CONSULTATIVE SELLING

Baseline SellingMethodology:

A Step-by-StepWalk-Through

STRUCTURE

CHAPTER ONE

In recent years, interest in consultative selling has not

waned. It’s not because of the methodology’s novelty, but

because it’s adapted to the new behaviours of today's

decision-makers and buyers.

There are different consultative sales methodologies, from

the simplest to the most complex. Naturally, complexity

means challenges in adoption. That's why Prima Resource

has embraced simplicity by choosing Baseline Selling

Methodology. Baseline Selling is the most straightforward

methodology and the easiest to execute.

It is also important not to forget managers and sales

leaders who must track indicators, the pipeline and

provide sales forecasts to upper management. The

Baseline Selling methodology aligns execution, monitoring

and forecasting of sales.

2

INTRODUCTION

Important Prima Resource is the only firm in Canada that holds the

rights of use, training and all the tools related to the

Baseline Selling Methodology.

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CHAPTER ONE

1. Difference Between Sales Methodology and Sales Process

2. The Most Popular Sales Methodologies

3. Problems with Traditional Sales Approaches

4. Why Is Baseline Selling Different?

5. Baseline Selling: A Step-By-Step Explanation

Conclusion

Next Step

Contact Prima Resource

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4

11

15

25

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INDEX

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16

CHAPTER ONE

To understand how to use a sales methodology and a sales process,

one must know what their respective functions are.

Sales Methodology: The HowIt is the foundation that defines both the essential steps and the

criteria included in the sales process.

A sales methodology will generally cover several critical phases of

the sale, however very few go from the pre-prospecting stage to the

post-closing stage. Among the most used methodologies, only

"Baseline Selling" covers the full spectrum.

Sales Process: The WhatIt is about the conversation and the specific actions that must take

place to create opportunities, close sales and develop accounts. In

concrete terms, the sales process describes what needs to be done

to sell accurately and provides all the questions and techniques to

execute the sale.

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1. DIFFERENCE BETWEEN SALES METHODOLOGY AND SALES PROCESS

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CHAPTER ONE

5

2. THE MOST POPULAR SALES METHODOLOGIES

Baseline Selling

A consultative sales approach created by Dave

Kurlan in 2005 to overcome the difficulties of

learning overly complicated traditional

methodologies. It uses a baseball diamond to

illustrate the approach.

Strengths:

• Conversation-based method

• Covers all phases of a sale

• Adapted to the needs and behaviours of today's decision-makers

• Focus on value selling

Weakness:

• Long to fully implement as it covers all sales

stages

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CHAPTER ONE

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2. THE MOST POPULAR SALES METHODOLOGIES

Challenger Sale

The Challenger Sale is the most recentconsultative sales methodology. It deciphersthe different sales profiles and what the mostsuccessful salespeople do, i.e. the Challenger profile.

Strengths:

• Good consultative approach

• Helps sell value

• Identifies the why behind the need

• Allows salespeople to open their customers' eyes to their issues through questions

Weakness:

• Covers only a tiny part of the sales process

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CHAPTER ONE

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2. THE MOST POPULAR SALES METHODOLOGIES

Miller Heiman Methodology (Strategic Selling)

It is the methodology that popularized the

concept of a win-win relationship as early as

the 1970s. It aims to break down complex

sales situations into simpler sub-elements to

facilitate progress.

Strengths:

• Very detailed approach

• Tools available to help use the methodology

Weaknesses:

• Is complex to use

• Increases the length of the sales cycle

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CHAPTER ONE

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2. THE MOST POPULAR SALES METHODOLOGIES

Solution Selling (SPI)

SPI is the Xerox methodology pioneered by

Mike Bosworth. The approach is famous

because it's based on the behaviours of the

company's best salespeople. SPI is primarily a

transactional approach.

Strengths:

• Flexible approach

• Integrated sales system

Weaknesses:

• Not well suited to sell value

• Too centred on solutions and education for today's decision-makers

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CHAPTER ONE

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2. THE MOST POPULAR SALES METHODOLOGIES

Spin Selling

Spin Selling is the sales method modelized by

Neil Rackham in 1988.

Structured around four steps to identify the

client's real need: situation, problem, indications

and need; hence the acronym SPIN.

Strengths:

• Good consultative approach

• Helps representatives to ask more questions

• Allows to structure the order of questions logically

Weaknesses:

• Covers only a tiny part of the sales process

• Complex to use

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CHAPTER ONE

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2. THE MOST POPULAR SALES METHODOLOGIES

Summary table of sales methodologies

Methodology Founder(s) History Typical Use StrengthsPeople

Trained

Miller-Heiman

(Strategic

Selling)

Bob Miller

and Steve

Heiman

Method founded in 1978 to

sell IBM products and based

on logic and analysis to

generate win-win sales.

Complex sales in

all B2B industries

Separates complex

situations into simpler

sub-elements.

Around 2

million

worldwide

Solution

Selling

Mike

BosworthThe method was developed

by analyzing the behaviour of

Xerox's best salespeople.

All industries

(except

government),

including utilities.

Part of an integrated

sales system.

More than

one million

worldwide

SPIN Selling Neil

RackhamFollowing a study of 35,000

sales conversations in 17

countries, Neil Rackham

identified the specific

behaviours of the best

salespeople.

Complex sales in

all B2B industries

Good consultative

approach

Allows to structure the

order of questions

logically

Several

hundred

thousand

around the

world

Baseline

Selling

Dave Kurlan Based on the baseball

analogy, this approach

simplifies sales to increase

adoption by representatives.

An ideal method

for companies with

sales forces up to

about 100

representatives

from all industries.

Simple and visual

approach

Conversation-based

instead of complicated

sales techniques

Covers all stages of the

sale (before prospecting

and after conclusion)

Several

hundred

thousand

around the

world

The Challenger

Sale

Matt Dixon

and Brent

Adamson

Methodology created in

response to new, more

informed customers for whom

the traditional selling solution

approach no longer works.

No information

available

Helps sell value

Identifies why behind the

need

Help salespeople to

open their customers'

eyes to their problems

through questions

Unknown

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CHAPTER ONE

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3. PROBLEMS WITH TRADITIONAL SALES APPROACHES

When we look at the stages of the majority of sales methodologies,

several common points stand out. It turns out that among these,

several are factors that can hinder the speed of the sales cycle and

the conclusion of opportunities.

1. Move too quickly to the proposal stage

Moving too quickly to the proposal stage is the

most common problem in sales and creates

significant performance gaps. When executing

the sales process, representatives are used to

getting to the submission or product

demonstration stage as quickly as possible.

In other words, this step comes at a point in the

process when representatives have not been

able to identify a compelling reason to buy or

communicate the value of their solution.

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The result is a loss of control over the sale.

Once the prospect has obtained your price or a demonstration,

he/she can compare the offer on characteristics and a sum to invest

with other suppliers. By "stealing 2nd", representatives lose all equity

built between the 1st and 3rd steps of the process.

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3. PROBLEMS WITH TRADITIONAL SALES APPROACHES

2. Qualifying too early

Strategic sales, among other things, advocate for

qualifying prospects early in the process. In fact,

the prospect has no reason to answer questions

and let him or herself be qualified when it is too

early to provide essential information to the

representative.

In a way, the sales representative must first invest

time in the sales conversation, look for the potential

customer's incentive to take action and qualify only

afterwards, that is, getting to third base.

3. Center the sales process on the presentation

Representatives often feel most comfortable

when they're presenting and this is a focus of

non-consultative methodologies. For decades,

companies have worked hard to get all the

information and sales tools into the hands of

representatives so that they could sell.

Even today, many salespeople still think that

marketing materials are needed to sell. It is

precisely this preconceived notion that pushes

salespeople to present rather than sell.

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CHAPTER ONE

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3. PROBLEMS WITH TRADITIONAL SALES APPROACHES

4. Underestimate the importance of the key decision-maker

Traditional sales methodologies make

representatives work up the decision-making

chain, i.e. they encourage contacting

prospects who are at the bottom or middle of

the hierarchy first. This approach might

facilitate the early stages of the sale process,

but make the later stages get more stringent

because to obtain a decision it is then

necessary to go through a committee or go

up in the hierarchy.

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Conversely, the Baseline Selling methodology advocates a top-

down approach. Thus, even if more effort is required at the

beginning of the process to reach the decision-maker, the

conclusion then becomes a natural extension of the other sales

steps because there is no need to climb one or more rungs to

obtain a decision.

CHAPTER ONE

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3. PROBLEMS WITH TRADITIONAL SALES APPROACHES

The sales relationship must be balanced, and

the representative must not be the only one

giving. A good sales methodology must create

this win-win climate between the parties.

However, salespeople usually provide quotes,

delivery times and product demonstrations

without asking prospects for anything in

return. It is not a question of negotiating, but

of trading.

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In Baseline Selling, at each critical step, the representative and

prospect must commit to a next step. Committing guarantees the

progress of the opportunity with the agreement of both parties.

These transitional agreements then allow prospects to be asked

to commit to a decision in exchange for a bid.

5. Not demanding anything from prospects

CHAPTER ONE

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4. WHY IS BASELINE SELLING DIFFERENT?

Complete It covers all components of a sale.

Simple

It takes just a few minutes to memorize the

steps. The more straightforward the

methodology, the easier the sales process will

be to execute in the field.

Conversational

The entire approach is based on the natural

course of the conversation instead of being a

sequence of sales tactics and techniques.

Visual

It is easy to remember because everyone

knows the shape of a baseball field. The

baseball diamond representation makes it

easy to visualize the progress.

Structured

Baseline Selling compensates for some gaps

in selling competencies and does not require

negotiation skills, as may be the case with

more complex methodologies.

RepeatableIt can be used with all types of customers

(B2B or B2C).

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CHAPTER ONE

Methodology’s Steps & Milestones

16

5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

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CHAPTER ONE

17

5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

The baseball field's four milestones

At its core, the Baseline Selling methodology uses a series of

specific steps which each contribute to increasing the probability of

closing the sale. Each action has a percentage associated with it,

and everything is continuously cumulated. The progressive

validation of these points, thus, provides a reliable indicator to

make objective sales previsions.

Getting to 1st Base - "Suspect" Stage:

At this stage, representatives do

whatever activities allows them to

get a face-to-face, telephone or

virtual sales meeting:

• Prospecting calls

• Requests for references

• Activities on LinkedIn and

other social networks that

facilitate prospecting

• Lead management provided

by marketing or partners

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For a salesperson to get to first base, two elements are essential:

CHAPTER ONE

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5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

1. Engaging the client

The first contact(s) should allow representatives to capture the

attention of potential clients (called "suspects" at this stage)

effectively and uniquely using what is called a positioning

statement. In summary, it is an introduction that describes the

problems that a representative helps to solve by adding an

emotional link.

2. Identifying a problem

Using the positioning statement, salespeople can identify a problem

experienced by potential customers. Identifying their problem(s)

opens the door to request a meeting and thus reach the first goal.

Getting to 2nd Base – "Prospect" Stage:The Prospect Stage is a critical step

in sales, as it is at this precise

moment that representatives must:

1. Identify the real need of the prospect

Just because the client says he has

a particular need doesn't mean it's

the case. Therefore, the baseball

sales methodology advocates a

problem and symptom approach.

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CHAPTER ONE

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5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

2. Discover the compelling reasons to buy

It is the real incentive that motivates the customer to initiate a

purchasing process and to bring it to fruition. These reasons are

difficult to identify because a salesperson must first establish a

sufficiently strong relationship with the potential client and know

how to ask the right questions.

A compelling reason arises when a prospect will likely suffer

consequences if he or she does not solve the problem. The effects

can be:

• Financial

• Professional

• Operational

• Personal

The consultative sales approach aims to make prospects verbalize

the dangers of their inaction to get them to buy. It is not a question

of providing them with external reasons, but instead of bringing out

their own.

3. Differentiating oneself from competitors

In Baseline Selling, this step is called getting speed on base. It is

not a particular sales technique that allows representatives to

differentiate themselves, but their approach, their ability to ask the

right questions, to challenge potential customers and their sales

posture.

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CHAPTER ONE

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5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

4. Quantify the cost of the problem

When potential customers understand how much their problem is

costing them, they have a reason to act and invest in a solution that

will reduce this unnecessary cost.

Again, it is through questionning that salespeople can help their

prospects make rough calculations. It is not necessary to use

complex analysis, because the goal is for the prospect to estimate

the cost himself or herself to create a sense of urgency.

Getting to 3rd Base –"Qualify" Stage:

As its name indicates, the Qualify

Stage is about qualifying the

potential customer by relying on

key elements for the sale:

1. Validating the commitment to act

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The potential client must be ready to solve their problem

immediately for the representative to continue giving them his or

her time. This commitment to act is essential to ensure that the

sales process is executed within an optimal timeframe.

CHAPTER ONE

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5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

2. Ensure that the decision-maker is included in the process

At this stage, the key decision maker is part of the discussion. If

this is not the case, a plan must be put in place to include him and

start the sales process over.

3. Understand the decision-making process and criteria

To be able to move the opportunity forward, all the decision-making

criteria must be identified. It is, therefore, necessary to know when

the decision will be taken, by whom (sole decision-maker,

committee, ...) and the information required.

It is also the best time to discuss the competition or existing

suppliers. The objective is to gather the information that will allow

you to eliminate rivals during the following steps of the process.

4. Quantify the amount to invest

This step is the counterpart to the quantifying the cost of the

problem step. Based on the estimated cost, the representative can

give an investment range required to solve the prospect's problem.

At this stage, it is not a question of making a bid, but of merely

providing an estimate verbally.

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CHAPTER ONE

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5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

Getting to Home: Conclusion StageWhen entering the conclusion

stage, a salesperson needs to set

guidelines with the prospect.

Concretely, before presenting the

solution, it is essential he or she

ask the potential customer to give

a decision once the information is

shared.

1. Presentation of the company

No need to make a classic presentation of your business. A

salesperson needs to focus on the company's success in solving

problems similar to those of the potential customer. Using concrete

examples will resonate with the prospect and his or her situation.

2. Present the offer

At this stage, it is not necessary to have a formal estimate or any

visual support. The primary objective is to explain how the sales

rep will solve the prospect's problem. Technical details on the

implementation are not necessary. First and foremost, the

representative must showcase the offer's value.

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In essence, a sales representative makes a moral agreement with

the prospect for him or her to say if the company wants to do

business with the salesperson following the presentation of the offer. To execute the conclusion stage, the key actions are:

CHAPTER ONE

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5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

3. Validate the alignment between the offer and the needs

This step sets the stage for the conclusion and validates that the

proposed solution and the required investment meet the potential

client's needs. This step should be done verbally, and it is not

necessary to have a written submission. You can use the price

range mentioned in step "Quantify the amount to invest" and relate

it to the cost of the potential customer's problem.

4. The inoffensive close

The previous step facilitates the conclusion. The inoffensive close consists of using a series of 3 questions to validate the followingpoints :

• The prospect feels that the salesperson has understood his or her problem

• The prospect is convinced that the sales representative has the expertise to help them

• The prospect wants to do business with the sales rep.

This approach is inoffensive because it does not involve a signature. It is a moral commitment.

Two additional optional steps :

Depending on the company's sales context, two additional steps

can be added to the four primary ones:

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CHAPTER ONE

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5. BASELINE SELLING: A STEP-BY-STEP EXPLANATION

The on-deck circle:

Scoring:

For these companies, opening an account or adding a distributor

to the network does not mean generating sales. The scoring stage,

therefore, consists of putting in place the conditions needed to get

the new indirect sales point " to generate results ". Too often this

crucial step is underestimated, and companies find themselves

with a vast indirect sales network, but only a few genuinelysuccessful resellers.

This stage is before a

salesperson sets out towards 1st

base. It's generally a strategic

phase and consists in defining

how to approach potential

customers:

• Profile

• Where to find them?

• How to connect?

After the close, this step is

present for companies that have

to make budget proposals before

final proposals or those that

develop reseller networks who, in

turn, have to generate a

particular sales volume.

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CHAPTER ONE

The Baseline Selling methodology adapts to all B2B sales

contexts, in all industries. With this guide, you now have

the essential information needed to understand

consultative selling and the visual approach.

Now, to contextualize everything to your business, you

need to adapt your sales process. It is this process that

will allow your team to execute the methodology's steps in

the field and win value-added sales.

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CONCLUSION

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