eades solution selling conference

Apr 11, 2023 | © SALES PERFORMANCE INTERNATIONAL – CONFIDENTIAL | PAGE 1

SALES PERFORMANCE INTERNATIONAL www.spisales.com | www.solutionselling.com

April 11, 2023

© SALES PERFORMANCE INTERNATIONAL

Business Development The Solution Selling® Way

Sales Performance InternationalCUNA Marketing & Business Development Council

KEITH M. EADESCEO, Sales Performance International

Best Selling Author: The New Solution Selling The Solution Selling Fieldbook The Solution-Centric Organization


SALES PERFORMANCE INTERNATIONAL www.spisales.com | www.solutionselling.com SALES PERFORMANCE INTERNATIONAL www.spisales.com | www.solutionselling.com

Business Development – Is This Selling?

Selling – is this positive or negative?

How many of you want your children to be salespeople?

What is honorable selling?

What would an honorable salesperson focus on?

Do you make a conscience decision every day to sell? or not to sell?



What is a “Solution?”

A “solution” is a mutually agreed-upon answer to a recognized problem - that provides measurable improvement (value).

After: Measurable DELTA (or difference)

Before: Baseline of Current Situation

What is the positive transformation (outcome)?



Strategic Contributor

Customers view you as a source of strategic planning insight & assistance

Moving Up the Relationship Staircase

Cu

sto

mer

Val

ue

Depth of Relationship

Trusted Partner

Highest level; contributions viewed as key to customer’s long term success

Solutions Consultant

Value-add knowledge; not only vendor but consulting resource (preferred status)

Preferred Supplier

Normally seen as the preferred vendor to conduct business with

Approved Vendor

Legitimate provider of products and services: not seen for having a competitive

edge

11

22

33

44

55



What Motivates Members?

Pain = Problem

Critical Business or Personal IssuePotential Missed Opportunity



3 Levels of Buyer Needs



Shifting Buyer Concerns



The World of Potential Opportunities



Requirements

How Buyers Buy

Company A Company B Company C

“COLUMN FODDER”



How to Increase Membership LoyaltyGoing Beyond the 50% Primary Financial Institution (PFI)

Follow a process

Cross sell and up sell model

Utilize business development tools

Key Players List

Diagnostic Model

Pain Sheets

Value Propositions



Why have a Sales Process?

Provides everyone a roadmap of what to do next, which leads to a higher probability of success



Talent Assessment

Are intuitive Have conversations Ask questions

Make presentations Make statements Process is key to success

80%80%

20%20%

JourneypeopleJourneypeople

EaglesEagles



Impact of Sales Process on Sales Performance

Significantly Improves

39%

Modestly Improves

49%

No Impact5%

Negative Impact

1%

Source - 2008 Sales Performance Optimization Report

Do Not Know6%

88% of respondents indicated that a sales process either improves or significantly improves their sales performance



Microsoft Solution Selling Process (MSSP)

Very Very SatisfiedSatisfied

DissatisfiedDissatisfied

Source : Microsoft WW customer satisfaction survey, internal interviews

More successful sales reps !

Yr 01Yr 01 Yr 02Yr 02

+44%

16%23%

Yr 01Yr 01 Yr 02Yr 02

- 16%

19%16%

Using MSSP

Setting customer expectations satisfaction

MSSP ImpactWorldwide Avg.

Yr 01Yr 01 Yr 02Yr 02

15% 16%

+ 6%

Yr 1Yr 1 Yr 2Yr 2

+19%

16% 19%

<100 % of Quota

Yr 02Yr 02

140% of Quota

100% of Quota 69%

23%

9%Yr 1Yr 1

140% of Quota

100% of Quota

<100 % of Quota

15%

30%

55%

Customersatisfaction

Quota Attainment



Solution Selling® Sales ProcessCUSTOMER BUYING PROCESS

10% 20% 40% 60% 80% 100%

MANAGEMENT SYSTEM

SALES PROCESS STEPS

ACTIVITIES / MILESTONES

SALES AIDS & TOOLS

ROLES

VERIFIABLE OUTCOMES



Cross-Selling Challenges

Situational knowledge gap

Not comfortable

People

Products

Services

No reward for cross-sales



Situational Fluency for Cross-SellingWhat do you need to know to successfully cross-sell?

Who to target in your BtoB market or your membership?

What are the critical business and personal issues that your capabilities address?

What differentiated capabilities do you have?

What value, if any, does this bring to your customers or members?



Key Players List: Example



Key Players (Job Title) Potential Pains / Critical Business or Personal Issues

Key Players List: Template



Pain Sheet® - Situational Fluency Prompter ®

Auto Dealership Example

Pain:Job Title & Industry:

Offering:

Difficulty maximizing customer revenueGeneral Manager Auto Dealership

REASONS (R2) CAPABILITIES (C2)

Is it because; Today…? What if…; Would it help if…?A inability to qualify certain customers? A When

:looking for customer finance options

Who: your finance manager

What: could be able to enter a few basic facts about the customer, and be given a menu of finance options that would allow them to be able to ensure the right financing for the customers unique situation.

B Limited wallet share from customer? B When:

closing a sale

Who: your sales peopleWhat: could offer a number of extra services to the

customer (i.e.. special financing, Auto insurance, etc).



Pain:Job Title & Industry:

Offering:

Limited Financial Planning

Home Owner 40 – 50+Financial Planning

REASONS (R2) CAPABILITIES (C2)

Is it because; Today…? What if…; Would it help if…?

A How are you going to pay for your children's college? A When: sending your kids to college

Who: you

What: could have a portion of the money set aside in an interest bearing account and use special financing to close the remaining gap.

B What age did you want to retire? B When: setting that date

Who: you and I

What: could set an realistic plan of attack based on your current assets and income that would enable you to achieve your retirement goals

Pain Sheet® - Situational Fluency Prompter®Home Owner Example



Situational Fluency Template

Situation:

Key Player:

Critical Business Issue:

Capabilities:

REASONS CAPABILITIES



Diagnostic Questioning Model - Vision Creation

Diagnose Reasons Visualize Capabilities

Ope

n C

ontr

ol

Con

firm

ing

PAIN / CBI

BUYING VISION $

“What is it going to take for you to be able to (achieve your goal)?”

“Could I try a few ideas on you?”

“You mentioned (recall reason)…Would it help if …

Capability Vision A?...Capability Vision B?...Capability Vision C?...

“Tell me about it, what is causing you to have this… (repeat pain)?”

“Is it because…

Reason A?…Reason B?...Reason C?...

#?, %?, $?

C1 R1

C2 R2

C3 R3

41

52

63

“So, IF you had the ability to (summarize capability visions),

THEN could you (achieve your goal)?”

“So, the reasons for your (pain) are…?

Is that correct?”



Example: Differentiation Grid

0 1 2 3 4 5 6 7 8 9 10

1

2

3

4

5

6

7

8

9

10

VALUE

UNIQUENESS

Differentiation Grid

Differentiated Capability Unique Value

A Interest rates on long-term loans

3 7

B Member dividends 1 9

C Ratio of non/low interest bearing deposits

9 1

D On demand global resources

6 6

E Company has 15 years experience

3 3

F Resources in 14 different languages

8 8

AE

D

C

B

F



Differentiation Grid Worksheet

0 1 2 3 4 5 6 7 8 9 10

1

2

3

4

5

6

7

8

9

10

VALUE

UNIQUENESS

Differentiation GridDifferentiated Capability Unique Value

A

B

C

D

E

F

G

H

I

J



Reference Story: Example

Situation: General Manager Auto Dealership

Critical Business/ Personal Issue:

Declining sales revenues

Reason(s): Tightening of credit policies

Capability(s): He told us he needed credit policies that would allow him to make decisions without having to gain prior approval

We provided… …this capability

Result: Over the last twelve months, the auto dealership sales have increased by more than 20%



Situation:

Critical Business / Personal Issue:

Reason(s):

Capability(s):

We provided…

Result:

Reference Story: Template



Building a Compelling Value Proposition

Your Offering Customer A Situation

Initial Value Proposition

Initial Value Proposition

Reference Story

Reference Story

Projected Results

Measured Results

EXTRAPOLATE

Your Offering Customer B Situation



Initial Value Proposition: Example

“We believe that Quality Auto should be able to

increase its financing revenues by 20% over the next 12 months

by providing your customers with access to our credit union’s

loan packages.”

“We believe that Quality Auto should be able to

increase its financing revenues by 20% over the next 12 months

by providing your customers with access to our credit union’s

loan packages.”



Initial Value Proposition: Format and Template

“We believe that _____________________________ should be able to __________________________________________________________

(by $_______________ or _______________%) through the ability to ________________________________________ as a result of ______________________________________________

for an investment of $_______________.”

Value Proposition assumptions being made: ____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________

Value Proposition Format:We believe that [ Client name ] should be able to [ improve what ] by [ how much, what %? ]through the ability to [ do what? ]as a result of [ what enabling capabilities? ]for an investment of [ what relative cost? ] .



Recommendations

Read The New Solution Selling ©

Create an adoption plan (what you will do in next week, month, etc.

Develop a Situational Fluency® database utilizing the templates provided

Walk the talk: use the terms and concepts of Solution Selling® in your discussions with everyone



April 11, 2023

© SALES PERFORMANCE INTERNATIONAL

Sales Performance International

Thank YouThank YouFor more information, please visit

www.spisales.comwww.solutionselling.com

Sales Performance International4720 Piedmont Row Dr. | Suite 400Charlotte, North Carolina 28210t: 704.227.6500 | f: 704.364.8114email: [email protected]

For more information, please visit

www.spisales.comwww.solutionselling.com

Sales Performance International4720 Piedmont Row Dr. | Suite 400Charlotte, North Carolina 28210t: 704.227.6500 | f: 704.364.8114email: [email protected]

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