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© The TAS Group 2012
Tim Foster
© The TAS Group 2012
Don't Sleep Walk through your Deals
© The TAS Group 2012
Does this Happen to You?
We struggle to gain and keep “C” level
relationships
Managers only get involved late
in deals We always use the same competitive
strategy
We have poordeal qualification
We’re not uncovering pains
We struggle to prove the value
We’re not selling to the right people
We can’t articulatecompetitive advantage Deals getting stuck
in the pipeline
Our managers chase, and don’t coach
© The TAS Group 2012
Use the Force….
© The TAS Group 2012
Impact of Methodology on Win Rate
100%
40%
60%
20%
What percentage of the sales team regularly use the Sales Methodology?
<25% 25-50% 50-75% 75-100%% Qualified
OpportunitiesConvert To Sale
80% <25%
<25% <25%<25%
25 – 50%
25 – 50%
25 – 50%
50 – 75%
50 – 75%
50 – 75%
50 – 75%
75 – 100%75 – 100%
75 – 100%
75 – 100%
25 – 50%
Source:• 2012 Dealmaker Index survey, 615 respondents
© The TAS Group 2012
Target Account Selling – Create a Plan to Win
© The TAS Group 2012
TAS – Opportunity Assessment
Compelling Event
Is There an Opportunity?
Customer’sApplication or Project
1
Customer’sBusiness Profile
2
Customer’sFinancial Condition
3
5
Access to Funds4
Can We Win?
Inside Support
Executive Credibility
Cultural Compatibility
Political Alignment
Informal Decision Criteria
11
12
13
15
14
Is It Worth Winning?
Short-Term Revenue16
Future Revenue17
Profitability18
Strategic Value 20
Degree of Risk19
10
Can We Compete?
Formal Decision Criteria 6
Solution Fit7
Sales ResourceRequirements
8
Unique Business Value
Current Relationship9
© The TAS Group 2012
• No competitors are listed
• Compelling Event (#5) poorly defined, with no specific date for customer action
• Unique Business Value (#10) not genuinely unique and specific
• Solution fit (#7) is positive, even when decision criteria (#6) are unknown
• Political alignment (#11 – #15) is positive, without executive credibility
Assessment Concerns
© The TAS Group 2012
Competitive Strategies
Develop
Flanking
Defend
Fra
gmen
t
Frontal
No compelling event
or Not in a position to
compete
Compelling eventexists
or You can create one
Position
Attack
© The TAS Group 2012
• Attack strategy used when Compelling Event is poorly defined or does not exist
• Underestimating the competitors’ strategy
• Competitor’s strengths and weaknesses are very product- focused
• Flanking strategy with no criteria defined that can be changed
Competitive Strategy Concerns
© The TAS Group 2012
TAS - Political Analysis/Relationship Strategy
© The TAS Group 2012
• Everyone is in the political structure or inner circle
• Low level coverage in the opportunity
• Many mentors, no enemies or non-supporters
• Not looking outside the ‘official’ decision process for people who can impact the decision
• Decision criteria priorities are all the same
• No understanding of informal decision criteria
Political Analysis Concerns
© The TAS Group 2012
Decision Criteria
© The TAS Group 2012
• Not linked to Unique Business Value
• Don’t contain any of our strong points
• Not knowing the criteria of the decision maker(s)
• Contain strengths of the competition
• Generic and not Specific and Measurable
• Narrow and all based around Technology, for example
Decision Criteria Concerns
© The TAS Group 2012
Target Account Selling – Create a Plan to Win
© The TAS Group 2012
The Test and Improve Process
1 Understand the Plan
2 Review, test and add ideas to the Plan
3 Improve and update the Plan
© The TAS Group 2012
Team
Atta
inmen
t of Q
uota
Reps
Achiev
ing Q
uota
0
20
40
60
80
The TAS Group All Other Companies
n= 984
63% 41%
The TAS Group - 54% More Reps on Target
Source : Aberdeen Group September 2011
Cur
rent
Per
cent
age
,sal
es
trai
ning
res
earc
h
73% 61%
© The TAS Group 2012
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