© solution selling, inc. 2008 page 0 mmtc sales process map: (draft 9/16/09) close im...

© Solution Selling, Inc. • 2008 PAGE 1www.solutionselling.com

MMTC Sales Process Map: (Draft 9/16/09)

Close IM Analyze Develop Prove NegotiatePlan Implement

What HELP is available?Define needs/wants & requirements

Evaluate options

Select solutions and evaluate risk Resolve issues and finalize contracts Implement and

evaluate success

Get necessary documents signed

Identify potential beneficiary

Establish trust and credibility

Stimulate interest Identify perceived

pain Conduct plant

tour Confirm and

prioritize pain Confirm dialogue

and agree upon next steps

Diagnose admitted pain of Sponsor

Create or reengineer vision for sponsor

Gain agreement to explore further

Negotiate access to power

Confirm dialogue and agree upon next steps

Diagnose admit-ted pain of Power

Create or reengineer vision for power sponsor


Determine evaluation criteria

Propose a plan of next steps

Confirm dialogue and agree upon plan of next steps

Begin execution of next steps

Present preliminary solution

Prove capabilities (Oper, Trans, Fin)

Conduct review of proposal

Issue proposal Ask for the

business Receive verbal

approval

Prepare for final negotiations

Reach final agreement

Conduct territory / account and/or opportunity planning

Identify potential opportunity

Conduct pre-call planning and research

Participation and follow-up of Learn About & Seminars

Develop Partner Relationships

Lead Follow-up

Implement solution

Complete implementation approach

Measure success criteria

Identify potential new opportunities

Obtain referrals

Documents signed

Lead Letter agreed upon

Sponsor Letter agreed upon

Evaluation Plan modified or agreed upon

Verbal approval received

Ts and Cs agreed upon

Territory / Acct / Opportunity Plan developed

Evaluations & Lead Tracking

90%10% 25% 50% 75% 100%

S.A. PrompterValue PropositionReference StoryBus. Dev. LetterBus. Dev. PrompterWaste WalkTrans. Planner/BPS

9 Block Model®Pain Sheet®S. A. PrompterSponsor LetterTrans. Planner/BPS

9 Block Model®Pain Sheet®S. A. PrompterPower S. LetterEvaluation Plan

Evaluation PlanTransition LetterImplement. PlanValue AnalysisSuccess Criteria

/A3

Negotiating Worksheet

Get-Give List

T/A/O PlanAccount ProfilePain Chain®Key Players List

Implementation Plan

Success CriteriaA3Reference StoryPost project debrief

Plan Execute Implement

Sales Sales mgt. Sales support

Sales Pre-sales Marketing

Sales Pre-sales Sales mgt. Subj Expert



Sales Sales mgt.

Sales Sales mgt.

Sales support Services Sales

Sales Process Steps

Sales Process Activities

Verifiable Outcomes

Roles (examples)

Sales Tools

Sales Management System

Implementation Plan completed

Buying Process





Evaluate options


evaluate success





pain Conduct plant

tour Confirm and




















approval








Lead Follow-up

Implement solution




Obtain referrals

Documents signed








90%10% 25% 50% 75% 100%





/A3


Get-Give List


Implementation Plan








Sales Sales mgt.

Sales Sales mgt.


Sales Process Steps


Verifiable Outcomes

Roles (examples)

Sales Tools



Buying Process


Account Pre-call Planning and Research

What to Do with the Information

Identify key players

Identify potential areas for critical business issues (pains)

Match up key players with critical business issues (pains)

Align your capabilities to each key player and potential pain

Create an Initial Pain Chain® for the potential opportunity

Target most likely Power Sponsor

Determine your business development strategy leveraging the specific information gathered

Develop or select appropriate stimulating interest Sales Tools to support the strategy

Account-level activities

Opportunity-level activities


Account Profile: Template

Account ProfileCompany:Backyard Products – Monroe, MI

Parent Company = Handy Home and Heartland Industries

Added 140 jobs in 2006. However, the current workforce is approximately 100 EE’s throughout US.Offerings:

Wooden Sheds, Play Sets, Gazebo’s & Assembly Services of ProductsMarket analysis:Possible quality issues due to recall notices on web search for company. In 2006, they combined two companies into 1 facility located in Monroe to manufacture and assemble products.Financials:

The VP of Operations on the phone with NKL stated the president mentioned they are bleeding money. Competition:Two major competitors – They either assembly of product or manufacture product, but not both,Executive profiles:The VP of Operations stated they are very process oriented.

The president has a strong finance background from Norway. He has been with organization for approximately 3 years.

Both Kirk (VP Op) and Laurna (Dir. Of Logistics) are APICS certified.Potential critical business issues:30 branch offices throughout the US that do installations. – Biggest problem in branches is standardized work.

Two people attend MMTC learn abouts, six sigma and quality.


Business Development Prompters

Business Development Prompter: New Opportunity

This is Tom Bastin with MMTC. You and I haven’t spoken before, but we have been working with machining organizations for the last 20 years. A common trend we are hearing lately from other owners is their frustration (difficulty) with low profits [resulting from high production costs. We have been able to

help our customers address this issue. Would you like to know how?

Business Development Prompter: Menu Approach (See Business Development Letter)

This is Norma LaVallee with MMTC. You and I haven’t spoken before, but we have been working with Tool & Die Manufactures for the last 20 years. The top three issues or concerns we are hearing (lately) from

other presidents are: (1) reduced sales , (2) increased foreign competition and (3) decreased market share . [We’ve helped companies like: (1) Franklin Fastners, (2) Atlas Tool and (3) Vicount Ind. Would you like to

know how?

Business Development Prompter: Referral Approach

This is Mr. Bryan Beechnut with MMTC. You and I haven’t spoken before, but Tom Jones, VP of Manufacturing at Genesee Packaging suggested that I give you a call. We were able to help her/him address

his difficulty with machine downtime and excess inventory resulting from poor planning, inventory management, forecasting. Would you like to know how?

Business Development Prompter: Multiple Contact Approach

This is Bob Lyscas with MMTC. You might recall my last contact via phone where we described how we have been working with Stamping organizations for the last 20 years. We cited a common trend with Production

Managers is their frustration (difficulty) with press downtime resulting from long changeovers. We have been able to help our customers address this issue. Would you like to know how?


Business Development Letter / e-mail: Template

Mr. Tooldie,

Our company is in the business of helping our customers ________________________________________ __________________________________________________________________________________________ (positioning statement using the “we help” theme).

We have been working with Tool and Die companies since 1994. Our clients include:

Franklin Fastners, Vicount Industries and Atlas Tool.

Some of the chief concerns we hear from them include:

Foreign Competition Lack of Sales and Shrinking Profit Margins.

We have been able to help our customers successfully deal with these and other issues. I would like an opportunity to share some examples with you. If you are interested in learning how we have helped other Vice Presidents solve some very challenging issues, please call me at 734-421-4226 and I will provide you with more information. In lieu of your call, I’ll plan a follow-up call on Friday morning, October 16th .

Sincerely,Norma LaVallee

Mr. Tooldie,

Our company is in the business of helping our customers ________________________________________ __________________________________________________________________________________________ (positioning statement using the “we help” theme).

We have been working with Tool and Die companies since 1994. Our clients include:

Franklin Fastners, Vicount Industries and Atlas Tool.

Some of the chief concerns we hear from them include:

Foreign Competition Lack of Sales and Shrinking Profit Margins.

We have been able to help our customers successfully deal with these and other issues. I would like an opportunity to share some examples with you. If you are interested in learning how we have helped other Vice Presidents solve some very challenging issues, please call me at 734-421-4226 and I will provide you with more information. In lieu of your call, I’ll plan a follow-up call on Friday morning, October 16th .

Sincerely,Norma LaVallee


Pain Sheet® - Situational Fluency Prompter®: TemplatePain:

Job Title & Industry:Offering:

Increased Production Costs - How much have your production costs increased? ($5M Company Was $2.8M – now $3.6M up $800,000 = 20%) Vice President - OperationsLean Business Solutions

REASONS IMPACT CAPABILITIES

Is it because; Today…? Is this (pain) causing…?

What if…; Would it help if…?

A Increasing Material Costs

How much of the $800,000 increase is related to material costs? ($480,000 / 60%)

What is your current scrap costs? ($96,000)

How empowered are your employees to solve problems – on a scale of 1-10 (3)

How much of the $96,000 could be reduced if (repeat capabilities).

A When:

Who:

What:

Operating Equipment

Your operators

Would be empowered to apply problem solving tools and best practices designed to produce defect free quality parts so that materials costs are lowered.

B Increased Labor Costs

How much of the remaining $320,000 / 40% makes up Labor Costs? ($240,000 / 80%)

How much of the $240,000 is attributed to inefficiencies related to labor costs? ($120,000 / 50%)

(Overtime? / Additional Shift? / Temporary Help / Sorting/Inspections / Healthcare?How much of this is due to Increased Sales?) How much of the $120,000 could be reduced if (repeat capability).

B When:

Who:What:

Systems and processes fail to identify and remove constraintsYour operatorsWould apply measurable process improvement techniques to create both information and material flow so as to maximize the capacity of the workforce.

C Poor Equipment Utilization (= to $80,000 Loss)

How do you measure equipment utilization? (Machine time availability vs. machine time run)

What is your current equipment utilization rate? (Running @ 70%)

(Explanation: 8 hrs. = 480 minutes of available machine run time – minus 60 min. of planned down time (lunch/breaks, etc) = 420 min. of available runtime. 420 X 70% utilization = 294 min. of actual run time – leaving 126 minutes – over 2 hours of unutilized capacity.

How much of the 126 minutes could be utilized if (repeat capability).

C When:

Who:

What:

Equipment is not used efficiently

Your Operators

Could apply time saving techniques, have easy access to required tools, and follow standard procedures so that equipment capacity is maximized.

D When:

Who:

What:





Evaluate options


evaluate success





pain Conduct plant

tour Confirm and




















approval








Lead Follow-up

Implement solution




Obtain referrals

Documents signed








90%10% 25% 50% 75% 100%





/A3


Get-Give List


Implementation Plan








Sales Sales mgt.

Sales Sales mgt.


Sales Process Steps


Verifiable Outcomes

Roles (examples)

Sales Tools



Buying Process


Pain Chain® Template : Backyard Products

Quality Manager: Mr. Shed Pain: Lack of Product Quality – (wood warping)Reason A: Uncontrolled Environment – (Manufacturer

to customer)Reason B: Wood Quality (from supplier)

Quality Manager: Mr. Shed Pain: Lack of Product Quality – (wood warping)Reason A: Uncontrolled Environment – (Manufacturer

to customer)Reason B: Wood Quality (from supplier)

Director of Logistics: Larana Richter Pain: Increasing Cost of Returns - Material DefectsReason A: Lack of Product Quality (wood warping)Reason B: Equipment Availability

Director of Logistics: Larana Richter Pain: Increasing Cost of Returns - Material DefectsReason A: Lack of Product Quality (wood warping)Reason B: Equipment Availability

VP Operations: Kirk Utemark Pain: Increased Production CostsReason A: Increasing Cost of Returns - Material

Defects Reason B: Changeover InefficienciesReason C: Standardized Work (@30 assembly ctrs)

VP Operations: Kirk Utemark Pain: Increased Production CostsReason A: Increasing Cost of Returns - Material

Defects Reason B: Changeover InefficienciesReason C: Standardized Work (@30 assembly ctrs)

President: Thomas Van Der MeulenPain: Declining Profits (fall to spring)Reason A: Increased Production CostsReason B: Seasonal/Cyclical Sales

President: Thomas Van Der MeulenPain: Declining Profits (fall to spring)Reason A: Increased Production CostsReason B: Seasonal/Cyclical Sales


Account Profile: Template

Account ProfileCompany:Backyard Products – Monroe, MI

Parent Company = Handy Home and Heartland Industries

Added 140 jobs in 2006. However, the current workforce is approximately 100 EE’s throughout US.Offerings:

Wooden Sheds, Play Sets, Gazebo’s & Assembly Services of ProductsMarket analysis:Possible quality issues due to recall notices on web search for company. In 2006, they combined two companies into 1 facility located in Monroe to manufacture and assemble products.Financials:

The VP of Operations on the phone with NKL stated the president mentioned they are bleeding money. Competition:Two major competitors – They either assembly of product or manufacture product, but not both,Executive profiles:The VP of Operations stated they are very process oriented.

The president has a strong finance background from Norway. He has been with organization for approximately 3 years.

Both Kirk (VP Op) and Laurna (Dir. Of Logistics) are APICS certified.Potential critical business issues:30 branch offices throughout the US that do installations. – Biggest problem in branches is standardized work.

Two people attend MMTC learn abouts, six sigma and quality.


Business Development Prompters

Business Development Prompter: New Opportunity

This is Tom Bastin with MMTC. You and I haven’t spoken before, but we have been working with machining organizations for the last 20 years. A common trend we are hearing lately from other owners is their frustration (difficulty) with low profits [resulting from high production costs. We have been able to

help our customers address this issue. Would you like to know how?

Business Development Prompter: Menu Approach (See Business Development Letter)

This is Norma LaVallee with MMTC. You and I haven’t spoken before, but we have been working with Tool & Die Manufactures for the last 20 years. The top three issues or concerns we are hearing (lately) from

other presidents are: (1) reduced sales , (2) increased foreign competition and (3) decreased market share . [We’ve helped companies like: (1) Franklin Fastners, (2) Atlas Tool and (3) Vicount Ind. Would you like to

know how?

Business Development Prompter: Referral Approach

This is Mr. Bryan Beechnut with MMTC. You and I haven’t spoken before, but Tom Jones, VP of Manufacturing at Genesee Packaging suggested that I give you a call. We were able to help her/him address

his difficulty with machine downtime and excess inventory resulting from poor planning, inventory management, forecasting. Would you like to know how?

Business Development Prompter: Multiple Contact Approach

This is Bob Lyscas with MMTC. You might recall my last contact via phone where we described how we have been working with Stamping organizations for the last 20 years. We cited a common trend with Production

Managers is their frustration (difficulty) with press downtime resulting from long changeovers. We have been able to help our customers address this issue. Would you like to know how?