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U-Blox IWNB Workshop Handouts 05.2023

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15 views157 pages

U-Blox IWNB Workshop Handouts 05.2023

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tetostark

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Initiating & Winning New Business Opportunities

Filling the pipeline with new qualified prospects &

winning more of the deals you choose to pursue

Morning Day 1 Afternoon Day 1

Morning Day 2 Afternoon Day2
Qualification & Customer Needs &
Targeting & Approach Meeting & Engagement
Buying Centre Value Proposition

o Opportunity o Needs Analysis o Ideal u-blox prospect o Structured questions

background (pre-course o Individual value profile o Credibility Statements
work) propositions o Target people to o Meeting follow-up
o Opportunity o Executive One-Pager approach in the (adapting the Meeting
qualification prospect organisation One-Pager)
o Opportunity Reviews
o Introduction to Buying o Value Proposition o Collaborative Action
Centre Canvas Plan
o Exercise – Buying o Identify value areas o Discussion – application
Centre o 1st Meetings - PAO of tools & methods
o Meeting One-Pager o Personal Action Plans
(MOP) to structure your
approach

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 2
Implementing the u-blox Way of Selling
WS
Initiating and
Winning New
Business, f2f, 2 days
LEADERSHIP EMOTIONS to continue
TODAY Role, Process, Change Story Conclusions / Retrospective +
KICK OFF Accountability Concrete Team/Follow UP Planning
online 1 days , online STEPS , online online Ongoing

WS
Developing
Strategic Accounts
F2f, 2 days

Strategy
Coaching Days
Implemen-
tation and Accounts / Capture
Learning Teams
Ongoing

tbd. tbd.

July 2023

|
March 13th March 16th May 1st June 19th
March 8th
- April 8th - April 21st - May 19th - July 15th
Today

3 Single Days
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 3
o 1 Billion in 2025 (= 15% annual increase after 51%
increase in 2022!)
o Revenue + Profit
o Market leadership in segments
The 7 key o Filling the funnel – handle successfully more than
challenges double opportunities
o Increase share of wallet – double number of key
in leading account – develop key accounts to strategic
change accounts
o Customer-focused bundling to sell comprehensive
value based solutions (outside-in)
o Living a strong team-mindset: within sales – sales
& product centers – global & regional

Create
Develop A value-based
Compelling value approach to the
propositions to right people @
motivate the right level for
customers to buy each potential
need
Prepare +
Identify
Execute
Win Real current
Excellent first
More of the needs as the
meetings to
opportunities you basis on which to
initiate the sales
choose to pursue approach new
process + gain
prospects
commitment

Managing the short, medium & long-term

revenue stream to reach your objectives

Initiating & Winning

New Business
Key Account
Development

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 8
The “Asynchronous” Sales Process
Unique Buying Experience
Touch Problem
Marketing
Point Identification

Ideal Digital Touch Problem

Channels Point Definition

Touch
Qualification Contact
Point

Normal Increase Touch Define

Understanding Point Goals

Needs- Touch Describe

Analysis Point Needs

Develop Touch Evaluate

Late
Solution Point Solutions

Touch
Proposal Decision
Point

Touch
Negotiation Negotiation
Point

Active Sales Customer

Process Win- Journey
Win

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 9
The “Asynchronous” Sales Process
Effort Unique Buying Experience
Touch Problem
Marketing
Point Identification

Digital Touch Problem

Channels Point Definition

Touch
Qualification Contact
No Go? Point

Increase Touch Define

Understanding Point Goals

Needs- Touch Describe

70-80%
No Go? Analysis Point Needs

Solution Touch Evaluate

Development Point Solutions

Touch
Proposal Decision
Point

Touch
Negotiation Negotiation
Point

Active Sales Customer

Process Win- Journey
Win

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 10
Calculating the Sales Funnel
Unique Buying Experience
Touch Problem
Marketing
Point Identification

Digital Touch Problem

Channels Point Definition

Touch
9
900 Qualification
Point
Contact

Increase Touch Define

7
700 Understanding Point Goals

Needs- Touch Describe

7
700 Analysis Point Needs

Goal: 100M Develop Touch Evaluate

500
5 Solution Point Solutions

Average Deal Size: 1M Touch

4
400 Proposal
Point
Decision

#Deals Won needed: 100 Touch

300
3 Negotiation
Point
Negotiation

Active Sales Customer

Process Win- Journey
Win
1
100
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 11
Workshop Concepts
Unique Buying Experience
Touch Problem
Marketing
Point Identification

Digital Touch Problem

Channels Point Definition

Buying Touch Win

PQP Qualification Contact Competition
Centre Point Actions

Project Increase Touch Define

MAAP
Reviews Understanding Point Goals

Deal One Needs- Touch Describe

Pager Analysis Point Needs

Solution Touch Evaluate Value

Development Point Solutions Propositions

Touch
Proposal Decision
Point

Touch
Negotiation Negotiation
Point

Active Sales Customer

Process Win- Journey
Win

Characteristics
o Enough leads
o Conscious No-Go decisions ➙ focus
o Selecting win-able opportunities
o Good resource allocation
o Acceptable win rate

Coaching
o Focus on winning more opportunities
o «Widen» the bottom of the funnel
(delivery resources permitting)

Characteristics
o Enough leads
§ Right kind of leads? Why do they qualify out?
o Qualification
§ Too «strict»
§ Inappropriate criteria
o Poor conversion from «interest» phase to
«solution development» phase

Coaching
o Review lead generation target markets
o Review qualification criteria ➙ adapt
o Interview customers to find out why they drop
out of the buying process
o Increase solution know-how

Characteristics
o Not enough leads
o High Hit Rate
o «Consultant» Profile – win every deal

Coaching
o Expand lead generation
o Team Up with Champagne Funnel
o Optimise the sales process

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 15
Funnel Shapes: The Cork / Dead Horses Funnel

Characteristics
o Enough leads
o No-Go Decisions not made – everything
stays in the pipeline
o Deals do not close
o Too Many «Dead Horses» in the pipeline

Coaching
o Structured Qualification Process
o Regular pipeline reviews
o No-Go decisions ➙ disengage
professionally

Characteristics
o Projects changes status all the time
o Perceived as “Customer changes his mind
all the time”
o Missing Buying Centre coverage

Coaching
o Systematic opportunity qualification
o Improve Buying Centre coverage
o Diversify the team
§ Bring in different profiles
§ Engage with others in the Buying Centre
o Individual value propositions

Fundamental Information as the basis to

start the analysis

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 18
Opportunity Planning & Communication Tool
Qualitative Information

Helps sales teams to:

Name Position Role Secondary Role Influence Urgency Opinion Relationship Competitive Evaluation
Flag
Customer Responsible Salesperson Competitor
Heidelberg (CCC) Cheap & Cheerful Concrete (BIWW) Build it With Wood
Name ➙
Opportunity Competitive Elements Competitor 1 Our Company Competitive Elements Competitor 2 Our Company Competitive Elements Competitor 3 Our Company
Comment Comment Comment
History (Decision Criteria) Rating Rating (Decision Criteria) Rating Rating (Decision Criteria) Rating Rating

CSC Certification - for Low CSC Certification - for Low CSC Certification - for Low
1 3 1 3 0 3
LafargeHolcim is the only vendor with 3rd party certification LafargeHolcim is the only vendor with 3rd party certification It's wood - not required for them, but LafargeHolcim is the
1 available today - critical decision criteria available today - critical decision criteria only vendor to. Offer CSC certified concrete
Carbon Concrete Carbon Concrete Carbon Concrete
Customer
(Prospect) Goals

Competitive Differentiators - Aligned to Customer Decision Criteria

1 3 1 3 3 2
Competitor offers carcbon reduced concrete (through offsets) Competitor offers carcbon reduced concrete (through offsets) Better environmental performance (zero or negative CO 2
2 Total CO2 Neutral Concrete Total CO2 Neutral Concrete Total CO2 Neutral Concrete

Visualise the sales process

but has no complete carbon neutral offering as of today but has no complete carbon neutral offering as of today emissions per square metre, without offsetting)

o
Competitor is closer to the customer's building site for this
Our Sales
2 2 3 2 3 2
Both companies have challenges with delivery distance - Competitor has local warehouses so they could potentially do
3 Proximity to Building Site(s) from opposite directions (they have more traffic to fight)
Proximity to Building Site(s) project, but LafargeHolcim has its own delivery fleet and can Proximity to Building Site(s) bulk transfer, and there is no time element with delivery
Objective subsidise the cost of transportation

Competitor offers lower pricing - for concrete that is not Competitor offers lower pricing - for concrete that is not Requires different design to accommodate required space +
4 Pricing 3 2 carbon neutral, but this may be «good enough» for this
contractor to meet specifications outlined in contract
Pricing 3 1 carbon neutral, but this may be «good enough» for this
contractor to meet specifications outlined in contract
Pricing 2 2 other facotrs - would impact total building price negatively.
Material cost is lower.
Solution Offering Their contract delivery company does not appear to have More-or-less equal in this regard - both companies have own
1 3 1 3 3 3
LafargeHolcim has own delivery fleet which makes our
5 Delivery Schedule (weekend) flexibility much more flexbile including weekends
Delivery Schedule (weekend) operational capability on weekend or early morning Delivery Schedule (weekend) or contracted delivery fleets that can accommodate
deliveries - LafargeHolcim has own fleet weekend and early morning deliveries

Focus on essential information

LafargeHolcim product demonstrated to have required Very positive when cosidering the carbon neutral ECOPact Requires different design to accommodate required space +
Concrete Performance Concrete Performance Concrete Performance

o
6
(structural) 2 3 strength characteristics while still offering carbon neutral
capability within the concrete itself, not just from offsets (structural) 1 3 Zero offering from LafargeHolcim. Structurally equal, but
without carbon neutral option (structural) 1 3 other facotrs - would impact total building price negatively.
Material cost is lower.
Notes:
Competitor has, from what we have experienced, good LafargeHolcim has stronger brand and a coach from previous Pre-existing relationship with one key decision-maker on the
Relationships to key Decision- Relationships to key Decision- Relationships to key Decision-
7
Makers 3 2 relationships with key decision-makers - no major problems
and overall very positively viewed Makers 1 3 projects with another company who has opened doors to
build very positive relationships with key decision-makers Makers 3 2 board that is very pro-wood based on pervious job his=tory
and strong environmental focus

LafargeHolcim is the competitor - the customer has a long

Quantified Information Flag 8 Incumbent Supplier Status 3 1 history with this competitor for many projects over the last Incumbent Supplier Status 1 1
Both are new to this account, and do not have long-standing
relationships with the customer
Incumbent Supplier Status 1 1
Both are new to this account, and do not have long-standing
relationships with the customer
10 years. No major problmes from what we know.

Initial Sales Volume: Comment

Highlight strengths
3 2 3 1 3 3
Competitor is willing to buy the business on this major project CCC is willing to extend payment terms (suspect they have a Both companies offer more-or-less equal pricing, but the
9 Terms & Conditions Terms & Conditions Terms & Conditions

o
with low prices and offsets in other projects financing deal through a 3rd party) greater carbon impact from wood is a major factor

Potential Growth: Comment We offer a significantly lower total cost of ownership based
Project total cost of ownership Project total cost of ownership Project total cost of ownership
2 3 2 3 2 3
The initial low pricing makes for very low TCO as well, but Lower overall TCO when considering LafargeHolcim concrete
10 on the tax credits and building grants available from the
they offer no low carbon solution except through offsets recycling (on-site) capability at end of life
(TCO) government that we can help them obtain for this project. (TCO) (TCO)
Expected Close Date: Comment
Indicative Totals 21 24 Indicative Totals 17 23 Indicative Totals 21 24
Customer Budget: Comment
COMPETITOR 1 ANALYSIS COMPETITOR 2 ANALYSIS COMPETITOR 3 ANALYSIS
3.5 3.5 3.5

Identify potential risks

Probability of Winning: Comment 3 3 3

o
2.5 2.5 2.5

2 2 2

Name Business Goals Personal Goals Decision Criteria 1.5 1.5 1.5

Notes: 0
1 1 1

0.5 0.5 0.5

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Phase in the Competitor 3 Rating Our Company Rating
Phase in the Sales Process: Competitor 1 Rating Our Company Rating Competitor 2 Rating Our Company Rating
Cover Buying Center Customer Buying Requirements Building (RFP) 0
(the Sika Way of Selling Checklist)

plan
Journey
Proposal Supplier Selection
0
Decision Contract Negotiation
0 Understanding of Your Goals + Objectives Proposed Approach to Addressing Your Goals (Solution)
Opportunity Sales Team & Resource Investment 0
Name Position Skill Set Location Days Required Timing Flag
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effectively
0

Average Cost per Day: Estimated Cost € - 0

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Notes:

Obtain feedback from Coaches

Benefits for Key Stakeholders Why Our Organisation is the Best Partner to Choose

o
0

Qualification

Sales Team Rating Reviewer Rating

Value Propositions
PQP Criteria Description Value Rating Score Rating Score
Flag

Helps sales leaders to:

Target Person/Group Flag
1 Customer Profile We understand the customer’s company, market position, and history with Sika 5% 0% 0%
Summary of Business
We have a clear understanding of the customer’s vision, goals and specific needs Goals:
2 Needs, Goals + Vision 15% 0% 0%
for this project From our conversations, we
Application, Technology & learned that you wish to…
3 We understand the application and have the technology & products to fit 10% 0% 0%
Product Fit
Key Decision Criteria:
4 Urgency / Importance The urgency / importance has been identified and is sufficient to motivate action 5% 0% 0% The solution you choose
must…

Coach the team more

Sales Potential / The size, value, and profit is known and justifies the investment in pursuing this
5 5% 0% 0%
Proposed Solution:

o
Profitability opportunity
The solution we have propose
6 Resources The resources to execute the sales process and deliver the solution are available 5% 0% 0% to meet your requirements is
comprised of…
We have a reliable coach in the opportunity that can help us validate important
7 Coach 5% 0% 0%
information and gain access to the right people in the Buying Centre Benefits for You:
Based on our experience in

effectively
8 Customer Market We understand our customer’s customer, as well as their buying centre and needs 15% 0% 0% your industry, our solution will
help you achieve…
We have appropriate references to convince the customer in this project, and can
9 Reference 5% 0% 0% Field Coaching Questions Example Strengths/Concerns Summary of Our Position Today
in future potentially develop this project as a reference for others Competitive
Differentiators: Excellent track record Strengths Rating Areas of Concern Rating
10 Risk of Claims / Liability We have a clear understanding of all issues and risks and they are acceptable 5% 0% 0%
The strength of our solution is Customer or Prospect What is our history in this account?
based on… Unsatisfactory relationship in the past
We understand the customer’s Buying Centre and all the roles of the key people
11 Decision-Making Process 15% 0% 0%
involved, and can develop positive relationships with them Opportunity Manager has established trust
Flag

o Support & guide the sales team

Target Person/Group Opportunity Manager Who is the best person to lead the team?
12 Competition We know the potential competitors and can implement a strategy to win 10% 0% 0% Trust is lacking
Summary of Business
PQP Sales Team & Reviewer Evaluations 100% 0 0% 0 0% Goals:
From our conversations, we
learned that you wish to…
© 2023 Infoteam Sales Process Consulting AG – all rights reserved – Page 19 What has happened so far in the buying process for this opportunity? What has
Opportunity History happened so far in our sales process?
Opportunity initiated proactively; position positive

Sales process started too late; limited contacts

Competition - Overview Flag
Competitor Name ➙ Key Decision Criteria: Customer or Prospect What is driving this opportunity? If this opportunity is part of a larger undertaking, what Client goals influenced by us
The solution you choose Goals are the goals of the bigger picture? Lack of understanding; no compelling need to change; poor customer-internal business case
must…

o Conduct more effective

Sika Advantages Over This Sales Objective/ What is our short/long-term objective? How does our solution add value and Solution is a perfect fit to the customer goals
Proposed Solution: differentiate us from the competition? Would a different solution improve our chances
Competitor The solution we have propose Solution Offering of winning? Solution does not differentiate us from the competition
to meet your requirements is
Which expertise is missing in our current team? Do the chosen team members have Our expertise is embraced by the customer
comprised of…
Opportunity Team
enough time? Are their interests aligned? Missing expertise or key people unavailable
Benefits for You:

reviews
Based on our experience in How many days effort have been invested so far? How many additional days are
This Competitor's Advantages Small resource investment for a large potential
your industry, our solution will
Over Sika Resource Investment required? What is the right skill-set required to gain the customer's confidence? Who
help you achieve… else is required on the team? What role will the management play? Potential does not justify resource investment
Competitive
Differentiators: Field Coaching Question Example Strengths/Concerns
The strength of our solution is
Strong growth potential in this account
based on…
Customer's Perception of this Potential Growth What is the additional revenue potential per year if we win?
Size used to justify a poorly qualified opportunity

o Gain insight to the pipeline

Competitor vs. Sika
On what information is the probability of winning based? Which factors could affect our Strong probability based on reliable information
Probability of Winning ability to win? What is the probability that the project will not happen at all?
Too many unknowns to make an assessment Action Plan
What Must Be Done Responsible Deadline Done Result of Action
Customer's Perception of Sika What are the customer’s milestones between now and the expected close date? Which Mutually Agreed Action Plan (MAAP) in place
Expected Close Date disrupters could delay the customer‘s decision?
vs.this Competitor Lack of understanding about decision process

Who owns the budget? Is the budget approved for the planned timeframe? Are other Strong business case supports customer budget
Customer Budget projects competing for the same budget?
Budget ownership unclear; risk of reduction

Which phases or recommended actions in our Ideal Sales Process (ISP) have been Actions taken justify the phase
Phase in Sales Process omitted? Why?
Phases or key actions have been omitted

Match to Project Is the assessment of the criteria conservative and backed with evidence – or based on Opportunity matches criteria very well
Qualification Criteria wishful thinking? Opportunity matches criteria poorly

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 19
Building a Powerful Capture Team – Coordinating Activities & Approach

Key Account Segment Channel Field Application Global Application

Manager Manager Manager Engineer Marketing

Team Assignment (20 min)

Introduce sales opportunity to team and complete Opportunity Description

Complete background tab

Qualitative Information
Flag
Customer Responsible Salesperson

Opportunity
History

o Outline the following:

Customer

Background
(Prospect) Goals

Action List
Our Sales
Objective

§ History of activities from opportunity start up to today

Solution Offering

Summary of Our Position Today

Strengths Rating Areas of Concern Rating
Notes:

§ Customer’s [business] goals for this project

Quantified Information Flag

Initial Sales Volume: Comment

Potential Growth: Comment

§ Define sales objective and solution offering

Expected Close Date: Comment

Customer Budget: Comment

Probability of Winning: Comment

§ Sales Team – people + skills required to win

Notes:

Sales Process Information

Flag Flag

§ Opportunity size, budget and timing

Identification Needs Identification
Qualification Solution Exploration
Phase in the
Phase in the Sales Process:
Cover Buying Center Customer Buying Requirements Building (RFP)
(the Sika Way of Selling Checklist)
Journey
Proposal Supplier Selection
Action Plan
Decision Contract Negotiation What Must Be Done Responsible Deadline Done Result of Action

o «Flag» strengths (+) concerns (–) or not known (?)

Opportunity Sales Team & Resource Investment
Name Position Skill Set Location Days Required Timing Flag

Average Cost per Day: Estimated Cost € - 0

Notes:

§ Pre-course assignment, Opportunity Roadmap + coaching questions

§ Action Plan

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 21
Coaching Questions
Coaching Questions for Opportunity Background Qualitative Information
Flag

Field Coaching Questions

Customer
Responsible Salesperson
(Prospect)

Opportunity
History

Customer or Prospect What is our history in this account? How does it impact the ability to create positive relationships now? Customer
(Prospect) Goals

Sika Sales
Objective

Responsible
Who is the best person to lead the team? What kind of trust-relationship does the salesperson have? What could be improved?
Solution Offering

Salesperson
Notes:

Opportunity History Which events in the history of this opportunity have enhanced our trust with the prospect? What has detracted from it?
Quantified Information Flag

Initial Sales Volume: Comment

Potential Growth: Comment

Expected Close Date:

Customer or Prospect What is the business initiative driving this opportunity? To which customer projects or initiatives is this opportunity related? How will that impact the chances of
Comment

Customer Budget: Comment

Goals succes? How could this impact the budget availability? Probability of Winning: Comment

What is our short/long-term objective? How does our solution add value and differentiate us from the competition? How does this impact our focus in the
Notes:

Sika Sales Objective

opportunity? Sales Process Information
Flag Flag
Identification Needs Identification

Qualification Solution Exploration

How did we validate that this solution is the most appropriate one for this opportunity? Which (higher-value) alternatives could be proposed to increase the value of
Phase in the
Phase in the Sales Process: Cover Buying Center Customer Buying Requirements Building (RFP)

Solution Offering
(the Sika Way of Selling Checklist)
Journey
Proposal Supplier Selection

the sale? Decision Contract Negotiation

Opportunity Sales Team & Resource Investment

Name Position Skill Set Location Days Required Timing Flag

How can we maximise the initial sales volume? Which additional products or services could be proposed to add value to the customer's business, and increase revenue
Initial Sales Volume
for us?

What is the additional revenue potential per year if we win? How could this opportunity be leveraged to initiate or win other opportunities in progress with the
Potential Growth
customer? Average Cost per Day: Estimated Cost € - 0

Notes:

Expected Close Date What is driving the customer's need to make a decision? What is the «drop dead» date? What happens if that project start date is not achieved? How would the
customer be impacted? What would be the impact on us? Field
Coaching Questions for Opportunity Background
Coaching Questions
Customer or
What is our history in this account? How does it impact the ability to create positive relationships now?
Prospect

How was the budget for this project validated? By whom? What is the time frame in which it is available? What happens to the budget if project timing is delayed? Responsible

Customer Budget
Who is the best person to lead the team? What kind of trust-relationship does the salesperson have? What could be improved?
Salesperson

Who owns this budget? What is the approval process if more money is needed? Opportunity
History
Which events in the history of this opportunity have enhanced our trust with the prospect? What has detracted from it?

Customer or What is the business initiative driving this opportunity? To which customer projects or initiatives is this opportunity related? How will
Prospect Goals that impact the chances of succes? How could this impact the budget availability?
Sika Sales What is our short/long-term objective? How does our solution add value and differentiate us from the competition? How does this

Probability of WinningOn what information is the probability of winning based? Which factors could affect our ability to win? What is the probability that the project will not happen at all?
Objective impact our focus in the opportunity?
How did we validate that this solution is the most appropriate one for this opportunity? Which (higher-value) alternatives could be
Solution Offering
proposed to increase the value of the sale?
Initial Sales How can we maximise the initial sales volume? Which additional products or services could be proposed to add value to the customer's
Volume business, and increase revenue for us?

How do we ensure that we have the right skills & relationships in place to maximise our chances of winning? What is the opportunity cost of the people involved in
What is the additional revenue potential per year if we win? How could this opportunity be leveraged to initiate or win other
Potential Growth
opportunities in progress with the customer?

Sales Team Expected Close What is driving the customer's need to make a decision? What is the «drop dead» date? What happens if that project start date is not

this sales campaign? How do we ensure we maximise the use of resources? Date

Customer Budget
achieved? How would the customer be impacted? What would be the impact on us?
How was the budget for this project validated? By whom? What is the time frame in which it is available? What happens to the budget if
project timing is delayed? Who owns this budget? What is the approval process if more money is needed?
Probability of On what information is the probability of winning based? Which factors could affect our ability to win? What is the probability that the

How many days effort have been invested so far? How many additional days are required? What is the right skill-set required to gain the customer's confidence? Who Winning project will not happen at all?

Resource Investment Sales Team

How do we ensure that we have the right skills & relationships in place to maximise our chances of winning? What is the opportunity

else is required on the team? What role will the management play?
cost of the people involved in this sales campaign? How do we ensure we maximise the use of resources?
Resource How many days effort have been invested so far? How many additional days are required? What is the right skill-set required to gain the
Investment customer's confidence? Who else is required on the team? What role will the management play?

Focusing time & effort on the

opportunities most likely to win

Critical [agreed] criteria to qualify opportunities

o Focus selling time + resources on the right opportunities
o Justify resource investment in a sales process
o Highlights risks early in the sales process
o Provides the data for sound GO/NO-GO decisions
o Secures internal commitment + accessing resources

Contents
o Key elements from your Sales Process

Potential issues
§ Too much energy wasted on opportunities you cannot win
§ No-Go decisions made, but not adhered to

Customer Needs We understand the goals and decision criteria of the key Buying Centre members

Solution Fit Our solution fulfils the technical and commercial requirements

Buying Centre We understand all roles for this opportunity, and access is possible

Budget We know the specific project budget, who owns it, and its availability

Urgency The project has a high priority from the Endorser’s perspective

Timing We know where the customer is in their buying process, and can implement our Ideal Sales Process

Potential The size or strategic nature of the opportunity justifies the investment

Competition We know the competition, their relationships, and can implement a winning strategy

Resources The resources and know-how required are available to sell and deliver

Coach We have a reliable coach with whom we can validate information

Assignment (15 minutes)

Apply the Project Qualification Profile
Sales Team Rating Reviewer Rating
PQP Criteria Description
Value Rating Score Rating Score

o Apply the Project Qualification Profile to your Customer Needs We understand the goals and decision criteria of the key Buying Centre members 15% 0% 0%

selected opportunities Solution Fit Our solution fulfils the technical and commercial requirements 15% 0% 0%

Buying Centre We understand all roles for this opportunity, and access is possible 15% 0% 0%

o Outline actions to mitigate the risks identified Budget We know the specific project budget, who owns it, and its availability 15% 0% 0%

Urgency The project has a high priority from the Endorser’s perspective 5% 0% 0%

We know where the customer is in their buying process, and can implement our
Timing 5% 0% 0%
Ideal Sales Process

Rating Description Potential The size or strategic nature of the opportunity justifies the investment 5% 0% 0%

0 Not Known Competition

We know the competition, their relationships, and can implement a winning
strategy
15% 0% 0%

1 Poor Knowledge or Fit Resources The resources and know-how required are available to sell and deliver 5% 0% 0%

2 Fair Knowledge or Fit Coach We have a reliable coach with whom we can validate information 5% 0% 0%

3 Good Knowledge or Fit

4 Very Good Knowledge or Fit
5 Excellent Knowledge or Fit

o Qualification tab of Opportunity Roadmap

Understanding the customer’s decision-

making process & the roles people play

The Buying Centre includes… Everyone who could have a positive or negative
impact on your ability to win – whether you know them or not.

Project Leader Current Contacts Recommended People

Budget Owners Legal

Consultants
Competitor’s Contacts
Top Management
Solution Users Process Specialists

Procurement
Related Project Owners Customer’s Customer

Positive Competence
High Neutral Skills
Medium Experience
Endorser Negative
Relationship
Decider Low Unknown Position (title)
Assessor Unknown Availability
User
Coach
Name Position Role Influence Urgency Opinion Relationship Sales Team Member Flag

5 Key Roles
o Endorser
o Decider
o Assessor
o User
o Coach
Important considerations
o Roles are opportunity specific
o Roles can change during the buying process
Our job in the sales process
o Identify people in all the roles
o Tailor value propositions to each one

Makes «Buying» decision

o Power, authority
o Controls the cash
o Highest position required
o Opportunity specific
o Individual or committee
Authority
o Increase | decrease budget
Potential issues
o Your proposal lacks a strong business case
o Direct approach by «going over people’s heads»
o Not helping supporters to convey your message to Endorser

Make «Solution» Decision

o Responsible for end-to-end project success

§ Problem Definition ➙ Vendor Selection ➙

Implementation
o Controls project budget
o Individual or committee

Endorser access
o Submits solution to Endorser
o Provides progress reports & budget checks
Potential issues
o Confusing solution decision with buying decision
o Wrong focus in Decider’s value proposition for
Endorser
o Mistaking actual authority level

Responsibility
o Evaluate alternative solutions

Reasons for involvement

o Expertise

§ Operations / Technical / Purchasing

o Personal [trust] relationships

Power & limitations

o Can say no
o Cannot [by themselves] say yes
Potential issues
o Inflate their influence on the decision
o Restrict access to the customer’s organisation
o Easiest entry point, but most difficult to work up

Operational focus
o Does it work?
o Does it make my life easier?
Critical to implementation
o Make it work… or make it not
Help you understand …
o Processes (how it works today)
o Impact (how it will work tomorrow)

Respect & trust relationship

o Reliable advice àsales process guidance
o Sounding board
o Buying Centre understanding
o Relationships
o Inside or outside customer organisation

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 40
Developing
Coaches
• Recommendations to build trust
• Demonstrate a thorough understanding of the customer’s industry and business
• Behave responsively, reliably and respectfully
• Only provide relevant information
• Ensure comprehensive understanding of customer needs
• Challenge and explore customer needs
• Summarise in your own words what you have understood
• Summarise meeting to ensure that the customer feels well understood
• Make the person feel important and help them look good internally
• Coaching is a personal choice (help them feel good for choosing to help)
• Let them talk about themselves
• Say no, if you cannot fulfil a need

© 2023 Infoteam Sales Process Consulting AG – all rights reserved – Page 42

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 42
Summary of Buying Centre Roles
Endorser (E) Decider (D) Assessor (A) User (U) Coach (C)
• Makes “buying” • Makes “solution • Responsible for • Benefit directly from • Provide reliable advice
decision decision” evaluating alternatives or are affected by the & guide you
• Highest position in • Submits preferred • Have their opinion solution • Respect and trust you
customer organisation solution to Endorser solicited based on • Evaluate your solution • Sounding board to
required for this for approval specific expertise from an operational validate own
opportunity • Responsible for • Make unsolicited perspective perception
• Gives final approval project success recommendations • Represent end-users • Help you under-stand
(endorses or vetoes) • Manages project based on personal and operations in the and gain access to the
solution budget relationships buying process Buying Centre
• Can be an individual • Can be an individual • Can say no • Play a critical role in • Provide information
or a committee or a committee • Cannot by them-selves the success of about the relation-
• Has authority to say yes implementation ships between key
increase or decrease • Can provide realistic players
budget input for benefit • Provide insight into
qualification competitor activities
• Can be inside or
outside the customer
organisation

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 43
Example Buying Centre (Sales Training Opportunity)

CEO Sales Director Colleague

Endorser Endorser Coach

Management Team

HR Director
Decider

Training Dept. Sales Manager

Assessor Decider
© 2023 Infoteam Sales Process Consulting AG – all rights reserved – Page 44

KAM KAM KAM

User / Coach User User / Coach

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 44
Multi-Language Roles (1)
English Endorser Decider Assessor User Coach
Deutsch Genehmiger Entscheider Prüfer Anwender Coach
Français Approbateur Décideur Prescripteur Utilisateur Coach
Italiano Garante Decisore Esperto Utilizzatore Allenatore
Español Garante Decisor Experto Gusuario Asesor
Portuguese Adjudicante Decisor Avaliador Utilizador Orientador
Svenska Godkännare Beslutsfattare Påverkare Användare Coach
Dansk Godkender Bestlutningstager Indstiller Bruger Coach
Norsk Godkjenner Beslutningstager Spesialist/ekspert Bruker Veileder
Suomeksi Hyväksyjä Päättäjä Vaikuttaja Käyttäjä Neuvoja
Nederlands Gemachtigde Beslisser Raadgever Gebruiker Coach
Magyarul Engedélyező Döntéshozó Szakértő Felhasználó Segitö
Čeština Slovenčina Schvalovatel Rozhodovatel Hodnotitel Uživatel Kouč
© 2023 Infoteam Sales Process Consulting AG – all rights reserved – Page 46
Polski Sponsor Decydent Ekspert Użytkownik Coach
Românã Girant Decident Evaluator Utilizator Consilier
Sloven Potrjevalec Odlocevalec Ocenjevalec Uporabnik Zaveznik
Türkçe Onaylayıcı Karar Alıcı Değerlendirici Kullanıcı Bilgilendirici
Greek Χορηγός Έγκρισης Λήπτης Απόφασης Εκτιμητής Χρήστης Υποστηρικτής Σύμβουλος

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 46
Multi-Language Roles (2)
English Endorser Decider Assessor User Coach

Türkçe Onaylayıcı Karar Alıcı Değerlendirici Kullanıcı Bilgilendirici

Russian Утверждающий Принимающий Эксперт Пользователь Советник

Bulgarian Поръчител Решаващ Оценител Консуматор Инструктор

Japanese 決裁者決定者評価担当者ユーザーコーチ

Chinese (simplified) 批准者决策者评估者用户指导

Chinese (traditional) 批准者裁決者評估者使用者指導者

Hindi सहम$त &दान कता+ $नणा+यक म/

ू यांकन कता+ उपभो5ता माग+दश+क

Indonesian Penentu (E) Pemilih (D) Penilai (A) Pemakai (U) Pembina (C)

Vietnamese người phê duyệt ۟ định

người quy◌ết người đánh giá người sủ’dụng huấn luyện viên

Arabic ‫اﻟﻣﺟﯾز‬ ‫ا ﻟ ﻣ ﻘر ر‬ ‫اﻟﻣﻘﯾم‬ ‫اﻟﻣﺳﺗﺧدم‬ ‫اﻟﻣ ر ﺷ د‬

© 2023 Infoteam Sales Process Consulting AG – all rights reserved – Page 47
Farsi ‫ﺗﺎﺋﯾد ﮐﻧﻧده‬ ‫ﺗﺻﻣﯾم ﮔﯾرﻧده‬ ‫ارزﯾﺎﺑﻲ ﮐﻧﻧده‬ ‫اﺳﺗﻔﺎده ﮐﻧﻧده‬ ‫ﻣرﺑﻲ‬

Korean 지지자 결정권자 평가자 사용자 코치

Tagalog Taga suporta Taga pasya Taga pogkilatis Gumagamit Taga payo

Georgian damamtkicebeli gadamwyveti Semafasebeli momxmarebeli momxre

No automatic link position, role, influence

o Evaluated specific to the opportunity
§ Not always the highest ranking person
§ Person impacted most ➙ often highest influence
o Coaches help understand real power
Scale
o High (can change direction)
o Medium (is listened to)© 2023 Infoteam Sales Process Consulting AG – all rights reserved – Page 48

o Low (subject to others’ influence)

Rating
Each person’s perception of project priority
➙ High (Must have)
o Assess from each individual’s perspective
➙ Medium (Should Have)
§ Not your perspective!
➙ Low (Nice to have – don’t need)
o Problem impact ➙ solution urgency
o Can change during the buying process
o Can be increased through good questioning
§ Identify problem ➙ question the impact
Potential Issues
o Evaluating urgency from own point-of-view
o Wasting time on people who lack «pain»
o Priority of other projects in the business
§ Budget, timing, resources, priority can be
affected

©©2023 Infoteam SalesGroup

2023 Innovate+Grow Process
sàrlConsulting AG ––all
for CeveyGroup Allrights
Rightsreserved
Reserved – Page 49
Page 49
Opinion

How Buying Centre members perceive…

o Your company o Previous experience
o Your solution o Strong [trust] referral

o The sales team Positive

Potential Issues o Never met person
o No impression of you
o No evidence to support evaluation
Neutral
o Confusing «neutral» with «unknown»
o Previous bad experience
o Focusing only on positive people o No trust or confidence
Negativ
e
o Cannot «read» the
person
o No indications of opinion
Unknown

Account Manager should…

o Build sales team
§ Right skills, capabilities + expertise
o Orchestrate customer contact
o Facilitate internal + external communication
Manager should…
o Validate customer perception of the team
o Help gain access to the right people
Potential issues
o Sales team based on availability – not required skills
o Excluding team members in planning
o Only demanding execution
§ Not explaining the «why»
o Team not aligned ➙ conflicting interests

Task (30 minutes)

Determine the Buying Centre and key attributes for selected opportunities

Define the Buying Centre for your opportunity

Name Position Role Influence Urgency Opinion Relationship Sales Team Member Flag
Matthew Englund -
John Doe Managing Director Endorser Medium High Unknown Neutral ?
Sales Director
Fiona Rogers -

Determine roles ➙ E/D/A/U/C

Jane Doe CFO Endorser High Medium Negative Negative –

o
financial expert
Mark Whitstone -
Jeff Doe Project Supervisor Decider High High Unknown Unknown Account Manager

Include people you do not know

Mark Whitstone -

o
Ophelia Doe Resource Coordinator Assessor Medium Low Positive Positive +
Account Manager
Mark Whitstone -
Ira Doe Consultant (external) Assessor High High Positive Positive Account Manager
+

o Consider competitor contacts Not Known Sealing Expert (external) Assessor Unknown Unknown Unknown Unknown
Fred Spooner -
Product Specialist
George Hunter - Legal
?

Not Known Regulatory Expert (exsternal) Assessor Unknown Unknown Unknown Unknown Expert
?

o Define sales team contact for each BC member Martin Lindell

Retired (former Project
Supervisor) Coach Medium Medium Positive Positive
Mark Whitstone -
Account Manager
+

o Evaluate each person’s degree of influence, urgency Create Actions to

and opinion Address these
Issues
o Determine the quality of your relationship with each
BC member

o Buying Centre + Needs Analysis tab

Morning Day 1 Afternoon Day 1

Morning Day 2 Afternoon Day2
Qualification & Customer Needs &
Targeting & Approach Meeting & Engagement
Buying Centre Value Proposition

o Opportunity o Needs Analysis o Ideal u-blox prospect o Structured questions

Buying Centre
o The term «Buying Centre» is a sales term – not customer
o Must be positioned carefully so the customer perceives its value
o Timing and entry level often influence the ability to access E/D/U
Working with Assessors
o Understand + help them overcome their internal challenges
o Suggest meeting Users (with them) to understand current
processes and potential changes your solution will create
o Ask questions for which they must involve other Project Buying
Centre roles to get answers (ideally Decider | Endorser)
o Share a proposal outline, focusing on Endorser + Decider needs
and benefits sections – for which they have to solicit input
o Solicit input for the «Endorser Page» of your proposal
(Collaborative Action Plan)
o Trade-off – a few hours of key people’s time for much more of
yours
o Last resort – refuse to engage without access to the right people

Understanding the business & personal

goals + decision criteria of key Buying
Centre members

What | How Much | Ambitions & self- Technical, financial or operational

When interests criteria for solution evaluation
i.e. 6% reduction of total i.e. Job security, i.e. Price, references, ease-of-use,
construction time to recognition, credibility certification, vendor team skills,
deliver project to etc.
customer

Name Business Goals Personal Goals Decision Criteria Flag

Complete building project on-time and within budget Build company reputation, increase profitability and keep Strong vendor references, ROI within 12 months,
John Doe
(preferably under) and keep customers happy employees happy management contact with vendor

Maximise project profitability by optimising materials Credibility in financial controlling, optimal balance between Payback within 12 months + 15% discount from published
Jane Doe
purchasing costs - within 5% of allocated budget required quality and financial performance pricing, returns without restocking charge

Deliver project on-time, within budget, maximise customer Please bosses, customer and maintain team motivation, On-site vendor support, safety certificates for all materials
Jeff Doe satisfaction, reduce repair and re-work expenses to 5% personal recognition for job well done meet required standards,

Minimise resource blockage for on-site work delivery to Support brother Jeff to deliver financially viable projects - Vendor skills and resource avability, certification in the
Ophelia Doe minimise productivity losses to maximum 3% of project credibility and recognition project skills required.
Certifications for materials - ability to meet new stricter
Successful project for client (value for fees paid for his Recognition from cousin (John) and recommendation to other
Ira Doe building standards to maximise longevity without need for
services) ➙ win another project for future business companies in the field for more business
change or update

Not Known

Each person’s objective in the project

o Measurable in terms of quantity and time
§ What | how much | when
o Foundation to build individual value propositions
o Clarify with direct questions
§ What must be achieved to determine this project a
success in your view?
Potential Issues
o Confusing Business Goals with decision criteria
o Failing to understand customer’s definition of
project success
o Partial knowledge of business goals due to
incomplete Buying Centre coverage

Project Goal Project Goal Project Goal Project Goal Project Goal
(Endorser)

Sub-Goal
Business Goal Business Goal External Expert
(Decider) (Decider) (Assessor)
Business Goal
(Assessor)
Sub-Goal Business Goal
Consultant (Assessor)
Business Goal Sub-Goal
(Assessor)
(Assessor) External Expert
(Assessor)
Sub-Goal
(User)
Sub-Goal Sub-Goal Sub-Goal
(User) (User) (User)

Endorser Decider Assessor User Coach

o Achieve 15% sales o 95% of salespeople o Identify 3 potential o Complete the task o Get the best
growth within 12 on target each solutions that meet within the time solution for the
months quarter by the end all agreed criteria allotted using the company that will
o Enter a new market of this year o Ensure all potential resources provided help it reach its
and establish €10 o Implement new solutions meet price o Achieve my quota objectives
million in sales and CRM system within range specified this year o Maintain the
30 new prospects the allotted budget (purchasing) o Win back this key organisation’s
within 2 years and be fully o Ensure all account from the momentum through
o Increase return to operational within 7 nominated solutions competitor the transition by
shareholders by 8% months meet the technical o Migrate the data choosing the right
within 2 years o Ensure 100% sales criteria from the old system supplier / partner
force CRM o Ensure vendor to the new one by o Maintain the peace
utilisation within 1 provides on-site quarter end between internal
year following go- technical training parties
live date

Ambitions and self-interests

o Personal goals often drive business projects
o Coaches can help you understand + validate
Examples
o Job security
o Power
o Recognition
o Career advancement
o Less personal risk
o Bonus
Potential Issues
o Underestimating the importance of personal goals
o Creating a value proposition that conflicts with
personal goals

Endorser Decider Assessor User Coach

o Personal image as a o Recognition for on- o Recognition for o Making my life o Help the
«strong» or time project saving the company easier organisation find
«capable» leader completion money by o No extra work the right solution
o Increase stock value o Bonus for under- negotiating the required that will help them
of the company budget completion lowest price o Demonstrate my o Positive feedback
(part of o Positioning for new o Bonus for savings expertise from key internal
compensation) job in the company achieved o Recognition for a players
o Positive reviews in (or outside it) o Recognition from job well done o Favourable
the press o Speaking boss for job well o Less over-time to consideration by the
(recognition) assignment at done ➙ promotion get the job done vendor in future
o Bonus from the vendor’s customer o More over-time to (new job, consulting
Board of Directors meeting get the job done assignment, etc.)
o Praise from (recognition) (extra pay)
employees or staff

How each individual evaluates alternatives

o The criteria each person uses to select between viable
alternative solutions and suppliers
o Can be technical | financial | operational | or even
personal
Recommendations
o Develop (influence) decision criteria to match your
strengths
o Introduce new criteria that favour your solution
o Align differentiators with decision criteria in value
proposition
Potential Issues
o Weak differentiators due to lack of alignment
o decision criteria aligned with competitor’s strengths

Endorser Decider Assessor User Coach

o Return-on- o Solution fit ➙ does o Product / service o Ease of use (does it o Vendor sales +
investment (ROI) it solve the price (purchasing) make my life easier) support team
o Vendor company problem? o Fit to specifications o Training, support + cooperation
image o Total project cost - o Vendor support certification o Alignment with
o References within project capabilities o Working methods values
o Reliability (keeping budget o User acceptance o Ease of o Solution really helps
promises) o References o Meeting corporate communication the company
o Executive o Vendor risk sharing guidelines ➙ tax, o Resource availability o Relationship and
commitment o Vendor capability ➙ governance, etc. o Ease of migration potential «perks»
(relationship) delivery team skills o Development o Amount of process o Access to
o Total project cost o Cultural fit + methodology & change required for information that
o Vendor willingness working relationship capabilities new solution helps own position
to share risk with vendor people internally
o Vendor knowledge
transfer

Assignment (30 minutes)

Analyse the needs of the key member of the Buying Centre in the opportunity

For known members of the Buying Centre, Name

John Doe
Business Goals
Complete building project on-time and within budget
(preferably under) and keep customers happy
Personal Goals Decision Criteria
Build company reputation, increase profitability and keep Strong vendor references, ROI within 12 months,
employees happy management contact with vendor
Flag

outline their… Jane Doe

Maximise project profitability by optimising materials
purchasing costs - within 5% of allocated budget
Credibility in financial controlling, optimal balance between Payback within 12 months + 15% discount from published
required quality and financial performance

Deliver project on-time, within budget, maximise customer Please bosses, customer and maintain team motivation,
pricing, returns without restocking charge

On-site vendor support, safety certificates for all materials

Jeff Doe

o Business goals – Professional project objectives

satisfaction, reduce repair and re-work expenses to 5% personal recognition for job well done meet required standards,

o Personal goals – self interests, ambitions

Ira Doe building standards to maximise longevity without need for
services) ➙ win another project for future business other companies in the field for more business
change or update

Not Known

o Decision criteria – how they will choose between Not Known

viable potential solutions

o Opportunity Canvas - Buying Centre tab

Positioning the benefits of the solution

for each key member of the Buying
Centre

Individual Value Proposition

o Articulates the benefits of your solution for the target person
o Can be used to structure a meeting follow-up
o Important in proposal presentations

Executive One-Pager
o Summarizes your message for customer-internal communication
o Helps you to reach out to Buying Centre members indirectly
o Can be used as a management summary

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 67
The Golden Circle of Communications (Simon Sinek)

Why

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 68
The Golden Circle – for Powerful Sales Arguments

Positioning the company as

Achieving end-to-end
an innovation leader and
Increasing access to high-quality transparency of the logistic
trendsetter in the market
vaccines in every location in the chain to guarantee seamless
world, without compromising efficacy delivery and 100% vaccine
and safety safety

Predictable costs for end-to-

Leading the ecosystem by aligning all end supply chain with full
the required key stakeholders transparency
(business partners) to deliver the
vaccine quickly, efficiently and safely
to build market trust and enhance the

Why
company’s reputation

High Power
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 69
The Golden Circle – in Sales Arguments

Integrated products +
services
One-Stop-Shop
Leading-edge
technology

Low power usage for

long battery life
All-in cost for world-
wide communications

Why

Medium Power
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 70
The Golden Circle – in Product Arguments

MAX-M10S ultra low

Thingstream IoT SIM card power GNSS compatible SARA-R422S LTE Cat M1/NB1
for seamless connectivity with CloudLocate modem with 2G fallback for
with global roaming multi-regional use.

Thingstream CloudLocate,
NORA-B106 ultra low Security and MQTT Anywhere
power Bluetooth module services with low cost, fixed
with open CPU function. price pay-as-you-go plans

Why

Low Power
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 71
Individual Value Proposition Template
Target Person/Group

Summary of Business Goals:

From our conversations, we learned
that you wish to…

Key Decision Criteria:

The solution you choose must…

Proposed Solution:
The solution we have proposed to
meet your requirements is
comprised of…

Benefits for You:

Based on our experience in your
industry, our solution will help you
achieve…

Competitive Differentiators:
The strength of our solution is
based on…

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 72
Example: Individual Value Proposition
Target Person/Group VP Sales – IT Company
Thank you very much for the productive meeting yesterday. From our conversation, I understand that you wish to
Summary of Business increase win rate by 10% within the next 12 months, and improve forecast accuracy to within 15% of budget within 6
Goals: months. You mentioned 3 causes for the current low win rate and lack of forecast accuracy: Missing relationships with
From our conversations, we
key decision makers, pursuing too many sales opportunities with a low win probability, and lack of customer-industry
learned that you wish to…
skills
Key Decision Criteria: We also discussed your most important criteria for choosing a solution partner: industry expertise, pragmatic tools to
The solution you choose must… support concepts, and strong references that demonstrate a fast return-on-investment.
The solution we propose is comprised of the following elements:
Proposed Solution:
The solution we have proposed § Workshops designed to help account teams understand how to identify and gain access to the real decision-makers
to meet your requirements is § A set of criteria specific to your business to improve opportunity qualification + focus resources on the right projects
comprised of…
§ Specific sales recruitment recommendations + interview techniques and reference checking
Benefits for You: We discussed the following potential benefits of the proposed solution: additional revenue, higher profitability,
Based on our experience in
improved resource allocation, as well as increased customer credibility and trust. Furthermore, improved forecast
your industry, our solution will
help you achieve… accuracy will enhance your company’s image to the financial analyst community, as well as shareholders.
Competitive The strengths of our solution are founded on: experience in your industry [reference projects at ...... and ......); guidance
Differentiators: for CRM integration to incorporate tools + concepts in salespeople’s daily work; and a track record of successful
The strength of our solution is
based on…
implementation with proven return-on-investment.
Before submitting a proposal, I would like to solicit your feedback on our understanding of your goals and our solution. I
Proposed Next Steps
will call you next week to follow-up.

Link to
Business Goal From our conversations, we understand that
Business Goals
you wish to…

Your Strengths
Key Decision
The solution you choose must …
Criteria

Solution The solution we have designed to meet your

Description requirements is comprised of ...

Benefits of From our experience in your industry, our

Solution solution will help you to achieve…

Differentiators Why you should choose our company…

Competition
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 74
Deal One-Pager

Objectives + Requirements Our Approach to Addressing Your Needs

The customer’s goals and decision criteria: Solution aligned with goals and decision criteria:
a. ______ a. ______
b. ______ b. ______
c. ______ c. ______
d. ______ d. ______

Source: RFP, BC interviews, sections 1 + 2 of Source: Section 3 of individual value propositions

individual value propositions, annual report Question: Is there a clear link with the objectives?

Anticipated Benefits for Key Stakeholders Why Our Company

Benefits of your solution for each key stakeholder: Your specific added value to the customer:

Stakeholder 1: Added value 1 – from which strength/differentiator?

Stakeholder 2: Added value 2 – from which strength/differentiator?
Stakeholder 3: Added value 3 – from which strength/differentiator?

Source: Benefit questions; business case; experience Source: Section 5 of the individual value propositions
Question: Have the benefits been experienced? Question: Do they set you apart from the comp.?

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 75
Executive Summary (example of training fall 2021)
Our Understanding of Your Needs The proposed u-blox Solution
• Ensure the quality and availability of the vaccine to keep trust by clinics and patients in the High quality components for the device
vaccine and the vaccine manufacturer. • SARA-R422S LTE Cat M1/NB1 modem with 2G fallback for multi-regional use.
• Have a global, secure robust and scalable solution for monitoring the shipments worldwide. • NORA-B106 ultra low power Bluetooth module with open CPU function.
• Provide visibility of the health status and location of shipments in the cold chain to all • MAX-M10S ultra low power GNSS compatible with CloudLocate
stakeholders and provide that status information into their enterprise systems.
Always available, cost effective and scalable connectivity Services
• Be able to detect timely incidents in the supply and provide direct visibility on delays and
• Thingstream IoT SIM card for seamless connectivity with global roaming
correction actions.
• Thingstream CloudLocate, Security and MQTT Anywhere services with low cost, fixed price pay-
• Provide a cost effective and scalable solution fulfilling at any time the need of tracking and
as-you-go plans
documenting the delivery of the vaccine.
Scalable data and device management environment
• Thingstream delivery platform with MQTT broker to manage devices and the flow of data into
other systems
u-blox partner eco-system with design partner and system integrator

Benefits for Key Stakeholders Why u-blox is the Best Partner for You
• Builds the trust into PharmaVax and the logistics ecosystem, means ensuring business continuity, secures • u-blox enables Pharmavax to connect globally its vaccine deliveries wirelessly for full logistical
profit and investments. transparency and predictive actions.
• Automating of manual error prone tasks during shipments and therefore reducing risks. • u-blox product and service combination and its partner ecosystem supports Pharmavax to reduce their
• End to end transparency of the entire logistic chain, from manufacturer to user with possibility to locate risk in their supply chain and improve the reliability.
and identify shipment, both globally as well as locally along the supply chain. • Our products and services are built to allow best in class power consumption, globally availably, easy
• Proactive intervention by stakeholders reduce cost for damages and automatically trigger replacement globally certification and end to end secure.
shipments. • We provide a comprehensive “one-stop-shop” solution and with our services to support different
• Low cost, easy scalable, fixed price or pay-as-you-go plans for Thingstream services to stake holders business models for Pharamvax stakeholders.
allows predictable investment calculation. • u-blox’s strong investment into technology innovation and security assures your long-term competitive
advantage for Pharmavax.

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 76
Example Comprehensive u-blox Solution for Cold Chain Tracking

• Together with our partners, u-blox provides a comprehensive global solution, power efficient, cost effective and secure.
• u-blox products, services and the Thingstream delivery platform can build the foundation for your scalable cold chain tracking solution.

Ecosystem
Community Modules & Chips Services Platform Benefits

Short Range BT Low Energy Sensing, Control Implement Power Efficient

NORA-B106 AOA/AOD & UI Application Business Logic
Partners Track Assets
Design Centers

Positioning GNSS/GPS Location-aaS Automate Highly Scalable

MAX-M10 Accurate Time CloudLocate Processes Serverless

Technical
Support

Connect Systems
Cellular LPWAN Security-aaS Enable Proactive Efficient
SARA-R422S 2G/M1/NBIOT Root of Trust Low Bandwidth
Intervention
Certifications
Excellent Quality
Professional Grade
IoT SIM Card Roaming Global Communication-aaS Enable Big Data Cost Effective
Roaming Communication MQTT-Anywhere Analytics Pay-as-you-go Plans

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 77
Pit-Stop
Deal Pit Stop (Facilitated Reviews)

Purpose
o Involve management in the sales process for key
opportunities
o Report on the results of the previous action plan
o Understand the current project status, and identify
strengths and concerns
o Consider possible alternative actions, and define
the best possible action plan
o Help the sales person win the deal!

Potential issues
§ Team members are not prepared for the meeting, or not present
§ Action items have not been completed as agreed
§ Meeting is misused as a control mechanism

Attendees Responsible Salesperson, Sales Leader, Sales Team Members

Preparation Salesperson + Opportunity Team updates the Opportunity Roadmap
Total Time ~60 Minutes
Goal Description Time

Goal Salesperson sets the objective – what does the Owner want to get out of it. 5

Understand Salesperson presents Opportunity Roadmap. Sales Leader + Team ask clarifying 20
questions to deepen understanding and identify potential issues

Summarize Sales Leader summarizes position today. Team rates strengths and areas of concern. 10

Actions Brainstorm all possible actions to leverage strengths and eliminate areas of concern – 15
then Owner selects the top actions to advance the sale.

Check if objective is achieved, review meeting effectiveness and define date for next
Review 10
Pit-Stop

Morning Day 1 Afternoon Day 1

Morning Day 2 Afternoon Day2
Qualification & Customer Needs &
Targeting & Approach Meeting & Engagement
Buying Centre Value Proposition

o Opportunity o Needs Analysis o Ideal u-blox prospect o Structured questions

Focusing prospecting efforts on the most

appropriate target companies

Category Characteristic Rating

Business Company is in a business sector in which we have experience or expertise, and preferably in
Sector which we have ready references to demonstrate our capabilities and results achieved
The coaching, consulting and training workshops are in a language that can be addressed by our
Languages
capabilities
Sales Force Company has at least 50 salespeople and sales support roles which equals enough workshops to
Size justify the effort in executing the sales process
Change Company is undergoing (or wants to undertake) a change in their sales force with which our
Challenges service portfolio can help
Market Top-5 in their industry, a trend-setter and opinion leader in their industry that will benefit us by
Position having them as a customer (brand basket)
Symbol Description

§ Target Client Profile helps focus effort on the kind of target Positive – Excellent match to itelligence new business potential

companies that are the most appropriate for your capabilities Neutral – Criteria met, but not positive or negative

§ A well-defined target client profile helps you evaluate new Negative – Criteria not met – could be problem to approach

inbound opportunities more quickly

? Not Known – Information not available or known

Task (30 min)

Develop the characteristics of your target client profile

Ideal Target Customer Profile

Brainstorm characteristics of your «best» clients Characteristic Description Evaluation

o Industry | size | location | etc.

Brainstorm characteristics of your «worst» clients
o Industry | size | location | etc.
Define characteristics of your ideal target client
o Use the brainstorming results to define your ideal
target client profile

o Ideal Client Profile tab

Task (15 min)

Define the most likely target people to approach

Target Roles
Determine who to approach Title Role in the Buying Process Potential Key Issue (or Coach) for Approach

o Which roles are the most logical

o Needs you can satisfy
o References from existing clients
o Previous contacts
o Transfer from other client

o Target Client Profile tab

Identifying a business need as the basis

to build your approach

Gain Creators
Gains

Gains
Pains

Products &
Jobs
Services
bs

Pr
Pains
Jo

od
uc
ts
&
Se
Pain Relievers rv
ic
es
Pain Relievers
Value Proposition Canvas for Tesla
45-year old married male with 2 children
Gain Creators
No
Long range Congestion Tax Incentives +
Charge High Safety Rating Long Battery
(>450 km) Image of Rebates (Euro NCAP) Range (~500km)
Success

Free Prestige Low Maintenance Software Updates

Charging «Green» High Resale Costs Over the Air
Sunday Image Value
Self-Driving
Drives Super-Charger
Ability Free Parking in
Low Cost Low Price Network Many Big Cities
Commute to Operation Parking
School Run High Safety
Work Rating
No Congestion High Performance
Low Cost High
Charges (0-100 in 2.9 sec)
Business Maintenance Performance
Family Gains
Travel
Weekend Charger Pains
Perception as
Installation @
Visit Mum Elite
Home High-Speed
(x-country) Carpool for 5+2 Seats
Kids Charging (Model X)
High Cost of Fear of Dead Long Delivery
Electricity Battery Time
Grocery
Battery Upgrades 1.800 Litre
Shopping Self-Driving Mode
Useless During Need for On-line Luggage Space
Finding
Power Outage More Space Chargers
Zero Emission Low Maintenance
bs

Purchase Tax Pr
Jo

Geek High Purchase Credits Vehicles Costs od

Long Recharge uc
Perception Price ts
Time &
Se
Attractive Free Charging @ Model 3 rv
Model X (SUV) ic
Financing Many Stations (Budget Model) es
Pain Relievers
What are
customer
jobs
(tasks)?
Value Proposition Canvas ➙ Customer Profile

Describes what customers Describes the positive

are trying to accomplish things customers want to
➙ Functional / social / happen when the job is
emotional / supporting done right – 4 levels:
➙ Required
Gains ➙ Expected
Consider different phases
➙ Desired
§ Preparation ➙ planning,
gathering data + tools,
Describes the negative
service set-up, confirm
outcomes customers
§ Execution ➙ Monitoring Tasks encounter when trying
progress, making (but failing) to do a job -
corrections 3 kinds:
§ Conclusion Pains ➙ Undesirable outcomes
§ Troubleshooting ➙ Obstacles
➙ Risks

Potential Gain #1: Required Potential Gain #2: Expected

o What must work for a complete job o Basic things that should work
o Without this, the job is of no use o Job could still be done without them
o Example o Example
§ New Car must transport you from A ➙ B § Wipers, lights, windows, radio, etc. should work as
expected (car would still run without them)

Potential Gain #3: Desired

o Go beyond expectation ➙ «Nice to have» if possible
o Customers can usually name them
o Example (new car)
§ Smartphone works seamlessly with in-car sound system
§ Computer tells you when service is required –
§ GPS programs destination from next meeting in agenda

o Functional pains
§ Describes an unexpected or wrong result
§ A solution that doesn’t work
o Social pains
§ When the customer «looks bad» to others
o Emotional pains
o When the customer «feels bad»
o From the result, or in the process of
using
o Ancillary pains
§ Annoyance or disappointment
§ Suitcase that breaks on the first trip
§ Car that breaks down when new

Potential Pain #2: Obstacles

o Prevent customer from doing a job
o Slow things down
o Require work-arounds
§ Lack of time, money or tools
§ Timing of vendor delivery
§ Availability of Resources
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 98
Customer Pains… Risks

Things that could go wrong

o Causes worry
o Creates stress
o Demands more planning
o Contingency Plans
o Additional costs
o Hesitation in doing the job

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 99
VPC – Identify Target Roles + Outline Jobs | Pains | Gains

Task (30 min)

Select 2-3 roles in your target prospects ➙ outline the jobs they must do in your domain of activity

Working individually or in teams

o Identify 2-3 key roles you want to approach
o Define the jobs they must accomplish
§ Functional jobs, social jobs, emotional jobs, and supporting jobs
o Define the pains they encounter while doing those jobs
o Define the gains they obtain by doing those jobs
Present findings
o Present your team’s ideas briefly

o Value Proposition Canvas + Templates for Jobs

o Templates for sales opportunities

Value Proposition Canvas + Value Statements

Target Person:

Target Customer Profile Vendor Value Map - What We Can Offer to Help

Customer Jobs Customer Gains Gain Creators Products & Services

Customer Pains Pain Relievers

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 101
Value Proposition Canvas ➙ Vendor Value Map

Describes how your

products can create Solutions we can
more of the gains offer to help the
customers require, customer accomplish
expect or desire, and their [role-specific]
potentially the «wow Gain Creators jobs in your domain
factor» by providing of activity.
them something that
➙ Products
they do not expect.
➙ Services
➙ Know-how
Describe how your Products & ➙ Skills
products and services Services ➙ People
alleviate the pains, ➙ Network
problems, remove the
➙ Designs
obstacles, minimise risks
that the customer
➙ Training
encounters Pain Relievers ➙ Templates

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 102
Ideas to Create Customer Value – 4 Actions Model

Removing all or part of a Reduce

job, need for preparation, Complexity, # of steps to
clean-up, multi-step Which factors could we reduce
well below the industry standard? accomplish task, costs,
combinations, etc. inputs, labour, tools

Eliminate Create
Which factors that are «normal» or taken New Which factors could we create that the
for granted could be eliminated? Value industry has never offered?

Guarantee, service interval, One-step reporting,

hours of operation, data Raise integrated safety checks
quantity, quality, speed,
accessibility, customer service, Which factors could we raise well
on-site replacement stock above the industry standard?

Potential Gain #4: Unexpected

o Wow factor
o Goes beyond desired gains
o Customers usually cannot name them
§ They don’t know what to ask for
o Example
§ Electric car…
§ Network of super-charging stations
§ Free petrol car rental for long road
trips

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 104
Gain Creators – Coaching Questions
1. Which savings would make your customers happy (time, money, and effort)?
2. What quality levels do they expect, and what would they wish for more or less of?
3. How do current value propositions delight your customers?
a) Which specific features do they enjoy?
b) What level of performance and quality do they expect?
4. What would make your customers’ jobs or lives easier?
a) Could there be a flatter learning curve, more services, or lower costs of ownership?
5. What positive social consequences do your customers desire?
a) What makes them look good?
b) What increases their power or their status?
6. What are customers looking for most? Are they searching for high quality, guarantees, specific or more
features?
7. What do customers dream about? What do they aspire to achieve, or what would be a big relief to them?
8. How do your customers measure success and failure? How do they gauge performance or cost?
9. What would increase your customers’ likelihood of adopting a value proposition?
a) Lower cost, less investment?
b) Lower risk, or better quality?

Could your products and services…

1. … produce savings (time, money, or efforts)?
2. ... make your customers feel better – by eliminating frustrations, annoyances, and headaches?
3. ... fix under-performing solutions – by introducing new features or enhanced quality?
4. ... eliminate difficulties and challenges customers encounter in doing the jobs they must accomplish?
5. ... reduce negative social consequences encountered or feared (loss of face, power, trust, or status).
6. ... eliminate risks your customers fear (financial, social, technical, operational, reputational, etc.)?
7. ... help your customers sleep better at night – by reducing concerns, or eliminating worries?
8. ... limit or minimize common mistakes – by ensuring they use a solution the right way?
9. ... eliminate barriers that are keeping your customer from adopting value propositions? Introducing
lower or no upfront investment costs, a flatter learning curve, or eliminating other obstacles preventing
adoption.

Task (20 min)

Develop the value map for each of the different roles in your target prospects

Working in teams – based on the jobs, pains and gains identified

o Define your potential solution offering – how will this help them accomplish the jobs they must do?
o Outline potential gain creators
§ What could you do to create a «wow» factor?
§ Something the customer does not expect that your solution or organisation can deliver
o Outline potential potential pain relievers
Present findings
o Present best examples

o Value Proposition Canvas Tab

Value Proposition Canvas + Value Statements

Target Person:

Target Customer Profile Vendor Value Map - What We Can Offer to Help

Customer Jobs Customer Gains Gain Creators Products & Services

Customer Pains Pain Relievers

Value Proposition Canvas + Value Statements

Target Person: John Smith – Head of Insights

Target Customer Profile Toluna Value Map - What We Can Offer to Help
Customer Tasks Customer Gains Gain Creators Products & Services
Provide real-time market information for new product development and Accurate, timely measurement of brand, new product feature set and Fast set-up and deployment and the largest panel in the world to ensure
Toluna Start DIY
investment decisions other critical decision-support data the right feedback in timely fashion
Successful new product launches targeted at the right segments with Faster feedback for new packaging variants, and new product features
Track brand engagement market by market + segment by segment Toluna Start A-DIY (CSM Team)
correct positioning and pricing and development with high accuracy
Near-real-time information on brand impact of competitive product
Identify trends in the market to support product upgrades Full-Service Support
launches & marketing
Identify new services that are desired by the market in key segments
Research Capability (Harris)
served by the company
Track competitive activity and impact on brand awareness and trust Customer Pains Pain Relievers
Information not available in the time-frame required and does not Full service support when required to meet tight deadlines or challenging
Measure new packaging model acceptance before launch
support the decision-making process project specifications
Manage costs transparently to demonstrate clear return-on-marketing- Largest proprietary panel with high segmentation to ensure the right
Panels not appropriate market segment – data erroneous
investment kind of feedback for each segment
Surveys difficult to set-up and require too much time to deploy ➙ Set-up and training from support team to get your people up-to-speed
delayed results and in accurate data quickly and effectively
Unclear pricing that makes it challenging to allocate costs for each Credit-based pricing to facilitate easy internal cost calculation and
project and survey to the right department allotment to each projet + survey

Solution We Offer (Pain Reliever) For Whom Job, Pain or Gain It Addresses Benefit Delivered
Allows anyone in your organisation to set-up and This helps ensure that the right kind of survey is This reduces the amount of time and effort for
Our complete offering with DIY, A-DIY and full
deploy the surveys they need to get the going to the right target market to increase the each survey and increased the quantity and quality
service options
information they want quickly + cost-effectively accuracy of the data you obtain of information obtained within hours or days

Leveraging the research to approach

target people

Appointment Email/LinkedIn Message

o Clear purpose – request for a meeting
o Context:
§ Existing relationships (internal contacts / references)
§ Link to potential customer problems, objectives, and needs
o Suggest agenda – ask for feedback
o Why the target person should make time for the meeting (WIIFM)
o Potential customer benefits you achieved with similar organisations
o Suggested timing

Potential issues
• Poor headline – does not interest reader on smartphone à deleted message
• First paragraph spent talking about you, not about them
• No urgency to move fast – include preliminary ROI
©2022
© 2023 Innovate+Grow
Innovate+Grow Group
Group sàrl sàrl – all rights
for CeveyGroup – Allreserved - Page–112
Rights Reserved Page 112
The Usual Way

Hello Charlie –

I would really like to meet with you. Our company has a really broad portfolio of products and
services that I believe would benefit your company enormously. We are the market leader and have
been doing business for more years than I can count.

I will be in your town on Thursday next week and could make time between 13:00 – 14:30 to meet
with you. Please confirm. Look forward to meeting you.

Best regards,
Sally Sales

©2022
© 2023 Innovate+Grow
Innovate+Grow Group
Group sàrl sàrl – all rights
for CeveyGroup – Allreserved - Page–113
Rights Reserved Page 113
No
Hi Greg,
I see that you are currently using the New Relic software to monitor network
traffic. In my conversations with IT leaders in your industry at companies such
as ABC, XYZ and PDQ and I have found that a common theme is their concern
with the flow of Internet traffic outside their firewall.
Approach One IT Manager said that if he knew what was happening upstream it would
E-mail allow her to analyze and troubleshoot issues before they became major
problems, giving her team the ability to be proactive and prevent interruptions
Example rather than just react to them in «fire fighting» mode.
How big a concern is this issue for you and your team? When could have a 15-
(integrate the success story)
minute conversation to discuss how we could potentially help you focus more
on strategic initiatives to improve performance rather than fighting fires?

Kind Regards,
Nick

Target Person: Sales Director

Subject: Improving retention of key accounts

Potential I read with interest in the Handelsblatt last week that your company had lost 2 of its major accounts to the
Customer competitor due to a «lack of engagement». Sales teams are often challenged by how to continue creating value for
Problems their key customers to create a mutually beneficial relationship.

We can help your key account teams create an active business development plan collaboratively with your
Potential
customers using in-depth analysis tools and methods to identify value areas that the customer validates. Together,
Customer Benefits
they create a mutually agreed business development plan to benefit both parties.

To provide you some more details on how we do this… I would like suggest that we set-up an initial phone call
Request for
together. Your assistant said Monday 14:00 or Tuesday 11:00 were available in your schedule. Please let me know
Meeting
which works better for you – or suggest an alternative. I will call your assistant on Thursday to follow-up.

Look forward to speaking with you and if there is a basis on which to continue the discussion, to meet you in
Call to Action
person in the coming weeks.

o Is X a priority for you right now? o I know you're an expert in [Topic]. I thought of you
o Did you know [interesting statistic]? when I saw X and wanted to share it with you.
o What do you think about [industry event]? o How do you know [shared connection]? We worked
together on ...
o What would it mean to you if your business was able
to achieve [benefit]? o [Mutual connection] recommended we talk.
o Yesterday, you did X. What led you do choosing that? o Like you, I [love X activity, am interested in Y cause,
participate in Z organization].
o How can I make your life easier?
o I saw your comment in [X organization, LinkedIn
o I noticed your company recently ... group, Facebook group, etc.] and thought it was
o Congratulations on [career move] ... interesting.
o I have a few suggestions for capitalizing on o I have an idea to address [pain point].
[opportunity]. o I recently came across this content piece and thought
o I saw your competitor, [Company name], in the news you'd find it valuable ...
for [big announcement]. o I've been following Y, and I'm curious to learn a bit
o I loved your post/tweet/blog on X. more about X.
o Great insights at the Y Summit ... o I don't know how you feel about X, but to me it's ...
o I've long been a fan of ... o I help companies like yours solve [pain point] by ...
o Hoping to get your advice on X. o I recently helped a company like yours [increase
revenue by X percent, save Y hours every month,
produce Z percent more product per quarter].

Target Person: Plant Manager

Hello Mr. Smith, this is Anders Lindvist from PIAB. I sent you an e-mail last week based on the referral from your colleague Mark
Introduction Jones. Is this a good time to talk for a few minutes?

(Tip: do not assume they read or remember your e-mail)

Reason for Call Mark suggested I call you to see if our material handling solutions could help your company reduce cross-contamination, as we did
for his production line.

Refer to Potential We helped Mark reduce down-time costs by 75% by eliminating cross-contamination, and the need to stop and clean machines
during production runs. He thought this might be something that could help you as well. I would like to understand your
Customer Problem environment and share some of our success stories to see if our solutions could work in your business.

Request for I will be in your city on Thursday and Friday, and would like to meet with you on Thursday afternoon or Friday morning. Please let
Meeting me know which time slot works best for you.

Look forward to meeting you in person on Friday morning, in your office at 09:30 – thank you for your time today. I will send a
Greetings confirmation e-mail shortly and copy your assistant to ensure the appointment is booked in your agenda.

Task
Draft an Appointment E-mail and/or phone call script to obtain a meeting with your target person / people

Individually: Target Person:

Headline

o Develop one or more of the following: Potential Customer

Problems

§ Approach e-mail

E-mail
Potential Customer
Benefits

§ Phone script Request for Meeting

o Integrate identified customer problems, objectives, Call to Action

and needs from the Value Proposition Canvas

Target Person:

Work in pairs: Introduction

o Alternate taking the target executive role to Reason for Call

Phone Call
challenge your colleague’s e-mail approach Refer to Potential
Customer Problem

o Provide suggestions to improve Request for Meeting

Greetings

o Appointment E-mail + Telephone Call Templates

Smartphone Test
o Write the email and send it to your smartphone

Consider the following:

o Subject line is key – (avoid SPAM)
o Why did you contact the person?
o Be clear in the e-mail with WIIFM
o Keep it short – test the amount of scrolling!

I really get angry when

vendors come to meetings
Top Customer Expectations
without proper preparation 1 Come well prepared to the meeting
I am sick and tired of
2 Understand my business and industry educating salespeople about our
business and industry

3 Give me the feeling of being well-

understood
Salespeople should focus I can read the web site and
more on the specific issues 4 Demonstrate subject matter expertise brochures too… please bring
I am facing, not just me something more!
bringing standard
presentations that have no
5 Provide only customer-relevant
information
connection to my business
6 Clearly defined (and executed) next
I want to participate in this
steps process, not have something
The quantification of benefits 7 Create solution collaboratively
ready-made shoved down my
throat
really helps me position the
value of the project internally
8 Discuss and quantify solution benefits

o Social Media profile to position knowledge, expertise, experience + capabilities to help customers
Prepare o Value Proposition Canvas ➙ Pain Relievers, Gain Creators ➙ Meeting One-Pager
o Structured Questions + Credibility Statements, Reference Stories, E-mail + Telephone Approach Strategy

o Introduction ➙ Agree agenda ➙ Position yourself to ask questions (storytelling)

Open o Use Meeting One-Pager to structure the meeting

Ask questions to…

Analyse Needs o Validate identified business problems, and develop additional needs
o Influence decision criteria to match your strengths

o Position your products, services + capabilities to address customer problems & needs developed
Present o Use credibility statements + structured benefit questions to help customer quantify potential benefits
Solution o Determine ways to help the customer experience the benefits (test drive effect)
o Identify potential references to reduce the perception of risk

Gain o Uncover and handle possible objections

Commitment o Ask for commitment to agreed outcome ➙ propose Collaborative Action Plan

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 124
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 125
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 126
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 127
Meeting One-Pager

Proposed Agenda Meeting Purpose

1. Follow-up from last meeting 4. Potential solutions
2. Current situation 5. Anticipated Benefits
3. Areas to explore 6. Next steps

Current Situation Areas to Explore

Potential Solutions Anticipated Benefits

Why this
meeting is
important to
the customer
Research you
conducted on Proposed Agenda Meeting Purpose
the company to 1. Validate understanding of the
current situation
3. Share potential AMS options
4. Understand preferences
o Confirm our understanding of your needs and the scope of the services
required to create a commercial offer

learn about 2. Discuss areas to explore around

AMS
5. Discuss Anticipated Benefits
6. Outline Next steps

their business Current Situation

o Implementation of S4 on-going for one major site
Areas to Explore
o Understanding your preferences for AMS options (on-shore vs. off-shore
o Roll-out plan for remaining sites globally for support, fixed price vs. time & materials, etc.)
o Benefits expected from S4 roll-out o Discuss impact of make vs. buy decision on project roll-out
o Expectations for AMS solution o Timeline of the global S4 roll-out
o Resource constraints with current skill sets o Collaboration between headquarters and country organisations
o Innovation ideas that leverage the S4 platform

Potential Solutions Anticipated Benefits

o itelligence AMS for S4 implementation + operation to provide a stable o Freeing resources to focus on the right tasks
platform o Stable and reliable S4 platform to more effectively manage spare parts
o Advisory services for continuous improvement inventory
o Governance structure to enable innovation o Building the basis for future growth with a scalable platform
o Supporting growth and profitability goals of Plasser & Theurer through
structured innovation
o Obtain information not available else-
Information where (web site, LinkedIn, etc.)
o Not interesting for customers (only
providing information they already know)
o Validate needs identified in preparation
(Value Proposition Canvas, needs analysis)
o Uncover new needs
o Interesting for customer – engages them
Need
(identify)
in examining their business

o Elevate the needs by helping customer

Impact understand the impact of the need on
other parts of the organisation
(enlarge) o Increases urgency ➙ motivates them to
act on the need and pursue a solution
o Present relevant elements of your
solution ➙ focus on the role-specific
benefits for the individual Product / Service
o Explain what you do and how it will help
them address their needs
o Quantify the benefits of the solution in

Benefit terms that are relevant to the customer

o Understand the measures that are
(quantify) relevant to each person and role in the
customer’s Buying Team

Before During After

Before the Meeting During the Meeting After the Meeting

Get the target person’s attention Set the stage – agree the agenda Concise summary of key points discussed
Give assistants an easy way to deliver your Earn the right to ask questions Tool for the customer to communicate
message to the target person Position your sales approach as a internally with colleagues
differentiator
Develop needs before presenting solution

Proposed Agenda Meeting Purpose

1. Validate understanding of the 3. Share potential AMS options o Confirm our understanding of your needs and the scope of the
current situation 4. Understand preferences services required to create a commercial offer
2. Discuss areas to explore around 5. Discuss Anticipated Benefits
AMS 6. Outline Next steps

Current Situation Areas to Explore

o Implementation of S4 on-going for one major site o Understanding your preferences for AMS options (on-shore vs. off-
o Roll-out plan for remaining sites globally shore for support, fixed price vs. time & materials, etc.)
o Benefits expected from S4 roll-out o Discuss impact of make vs. buy decision on project roll-out
o Expectations for AMS solution o Timeline of the global S4 roll-out
o Resource constraints with current skill sets o Collaboration between headquarters and country organisations
o Innovation ideas that leverage the S4 platform

Potential Solutions Anticipated Benefits

o itelligence AMS for S4 implementation + operation to provide a o Freeing resources to focus on the right tasks
stable platform o Stable and reliable S4 platform to more effectively manage spare
o Advisory services for continuous improvement parts inventory
o Governance structure to enable innovation o Building the basis for future growth with a scalable platform
o Supporting growth and profitability goals of Plasser & Theurer
through structured innovation

Demonstrate Proposed Agenda Meeting Purpose

professionalism 1. Follow-up from last

meeting
3. Potential solutions
4. Anticipated Benefits
2. Current situation 5. Next steps
o Show that you listened 3. Areas to explore

Current Situation Areas to Explore

+ learned

Provide a customer Potential Solutions Anticipated Benefits

communication tool
o Explain the interaction
o Involve other people Our Understanding of Your Situation Understanding of Your Needs
o Inform them about the o What you learned in the meeting o Needs validated
o Updated information o New needs identified
discussion o Etc.

Our Approach Next Steps

o Solutions proposed and discussed o What happens next
o Anticipated benefits identified o Who does what

Task (30 min - homework)

Develop a Meeting One-Pager for an upcoming meeting

Proposed Agenda Meeting Purpose

For the upcoming meeting 1. Follow-up from last meeting

2. Current situation
3. Areas to explore
4. Potential solutions
5. Anticipated Benefits
6. Next steps

o Consolidate the preparation work Current Situation Areas to Explore

§ Research
§ Value Proposition Canvas
o Draft a Meeting One-Pager Potential Solutions Anticipated Benefits

With another team (optional)

o Practice using the Meeting One-Pager to open a
meeting

o Meeting One-Pager template

Morning Day 1 Afternoon Day 1

Morning Day 2 Afternoon Day2
Qualification & Customer Needs &
Targeting & Approach Meeting & Engagement
Buying Centre Value Proposition

o Opportunity o Needs Analysis o Ideal u-blox prospect o Structured questions

o Introduction ➙ Agree agenda ➙ Position yourself to ask questions (storytelling)

Open o Use Meeting One-Pager to structure the meeting

Ask questions to…

Analyse Needs o Validate identified business problems, and develop additional needs
o Influence decision criteria to match your strengths

Gain o Uncover and handle possible objections

Commitment o Ask for commitment to agreed outcome ➙ propose Collaborative Action Plan

Questions that begin with… Examples:

o Who
o What What is the maintenance routine you have to
o When ensure maximum up-time of your systems today?
o Where
o Why How did you resolve the problem in the field?
o How
o Which
Which course of action would you choose now?
o Etc.

Obtains more information, detailed responses

How many service calls do you typically

have on your systems per year?

Which course of action do you typically

take when this need arises?

How do you deal with interruptions in

your day-to-day work-flow?

How often do service

technicians encounter
user errors?

What led to your

choosing that specific
course of action?

Which interrupts your

work-flow most,
meetings or phone
calls?
Questioning Model

Information o Obtain information not available else-

where (web site, LinkedIn, etc.)
o Validate needs identified in o Not interesting for customers (only
preparation (Value Proposition Canvas, providing information they already
needs analysis) know)
o Uncover new needs
o Interesting for customer – engages Need
them in examining their business (identify)

o Elevate the needs by helping customer

understand the impact of the need on

Impact other parts of the organisation

o Increases urgency ➙ motivates them
(enlarge) to act on the need and pursue a
solution
o Present relevant elements of your
solution ➙ focus on the role-specific
benefits for the individual Product / Service o Quantify the benefits of the solution in
o Explain what you do and how it will
help them address their needs terms that are relevant to the
customer

Benefit
o Understand the measures that are
relevant to each person and role in the
(quantify) customer’s Buying Centre

Information
Type of
Open neutral or leading question
Question

Need Gather factual information that is not available from other sources
(identify)
Purpose (web, LinkedIn, SFDC, etc.) ➙ fill in the missing pieces to focus the
conversation about potential needs

Impact 1. How important a role does innovation play in your strategy?

(enlarge) 2. How important is service for your clients?
Examples
3. What differentiates you in the market from competitors?
Product / Service 4. Which market segments would you like to enter next?

1. Do your homework – identify topics not addressed in other

Benefit Tips information sources – web site, LinkedIn, etc. Google, analyst
reports, internal sources – CRM – etc.)
(quantify)

Type of
Information Open neutral or leading question
Question

Need- Validate needs identified in preparation work (Value Proposition

Purpose Canvas, needs analysis, etc.) + uncover pain and/or develop needs in
Problem areas where you can offer solutions.
(identify)

1. Which of your competitors poses the greatest challenge today?

2. What are the biggest challenges in bringing out new products?
Impact 3. How do you respond to major market shifts?
(enlarge) Example 4. Which departments have the hardest time cooperating?
5. How long do new «innovation» take to deliver?
6. How do you balance resources between day-to-day operations
Product / Service and strategic innovation / transformation projects & initiatives?

Focus on identifying needs in areas that you can address with your
Benefit Tips products or services (even if other topics are intellectually
interesting)
(quantify)

Develop information and problem questions – for your case

Prepare the information and problem questions for the upcoming meeting using model examples

Individually:
1. Prepare your questions for the upcoming meeting Information Questions Problem Questions
Question Based Conversations
Probable Answer Impact Questions Solution Questions Benefit Questions
How often do you end up
In which areas do you have

2. Consider the kind of information you would like to the biggest challenges today?
pursuing opportunities that
result in a failed proposal?
How would you rate the

obtain How do you qualify

opportunities today?
consistency of opportunity
qualification today? Who is
typically involved?

Work in pairs:
How often is a no-go
What is your win rate today?
opportunity still pursued?
How many people are What is the most common
typically involved in a sales reason for proposal

1. Alternate playing the target customer role to process?

How many days do you
rejection?
How often is a pre-sales
typically invest in an engineer not available to

challenge and improve your colleague’s questions opportunity before making a

go / no-go decision?
support the sales team in an
opportunity pursuit?
How often do you make a
How are no-go decisions

2. Share your best examples with the group

no-go decision? (Do you stick
viewed by top management?
to it?)

o Questions tab

Type of
Information Open leading question / Closed question
Question
Expand the customer’s perception of the problem and increase the urgency
Purpose (to motivate them to act) by exploring the identified need’s effect on other
Need parts of their business, customers, suppliers, etc.
(identify)
1. What challenges does this create?
2. How does this impact quality & consistency?
3. Which management challenges does this create?
Impact Example
4. What impact does that have on your ability to scale up?
(enlarge)
5. How is service quality impacted if you cannot find the right resources?
6. What impact does this have on your cost per person?
Product / Service 7. How do you identify people with the right skills to fill vacant positions?
8. How do you address the need for the variety of skills required?

Anticipate the answer to the need questions ➙ define questions to expand

Benefit Tips on the customer’s answer
(quantify) Consider impact on time, people, process, investment plans and existing cost

Answer to Need-Problem
Need-Problem Question ➙ Impact Question
Question
1. How long does it take to get your production
back on-line?
2. How many people are involved?
How does this issue impact It stops our production at 3. How does this impact your production
your day-to-day operations? least twice per week. schedule?
4. What effect does this have on your
deliveries? What penalties are involved?
5. How much does this cost?

Develop follow-on
Transferred need Use your experience to impact questions to
questions –from previous anticipate the
Avoid the obtain more information
exercise customer’s answer temptation to and increase the
jump in here perception of urgency
and solve the
«wrong»
problem

Information Benefits focused statements +

Content Open leading questions ➙ to explore other benefits the customer sees
Summary + closed question ➙ to confirm benefits agreed

Need Explain + demonstrates how your solution helps the customer to address the need
Purpose identified, and minimise the impact developed ➙ benefits the individual + the
(identify) organisation

1. Our qualification scorecard helps you identify the opportunities with the
highest probability of success to better focus time and resources – which has
Impact 2.
helped many of our clients increase win rate on average by 30%
What else would systematic rigorous qualification help your sales and pre-sales
(enlarge) Example
teams do more effectively with their time? (answer)
3. Just to confirm, you said that in addition to increasing win rate, systematic
qualification will help you improve resource utilisation, and increase forecast
Solution (Product / Service) accuracy – did I understand that correctly? Anything else?

Translate your solution’s capabilities into the customer’s business – explain how it
will address the customer’s need, and articulate the benefits (quantified if possible)
Benefit Tips Use questions to expand the benefits (they may see things you do not) and confirm
(quantify) those benefits with a closed question to ensure agreement

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 152
Show Me the Money…
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 153
Quantify the Results - Benefit Questions

Open leading questions – to help customer quantify the benefits in terms relevant
Information Type of to them and their business
Question Summary statement to confirm benefits agreed
Confirmation (closed) questions – to confirm the benefits agreed

Need Helps the customer to quantify the potential benefits of addressing the need with
Purpose your proposed solution
(identify)
1. How much would a 70% reduction in service calls impact your on-site
maintenance costs in the first year?
a) What would be the impact on spares inventory?

Impact
b) To which projects would you re-allocate the freed resources?
c) How will this impact profitability?
(enlarge)
Example 2. So let me just confirm – you said that a 70% reduction in service calls would
save you approximately 300 man-days per year, and reduce spares inventory
by 40-50%, and increase services profitability by 9-12% in year 1, 15% in year
Product / Service 3.
2. Did I understand all that correctly?
Can we use these figures to calculate the business case for this project?

Get the customer to articulate the benefits in terms that are relevant to their
Benefit Tips position + role. Use these confirmed figures as the basis on which to build a
business case.
(quantify)

Anticipate potential impact and benefit questions

Prepare potential impact and benefit questions based on the conversation created with the problem questions

Working individually… prepare questions for an

upcoming meeting
Question Based Conversations
Information Questions Problem Questions Probable Answer Impact Questions Solution Questions Benefit Questions
Proposed Solution: a Qualification
How do you review Scorecard that makes opportunity

1. Follow the logic from the information and problem How do you qualify
opportunities today?
opportunities to determine
their fit to your company’s
qualification more systematic
based on I+G best practices + key

questions
strengths & capabilities? issues identified through win and
loss analyses/

If you could save 2 sales + pre-

How often do you end up With a hit rate of 22% today, 4 How does that impact resource How would more systematic

2. Develop impact and benefit questions based on the

In which areas do you have the sales days’ effort on no-go
pursuing opportunities that out of 5 proposals are not utilisation in both sales and pre- qualification help you optimise
biggest challenges today? opportunities – how much
result in a failed proposal? accepted and lead to losses. sales? resource utilisation?
would that be worth to you?

probable conversation that would follow How do you qualify

How would you rate the
consistency of opportunity
On how many opportunities are
you potentially missing out by
What else would systematic
rigorous qualification help your
How much more profit would
you make by focusing your
sales and pre-sales teams do resources on the right

Work in pairs:
opportunities today? qualification today? Who is spreading your resources so
more effectively with their opportunities and increasing
typically involved? thinly?
time? win rate to 35% ?
What is the most common How many more of your

1. Alternate playing the target customer role to

How would you apply a tool like
How often is a no-go reason (other than price) that salespeople would achieve their
What is your win rate today? the scorecard in your day-to-day
opportunity still pursued? prospects give you today for targets by focusing their efforts
opportunity reviews?

challenge and improve your colleague’s impact and

rejecting your proposals? on the right opportunities?
How many people are typically What is the most common

benefit questions
involved in a sales process? reason for proposal rejection?
How often is a pre-sales
How many days do you typically
engineer not available to
invest in an opportunity before

2. Share your best examples with the group

support the sales team in an
making a go / no-go decision?
opportunity pursuit?
How often do you make a no- How are no-go decisions
go decision? (Do you stick to it?) viewed by top management?

o Questions tab

© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 159
A Question-Based Conversation
When we worked with XYZ Ltd. to automate their spice handling process, one of the key issues they faced was
Credibility Statement cross-contamination between batches, and the long down-time it took to disassemble and clean the machines
between runs.

Information / Problem How do you manage the cross-contamination problem in your production?

Information How does this issue affect you?

Problem How much down-time does this create in your production process?

Impact How does this impact your delivery schedule?

Benefit How many man-hours would be saved if we could help you to eliminate the cross-contamination problem?

Information What other issues impact your production scheduling & execution?

Information Which one of those is most significant for you now?

Information What have you done to address it up to now?

Problem How does that impact production schedules?

Impact How often does that occur?

Etc….

Credibility Credibility (Context)

Information
Statement Statements
o Demonstrate expertise
in the customer’s
Need Credibility
business
(identify) Statement
o Help customers feel
more comfortable
providing information
Credibility
Statement
Impact o Provide a «platform» for
(enlarge) the question
o Frame the potential
Credibility answer (provide
Product / Service Statement context)

Credibility
Statement
Benefit
(quantify)

In our experience a 1% failure rate for oil Information What is the typical failure rate you
seals in high-pressure applications is quite experience in your production
common in the heavy machine industry… environment?

Many of my customers that produce bags

face the challenge of maintaining
Need
(identify) How do you manage temperature
consistent temperatures during the consistency during the blending process?
blending process which often leads to
layer separation…

When the recall rate is over 10%, many of

my customers experience a significant
Impact How do handle work-flow interruptions in
(enlarge) your production environment?
disruption of their work-flow and resource
scheduling…

Using our solution, one of my customers

eliminated 90% of their recalls and
increased production volume 15% with the
Benefit How would eliminating 90% of recalls
affect your production capability?
(quantify)
same staff

Credibility Statement Question Type Question

We support MSPs around the world – and help
What is the margin you currently generate
them generate margins of 70-80% using our white Information
from your SD-WAN products?
label SD-WAN solution
Differentiating MSP and SD-WAN offers can be a
challenge. Many platforms are very similar. Our
How do you differentiate and maintain price
customers use the software we provide to build Problem
in competitive situations today?
their own brands and avoid commodity price
competition.
Many of the most expensive services our MSP
customers sell are highly dependent on network
How often do you experience this? How
quality and stability (VDI, DaaS, Firewall as a
Impact does it impact your operations?
Service, UCAAS, and CCAAS) – and often let down
No ➙ That’s incredible!
by the least expensive component of the
connectivity infrastructure – the WAN
If I could help you grow your business and
I’ve helped companies like you build their brand,
Benefit deliver these benefits, what would be your
build product portfolios and increase margin.
process to make the decision to move ahead?
©2022 Innovate+Grow Group sàrl – all rights reserved - Page 164
© 2023 Innovate+Grow Group sàrl for CeveyGroup – All Rights Reserved – Page 164
Prepare Credibility (Context) Statements

Formulate potential credibility statements for your questions

Using your experience & expertise formulate potential credibility statements

Working in teams
1. Formulate credibility statements for each type of Creating Question-Based Converations

question (review questions created to determine

Credibility Statements Information Questions Credibility Statements Problem Questions Probable Answer Credibility Statements Impact Questions Solution Questions Credibility Statements Benefit Questions
0 0 0 0 0 0

0 0 0 0 0 0

how best to establish credibility with the customer

0 0 0 0 0 0

to ask the questions + frame the answer)

0 0 0 0 0 0

0
Transferred 0

0
Transferred Transferred
0

0
0

0
Transferred Transferred
0

0
0

0
Transferred
Automatically
0 0 Automatically Automatically
0 Automatically Automatically
0 0 0 Automatically

2. Discuss and improve them

0 0 0 0 0 0

3. Prepare to share some options

0 0 0 0 0 0

Plenum
0 0 0 0 0 0

0 0 0 0 0 0

o Share best examples in plenum

o Template – credibility statements

Determine what you will implement

Capture the actions required in order to implement change in your habits

What will you: Start Doing Stop Doing Continue Doing

Continue – What are you doing right?

Start – What to start doing?
Stop – What to stop doing?

Worksheet Continue, Start, Stop

Use the tools + process

o Research
§ Identify real potential needs
§ References + referrals
o Prepare
§ Approach strategy
§ Communications
§ Meeting One-Pager
§ Questions
§ Anticipate Objections
Execute the plan
o Schedule 1st implementation review after 3
months
o Repeat reviews regularly!

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Arpat Case - Questions
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