementation
approach


Measure success
criteria


Identify potential
new opportunities


Obtain referrals


Documents
signed


Lead Letter
agreed upon


Sponsor Letter
agreed upon


Evaluation Plan
modified or
agreed upon


Verbal approval
received


Ts and Cs
agreed upon


Territory / Acct /
Opportunity
Plan developed


Evaluations &
Lead Tracking


90%

10%

25%

50%

75%

100%


S.A. Prompter


Value Proposition


Reference Story


Bus. Dev. Letter


Bus. Dev. Prompter


Waste Walk


Trans. Planner/BPS




9 Block Model®


Pain Sheet®


S. A. Prompter


Sponsor Letter


Trans. Planner/BPS



9 Block Model®


Pain Sheet®


S. A. Prompter


Power S. Letter


Evaluation Plan


Evaluation Plan


Transition Letter


Implement. Plan


Value Analysis


Success Criteria
/A3


Negotiating
Worksheet


Get
-
Give List


T/A/O Plan


Account Profile


Pain Chain®


Key Players List



Implementation
Plan


Success Criteria


A3


Reference Story


Post project debrief

Plan

Execute

Implement


Sales


Sales mgt.


Sales support


Sales


Pre
-
sales


Marketing


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Pre
-
sales


Sales mgt.


Subj Expert


Sales


Sales mgt.


Sales


Sales mgt.


Sales support


Services


Sales

Sales Process Steps

Sales Process Activities

Verifiable Outcomes

Roles (examples)

Sales Tools

Sales Management System


Implementation
Plan completed

Buying Process



© Solution Selling, Inc. • 2008


PAGE
70

www.solutionselling.com


Strategic Alignment Prompter (Steps 1 and 2)

Step 2: Introduce Call


State call objective *

What I’d like to do today (or… during the next ___ minutes) is to:


Introduce you to __________
(my company)


Tell you about another _________
(job title and industry)

we have worked with


I would then like to learn (more) about you and your situation…


…at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed
any further.”


Share positioning statement
(Use “we help” theme)

“__________________
(my company)

is in the business of helping organizations / companies in the
__________________ industry to…
(provide brief statement of how organizations use our products and services)

____________________________________________________________________________________________.”


Provide company / personal introduction *

FACTS



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