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International Guest Speaker and Author of World Class Selling Dr Brian Lambert The Fortune 500 Experience: When Service Organisations Grow Sales Driving sales to grow revenue is an important strategic focus for every bank. To do it effectively, of course one needs excellent customer service. But a service culture in itself isn’t enough to drive sales. And bridging the gap is a real challenge for banking leaders and support professionals. Professionals need to be able to visualise and drive the journey from a service culture to a sales culture, and avoid many of the pitfalls and frustrations that go along with it. Dr Brian Lambert, internationally acclaimed ‘Sales Enablement’ author and consultant, shares his invaluable insight into the most significant challenges faced by Fortune 500 companies, and the approaches that have proven most effective in overcoming them.
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Confiden'al & Proprietary to GP Strategies Corpora'on
Knowledge. Performance. Impact.
When Service Organisa'ons Grow Sales Brian Lambert, PhD
Work has changed dramatically in last 100 years
• Work has changed drama'cally in last 100 years
What’s the impact to you? It means the definition of “adding value” to your CEO has evolved too.
Type
of Work
How Work Gets Done
From: INDUSTRIAL AGE To: INFORMATION AGE
From: SILOED EFFORTS To: CROSS-FUNCTIONAL ENDEAVORS
Many converging forces are at work: transforming how you go-to-market
Create new capabili.es
Increase efficiency/cut costs
Improve customer rela.onships
Adjust Go To Market strategy
CEO
STAKEHOLDER FORCES
INDUSTRY FORCES MARKET FORCES
Improve shareholder value
109.98 +.14
Share Price
Profit Margins R I
6%
Investors Directors
Analysts
Technology Disrup.ons New / Evolving Trends
Compe.tors Commodi.za.on Increased buyer op.ons
Expanding role of purchasing Evolving buying pa[erns
Increasing power of suppliers
Source: Forrester Research
4
Creating New Macro Level Dynamics
5
Changing business strategy require new ways of working
Current State
Future State New Business Strategies
NEW EXECUTION
Think Differently 1
Act Differently 2
Impact Differently 3
Leadership
7
New Execution Across the Organization
Cross-‐Func.onal Work
R&D Groups
Marke.ng Groups
Sales Groups Customers
Need to have be[er Managers!
Need More
innova.on!
Need be[er
marke.ng!
Those salespeople need to sell!
Customers Demand More
“Develops relationships”
How do we address the reality in the Sales Force?
E D C
Example Rep
Behavior “Adds more
value” “Sells a vision” “Generates activity”
“Shows up and throws up”
B A
Solve a problem
Agreement Network
Vision
A & B Reps
Hot topics
Departments
Project Details
C Reps
Our products
Companies
Func'onality
D&E Reps
“On our go-to-market strategy what I would say simply, we had talented people everywhere in the world really working hard but that our system doesn't work, or probably better said — we don't have a system. Our process, our technology, the tools we have, our knowledge management — our salesforce is not empowered and freed up to sell.” Steve Bennett Symantec President and CEO – January 23, 2013 Q3 Earnings and Strategy Direction Conference Call
The Challenge: Retool the system
“We just had $16M USD out of our centralized learning budget shifted over to the sales organization – that includes headcount.” Learning Executive Major Technology Company January 10, 2013
SALES PERSPECTIVE
LEARNING PERSPECTIVE
Services Firms are Value Engines
Selling isa a system
12
Emerging Operating Models: Organise to how your internal customers think about you
??
“Expectation Setting”
“Delivering” “Visioning”
13
A lot of initiatives are designed to “help sales sell”
PRODUCTS / SERVICES MARKETING SALES
COMPLEXITY
Value Messages Messenger Customers
Conversations
Problem (for whom?)
Pattern (business, complexity, industry)
Path (over time, stakeholders)
Proof (stories, measures, ROI)
Product
Place
Promo.on
Price
APPROACH 1: Go To Market
APPROACH 2: Go To Customer
Positioning Value
Buyer: Why should I care?
Seller: Who are we selling to specifically?
Buyer: Why should I
choose you? Seller: What are we really selling?
Buyer: What impact will I realize?
Seller: How do I explain what role we play?
15
What is a relevant sales conversation?
Sellers want to sell products and capabili'es
Buyer problems need to be defined and then solved
Positioning Value
16
Sales Conversations Have Evolved
SELLER BUYER
RELEVANT SALES CONVERSATION
• Complex • Mul'-‐faceted • Provoca've • Implica.on: “Non-‐Linear”
“Bring me insights about a problem I can’t define well”
“Let me tell you about us”
NEEDS
Precise, Problem-Centric Conversations are Required
“Problem Stack”
ONGOING IMPACT
RESULTS
COST
Responsible for root-‐causes
Focus on selling Sustainable Outcomes
Focus on selling One-‐Time Results
Focus on selling Task-‐related Impacts
“Outcome Orchestrator”
“Specialist”
“Capability Consultant”
Positioning Value
Responsible for symptoms
Positioning Value
Positioning Value
CUSTOMER PROBLEMS
SALES OBJECTIVES CONVERSATIONS RELEVANCE
Tools
Content
Behaviors
Content, Tools, and Behaviors Must Align to the Right Buyer Audience
BUYER AUDIENCE
Connec.ng with the Right People
Having Successful Mee.ngs
Establishing the Defini.on of Success
Making the Value is Tangible
Building a Tailored Point of View
Problem Manager
Problem Driver
Problem Owner
Positioning Value
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Confiden'al & Proprietary to GP Strategies Corpora'on
gpstrategies.com
Brian Lambert, PhD t 703-447-5865
CONNECT WITH ME: http://www.linkedin.com/in/brianlambert/
@DrBrianLambert
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