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© The TAS Group 2015
Before We Begin 1 You will receive a link to the recording of today’s webinar.
Watch for it in email.
2 The recording will also be available on our website thetasgroup.com, in the Resources section.
3 Enter your questions in the Questions box or tweet to @thetasgroup.
4 Join the conversation on Twitter: #OpportunityManagement
© The TAS Group 2015
Poll #1 Top reason you worked a deal you shouldn’t have: • Wow, I’d LOVE to do business with that company. • I am only $XXK from my quota. • I really need more deals in my pipeline. • It’ll be “quick and easy…” • I qualify ruthlessly and never work bad deals.
© The TAS Group 2015
Words of wisdom from the CEO
Really only two reasons you lose a sale: 1. You shouldn’t have been in the deal
in the first place 2. You were outsold
© The TAS Group 2015
Our Mission: Increase Your Sales Velocity
Number of sales
opportunities
you work
Average deal value
Win rate
Length of sales cycle
V Sales
Velocity
© The TAS Group 2015
An Example: Opportunity Background • Fortune 50 Company • Salesforce.com Customer • Appexchange • Sales Effectiveness Problem we can address • Engaged with Business Analyst – “Doing Research” • Keeping “vendors” at arms reach • Withholding access & discussion with business owner
© The TAS Group 2015
Opportunity Background • 2 “sales calls” – info gathering & “Demo” • Keeping a “level playing field” • Not open to further Solution Definition or suggestion • Need to “play by their rules”
© The TAS Group 2014
Political Map Assessment Decision Criteria
Insight Map Competitive Strategy
PRIME Actions
Coach Me
TAS Sales Methodology
Is There An Opportunity?
Early Qualification Compelling Event
Insight Map
Can We Compete? Competitive Positioning
Decision Criteria Unique Business Value
Can We Win? Politics & Alignment Competitive Strategy
Is It Worth Winning?
Risk Assessment
Test & Improve the Plan Re-qualify Coach Me
1 2 3 4 5
TAS METHODOLOGY
© The TAS Group 2015
One Customer’s View – “Critical 6” • #1 – Customer’s Application or Project • #4 – Access to Funds • #5 – Compelling Event • # 6 – Formal Decision Criteria • #10 – Unique Business Value • #14 – Informal Decision Criteria
© The TAS Group 2015
Political Mapping– Can we Win?
Is there an opportunity?
Can we compete?
Can we win?
Is it worth winning?
© The TAS Group 2015 And They Achieve 30% More Revenue*
*Source: Dealmaker Index Sales Benchmark Study 2013
30%
54%
Only 54% of Reps Can Access Key Players*
© The TAS Group 2015
of reps can access key players.
54% Only
You are 4x Speak in their terms. Access is critical early and late. Need to maintain access and build preference.
Key Players Buyers that control
outcomes decide what will
happen and make things
happen. Are Sales People Doing
the Right Things? Executive
Credibility Inside
Support more likely to
gain access to key players when referred from the inside.
© The TAS Group 2015
Adaptability to Change
Adaptability to Change Innovator Visionary Pragmatist Conservative Laggard
Chris Jameson SVP, Operations
P =
Coverage – None – Brief – Multiple – In-Depth
Evaluation Role Approver Decision Maker Evaluator User
A
Status x ̶
= + *
Enemy Non-Supporter Neutral Supporter Mentor
© The TAS Group 2015
Political Map Challenges • Everyone is in the political
structure or inner circle
• Low level coverage
• Multiple mentors
• No enemies or non-supporters
• No supporters or mentors
• Political structure consists of supporters only
• Too much time spent with non-influencers
• Silo focus
• Not looking outside the “official” decision making process for people who can impact the decision
• Relevant line of business executives not included on the map
© The TAS Group 2015
What drives Buying Decisions
• Unique, valuable perspectives on business and/or market
• Help me navigate alternatives • Help me avoid potential mistakes • Teach me about new issues • Be supported within my organization
What buyers want … 19%
19%
9%
53%
Company & Brand Product or Solution Value-to-price Ratio Sales Experience
© The TAS Group 2015
Sales / Marketing / Customer Misalignment
Little Business Context
Not Customer Focused
Product Centric
No Insights Inside Sellers Sell Only What They Know
© The TAS Group 2015
Market Reality
71%
Seller’s Products
36%
Buyer’s Business
Sales Success?
✔
What do seller’s know?
© The TAS Group 2015
Things customers care about…
Goals
Pressures
Obstacles
Initiatives
Solutions
Customer Insight Map
© The TAS Group 2015
Major Productivity Gain
Reduce time for Sales to use From 3 hours to 18 minutes
© The TAS Group 2015
Dealmaker Align
CUSTOMER INSIGHT MAP
TRANSFORMED BUSINESS CONVERSATIONS
SMART SALES KIT
+
Dealmaker Align: Align Solutions to Customer Problems
=
© The TAS Group 2015
Insight Map Challenges • Single layer each to Obstacles,
Initiatives, and Pressures
• All relationships are one-to-one
• Lack of quantification on issues
• All issues belong to one or two people
• Pressures belongs to someone who’s not a decision maker
• Excessive number of Pressures
• Few Obstacles that are addressed by your Solution
• Can’t tell a story from top-to-bottom or bottom-to-top (too many assumptive leaps)
• Lack of confirmation of the issues and Pressures
• Items worded as “desired results” or “initiatives” or “wants”
© The TAS Group 2015
Poll # 2 • Based upon what we have discussed today, what will you do
differently moving forward: a. Renewed focus on opportunity Assessment and qualification
b. Renewed focus on accessing the right people and determining roles, attributes and influence
c. Renewed focus on the right message to the right people
d. Boil the Ocean – All of the above
QorvoTM Confidential & Proprietary Information © 2015 Qorvo, Inc.
37
We Are Now Qorvo Merger completed on January 1, 2015
Building on the strengths of TriQuint and RFMD
Unmatched competitive advantages in manufacturing, product leadership, engineering, customer relationships
Providing a comprehensive roadmap of new products, technologies to the world’s leading customers
>6,000 global employees, 28 plants & offices Globally
Combined revenue of $2.1 billion*
Nasdaq: QRVO
*Combined trailing 12-month revenue of RFMD and TriQuint as of September ending quarter 2014
QorvoTM Confidential & Proprietary Information © 2015 Qorvo, Inc.
38
Mobile Products
Infrastructure & Defense Products
Broad product portfolio across diverse set of end markets
Highly differentiated solutions
Long product life cycles
Revenue ~$500M / year
Leadership in Large Global Markets
World’s largest consumer electronics market
Industry’s most comprehensive product portfolio
Revenue ~$2B / year
Characteristics Select Markets
Smartphones
Handsets
Tablets
Connected Devices
High Performance Wi-Fi
Defense
Optical
Base Station
CATV/Broadband
Infrastructure Wi-Fi
Our Two Businesses