© B2B Sales Consulting Limited 2003 All rights reserved. B2B Sales Consulting 1 B2B Sales Consulting growing profitable revenues by improving your sales

B2B Sales Consulting1 © B2B Sales Consulting Limited 2003 All rights reserved.

B2B Sales Consultinggrowing profitable revenues by improving your sales effectiveness

How Clients Buy Consultancy Services

Tony Ryan

Director, B2B Sales Consulting


We help our clients sell complex, high value, ‘business to business’ propositions

OUR VALUE PROPOSITION – We help our clients win and grow profitable revenues by creating demand, improving

their direct and indirect sales effectiveness and building their people’s confidence

OUR PEOPLE

– We are experienced IT and Consulting Professionals with proven Sales Track Records

from Gemini, BAH, KPMG, Deloitte, CG, E&Y, Oracle & Baan and extensive experience

in managing companies

OUR APPROACH

– We work with clients to design and deliver assignments which are customised from a

proven toolkit to deliver agreed results.


We have a flexible approach to growing our Clients’ profitable revenues

Sales Management

Sales Coaching and Skills Transfer

Lead Generation& Demand Creation

Market Readiness

Resource Mgmtand Recruitment


Our clients tell us we understand their revenue issues because ….

We are all ex- Management Consultants, and have also run large companies, so we are uniquely placed to understand the issues that you face when selling Consulting Services

As ex- Consultants, we provide you with coaching by people who understand your business and can help you to deliver the results that you require

Having performed the roles ourselves, we can offer a multi-level approach, as we have knowledge of the sectors that you operate in and the issues that your clients are facing


Our clients tells us we deliver results becausewe are practical, experienced, flexible & innovative

SHREEVEPORTmanagement consultancy


B2B Sales Consulting has a proven sales tool kit for sales people

microBranding

Qualification

The 5 Selling Steps

Closing

Team SellingTeam Buying

Partnering

InterPersonalSelling

Behavioural Communications

Sales Strategies

BidManagement

AccountDevelopment

LeadGeneration

Handling the1st Meeting

DecisionManagement

Competition

BenefitsDevelopment

PhasedSelling

Negotiating

Targeting

Buying Climate

Styles &Competencies

Campaign Management

SALES MANAGEMENTCAPABILITY

BEHAVIOURALCAPABILITY

INDIVIDUALCAPABILITY

TEAMCAPABILITY

Market Messages

CommunicationsWritten, Verbal & Visual

Win Planning

Sales Processes

New Service Development

Account Management

Win / LossDebriefs

MarketComms

PerformanceAppraisals

PipelineManagement

MarketPositioning

Pricing

Value Creation


Our Revenue Roadmap connects the 5 revenue building legs for profitable growth

EMERGINGCLIENTS’

NEEDS

NewServices

and Markets

Demand Creation

NewBusiness

Development

NEW

AccountManagement

Account Planning

AccountDevelopment

EXISTING

ShortValue

Proposition Value Chain

Capabilities&

ServiceOffers

OFFER

ExecutiveProfiling

Market Targeting

Market Partners

POSITION

Market Messages

Lead Generation

Pipelineand Bid

Management

DIRECTION

B2B Sales Consulting Revenue Roadmap

GROWINGPROFITABLE

REVENUES


What we’re going to look at tonight….

Buying Climate

Know how buyers buy

Interpersonal Selling



The Buying Climate

….avoiding rejection


How does the Executive Problem Cycle affect business development outcomes?

Non-performance

Issue Identification

Diagnosis

Prognosis

Project Implementation

Success & Improved Results- TOO LATE!

Critical Business Issue Development• CEO needs help to form ideas • needs confidence• needs confidant

Late for Critical Bus ISSUE Development• greater need for content & expertise• needs expert validation

BODY SHOPPING• filling resources gaps• commodity market


The Buyer’s Mood gives a very strong clue as to what is possible or not

Denial– Very difficult to bring to reality, so extremely

unlikely to buy. Move on!

Honest OK– Complacent in an undemanding situation. Despite

counter evidence, lack of ambition will inhibit buying

Honest Trouble– The best buying situation to fix something ‘broken’

in an open relationship

Honest Growth– Very enthusiastic buyer pushed by ambition that

might bite off too much


Each Buying Personality has different relationship needs, but they can all buy

Analyser– Needs detail, safety first decision– You provide facts to give him reassurance

Socialiser– Can be over-expressive and misleading– You provide picture of how he will succeed with

his people Truster

– Cannot be rushed, needs to trust– You need to be patient and sensitive

Director– Task/Product oriented and likes metrics– You provide the springboard for his success



Know how buyers buy


WARNING: The hardest thing to sell is ….

Who me ?

…. Yourself, it’s better to create buyers!…. Yourself, it’s better to create buyers!


Every new client will give you 6 Tests

CREDIBILITY VALUE TRUST

• Establish company credibility

• You add value to executive’s thinking

• Client is OK to admit problems

• Establish personal credibility

• You successfully challenge executive’s thinking

• Client is OK to ask for help


Who needs a selling model?

Have you ever got lost in a sales meeting?

Do you want to avoid being labelled a Pushy

Salesperson?

Do you want – to create buyers instead of selling?– to develop a genuine understanding of your clients?– to make closing easier?– to build real “Win Win” sales?– to enjoy business development?

First step, understand how your client buysFirst step, understand how your client buys


The best selling model is based on how buyers buy

Pre

Project

1st stepWhat REAL ISSUES?-Professional?-Personal?

2nd StepWhat BENEFITS“Success looks like”“It’s worth….”“We’ll have learned..”

3rd stepWhat OBSTACLES to success?-Capability?-Culture?-Financial?

4th stepWhat Trial Approaches“Would this work?”“We found this with another client”“What would be right for you?”

5th stepNow Close(safely)


Benefits can be identified in a structured discussion using 4 Dimensions

• FINANCIALFINANCIAL•Cost, CashCost, Cash•Revenue, MarginRevenue, Margin•SHVSHV

•OPERATIONALOPERATIONAL•Productivity, Stock turnsProductivity, Stock turns•Utilisation Utilisation •Service & Quality levelsService & Quality levels

•CAPABILITIES and CAPABILITIES and COMPETENCIESCOMPETENCIES

•Sales effectivenessSales effectiveness•Service levels Service levels •Operational excellenceOperational excellence•Supply Chain ExcellenceSupply Chain Excellence•Market sensingMarket sensing•Regulatory complianceRegulatory compliance

•CULTURE and BEHAVIOURCULTURE and BEHAVIOUR•Behavioural improvement Behavioural improvement

•MotivationMotivation•Pro-activenessPro-activeness•Culture of innovationCulture of innovation•Managerial behaviour / Managerial behaviour / coachingcoaching•Risk TakingRisk Taking

•ORGANISATIONAL ALIGNMENTORGANISATIONAL ALIGNMENT•Value Chain AlignmentValue Chain Alignment•Performance ManagementPerformance Management•Employee TurnoverEmployee Turnover•Improved CommunicationsImproved Communications•Vertical integrationVertical integration


Caution: The best development discussions still need to be managed

Opportunity Development grows the sale value

Target Lead Open Develop Close Sell-on

Opportunity Management grows the probability of success

Right

Company

Right

Person

Motive

to Buy

Decision

MakingTiming Budget Competition


NEGOTIATE first then CLOSE

NEGOTIATIONS are about finding out how to fit each other’s needs as best as possible

CLOSING is about helping your client to launch what you have NEGOTIATED


Both sides have their own 4 Negotiating Elements

1. ‘Must Have’ Wins

2. ‘Like to Have’ Wins

3. ‘Tradeables’

4. ‘Non-Tradeables’

What are your Client’s?

What are Yours?


Negotiate thoughtfully!



InterPersonal Selling©


Don’t assume anything….be extremely aware


How important is the behavioural side of client’s decision making?

Rational __?__ % & Behavioural __?__ %


Why do People buy People?Because the Behavioural dominates the Rational

They may not be able to judge your expertise

They do not want to be threatened or belittled

Personality is more variable than competence

Trust is more important than ability


We all think and act at 3 levels simultaneously.

Emotionally– understanding the

personal context

Politically – understanding how the

client organisation takes decisions

Rationally – can not win here– but can be eliminated

Political

Rational

Time

Emotional


But clients cannot buy unless Trust is growing

Credibility x Intimacy

Self-Interest x Risk

PreparationPeople

buy People

Manage the risk downClient

first


The greatest human drivers have always been FEAR and GREED

If you’re not sensing them, then you’re talking about the wrong things

If you’re not sensing them, then you’re talking about the wrong things

ACT ON FEAR ACT ON GREED


Manage client perception


Simple Sale versus Complex Sale

Simple Sale = 1:1– Buyer knows needs– Seller can deliver– Buyer & Seller can Decide– Short Simple Sales Cycle

Complex Sale = TB:TS– Team Buying

Clients may not have agreed Needs or How to Buy

– Team Selling Clients want to assess Selling

and Delivery Team


Client Decision Making Process has 4 parts

ROI and PricingROI and Pricing

Situationaland Political

Situationaland Political

Issues and BenefitsIssues and Benefits

Events and ReportingEvents and Reporting

CriteriaCriteria

MakersMakers

FundingFunding

TimingTiming

DecisionMaking Process

DecisionMaking Process



Our next IMC ‘mini seminar’

“Understanding Feast and Famine”

Wednesday 8 December

6 p.m. to 8 p.m


What we’ve just looked at….

Buying Climate

Know how buyers buy

Interpersonal Selling




[email protected]



How I buy from Consultants

Carol Brannigan

CEO Responsawww.responsa.infoLeading and delivering change programmes on the boardroom agenda


Who am I ? Who have I been ?

An expert in business change A supplier of IT solutions A buyer of IT solutions A vendor of consultancy services A buyer of consultancy services A vendor of business results A buyer of business results Mars, Digital, Avex, Cognos, MicroStrategy,

Sainsburys and now Responsa


How am I feeling when I am buying ?

Skeptical Insecure Threatened Impatient Worried Exposed Ignorant Concerned Suspicious


How I buy from Consultants - What are my risks

My professional credibility

My company’s competitive edge

My company’s shareholder value

Lost time


How I buy from Consultants - Who do I buy

People– who are pragmatic and battle hardened – who roll up their sleeves– with track records– with grey hair, blood and guts– without grey hair, fresh and creative– who are committed– who commit– who I can trust


How I buy from Consultants - What do I buy and what don’t I buy?

Security Speed to Market Results Skill Good Communications Openness Team-players Independent perspective

Clever frameworks Methodology Silver Bullets Theory


How I buy from Consultants - When do I buy

When I need

– brainpower

– problem solving

– knowledge transfer

– extra hands


How I buy from Consultants - What does Gainshare mean

Evidences consultant’s commitment

Eliminates the dreamers

Economic necessity

Shared risk/reward



How I buy from Consultants -

Discussions and Your Questions

Carol BranniganCEO Responsawww.responsa.infoLeading and delivering change programmes on the boardroom agenda



Our next IMC ‘mini seminar’

“Understanding Feast and Famine”

Wednesday 8 December

6 p.m. to 8 p.m




Tony Ryan

Director, B2B Sales Consulting

Documents

© B2B Sales Consulting Limited 2003 All rights reserved. B2B Sales Consulting 1 B2B Sales Consulting growing profitable revenues by improving your sales