Being analogue take you further in sales

I’m just reading a book about the possible danger of always being connected. The innermost sentence of the book is to illustrate the importance of being offline – analogue – from time to time, in an online, digital world. More than having a sense when to disconnect and relax in these times of summer and vacations, you need to develop skills to float between being digital and analogue during your sales process, which contains elements of high pace, unexpected events and intense competition combat, just like rafting in white water.

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The book is not in the category of business literature, but most of the book’s contents are definitely applicable in business.

The book points out that today’s standard of always being online is not necessarily good for your health. Nor in sales as well.

My thought is that if we go all-in and always use the internet, social media or e-mails for prospecting , as many sales experts nowadays are suggesting, and not feel when to switch from digital to analogue, then I think you would lose more deals.

I know, prospects are much more researching vendors online today, before they get in touch with you, leaving you offside of their buying process. The obvious answer on this has for some years now been the concept of social selling, where you’re supposed to create and nurture prospect relations. Social selling lets your prospect being able to make their investigations according to their extents, timings and relevance, without being distracted by intrusive sales people. Being an expert to them, you’ll become (one of) “the man to talk to” when it comes to an eventual procurement.

Using social media and other digital tools for taking care of your first selling phase is great, but not necessarily in all phases. My feeling is that the further you raft along the white water stream, your sales process, the more analogue you have to be. Much of the job in early phases of selling is to create visibility and existence, but not to provide solutions to complex prospect problems. That belongs to the upcoming phases where insightful discussions have to take place to be competitive.

To win sales deals, you need to get to the selling phases where “talking” takes place, and need to get much deeper in your conversations than you possible can with help of digital tools, such as social media or sending e-mails. Most conversations on those type of tools are mostly too general or too public to really manage helping your prospect solve his problems, but also for you to win the deal.

The phases of talking includes physical meetings, where emotions, body language and nuances are central things that counts. Here’s where the real sales takes place, even if it’s activities often are initiated as social selling activities.

In the phases of talking, you may be able to consider in-depth relations based on feelings that unveil situations and implications you really can help to solve and put yourself ahead of your competition. BTW, did you know that we are equipped with 24 different muscles in our face, optimized to express different feelings? To translate all these expressions, you need a lot of training which is only obtainable by plenty of prospect meetings.

The tricky part may be to get the feeling of how to handle a certain activity – digital or analogue. Social media is an excellent way of getting in touch and convey prospects through early phases of why they should invest and what, but seldom how to get the business value.

My recommendation is when it comes to more detailed questions from your prospect, always consider to switch to analogue tools, by just picking up your phone and call them. Start a more detailed discussion, and try to book an on-site workshop. Further on, use the opportunity to use efficient digital tools as chats or Skype sessions for additional minor questions, but always have your eyes open when to shift being analogue again – especially when it comes to deeper discussions. These discussions require an analogue approach to develop your deal forward.

You need to learn when to switch from digital conversations to in-depth on-site activities, and maybe back again, as the white water stream flows further on. Also, when you’ve made the switch, train your skills in empathy and body language, to get the discussion to a deeper level.

Sales managers also need to look for a new skill. They should look for individuals that master the combination of being both digital and analogue, to really drive your sales processes forward, and take the rafts and deals safely down the stream.

Why Price Is Becoming Everything In Sales

In today’s rapidly changing market landscape, buying decisions are made long before any sales rep is contacted. When you’re finally are being contacted, the only question still left to be answered is the one of price.

Price

My question is: If you’re a sales rep, why bother spending your valuable time on building any relationship if your prospect already has done all evaluation beforehand and only has this single question to you?

No reason at all.

Why not just publish your pricing on your web and you get rid of that last question as well?

Perhaps, I’m starting a revolution within The Sales Community. But I’ve got this topic on my mind for so long. Now, I cannot bear it anymore; I’ve got to start this discussion. My excuses if I’m tend to be a bit provocative.

Some time ago I was planning to build a sundeck to our house. I did my investigation; what type of wood, construction and other materials that we needed. Finally I called a couple of lumberyards for prices. Lumberyards offer exactly the same goods, so pricing was the only thing to compare. I had my favorite – where I used to buy this type of stuff – so I started to call them. It was a friendly and nice conversation, but I decided to buy from a completely new supplier where I hadn’t bought anything from before.

Why? The pricing difference was just a few dollars? Why was the change to a completely new supplier so easy to make, without any chance for my existing supplier to control?

I’m sure the increasingly importance of price is a huge trend, and it’s not just about selecting local lumberyards. Look at the global brands. Ten years ago, I saw major differences between brands. In phone industry a great example comes from the story of Nokia. Technology was more or less the same – the goods was the same – but companies like Samsung or Huawei was lacking the value of a strong brand, which Nokia possessed. You bought the Nokia phone to belong to a hip community. Now, the Samsung brand is one of the strongest on the market and Huawei is the third largest phone company on the planet. Nokia doesn’t even exist anymore.

Look at the Car Industry and you’ll find exactly the same thing; the brand image gap is decreasing very fast and it’s accelerating. KIA, the Korean car manufacturer, was some years ago considered to be cheap and deliver low quality. Today, KIA is one of the fastest growing car companies in the world. Why? Because they are still cheap but it’s brand has recovered to be much stronger diminishing the gap to premium car brands at an accelerating pace.

Another example is Microsoft’s e-mail client Outlook. Only a few years ago, it was considered to be unbeatable and any attempt to get market shares were completely unfruitful. What happened? Well, many companies are now leaving for Google cloud suites and even Windows operating system are now under fire – new Google Chromebooks are all over the marketplace.

Why? Lower price of course.

The last ten years, companies have learned their lessons. Focusing on design, marketing, efficient processes and brand have almost taken away the only weapons available for sales reps to differentiate. In a very near future there will not be any gaps left to work with at all.

The core question is; why would you pay more for exactly the same delivery?

Soon; no reason at all. For now; well, let me pick some reasons you still may come around with a higher price.

  1. Your prospect is lazy
  2. Your prospect is afraid of change
  3. The change itself is costly

Lazy.

Your prospect is not doing any great research on current available solutions and they trust you to be the one to deliver the optimal solution for them.

But the compelling question is: Are there still companies with space in their bottom line to be lazy? If you’re lucky finding them today, certainly you’re not gonna find them tomorrow. So, be aware to change your price level before they are forced to be proactive and reshape their profitability.

Afraid of change.

Most companies manage risks. Even if you’re promoting exactly the same goods but to a lower price than all your competitors, you may lose your deal. That’s because the prospect sets a price on the risk. If they discover any higher risk doing business with you, they judge the risk within a price span, and if you exceed that span it turns out as a price of that risk. That price is put on top of your proposal. If you still are lower in price, you will get the deal but if not, you’ll lose.

Costly change.

In the same mindset, your prospect may add a price of change on top of your quote. They may have to rewrite manuals, set new routines in place, train people etc when changing to your solution. Nowadays, companies take a good look into changing costs much more than before. These “internal” costs is a little harder to collect and estimate but companies are doing more than a guess.

The challenge is to force yourself being lowest priced solution but still earn money. You have to find other sources to get paid. You need to be innovative or you’re out. Great brand creators have followed the trails of making buyers belong to lifestyle communities, but tomorrow you can’t lean on a great brand, since low-price companies have captured and closed the gap of brand value.

You may survive for some years if you are lucky to find companies that are lazy, afraid of change or where the change itself is too costly. But why wait just to die?

Act. Now. Remember: Why pay more for exactly the same stuff?

 

 

3 stories that reveal if your sales attitude is out of date

It’s not easy to cope with all dramatic changes now happening around how to sell. High performing sales reps do, but my following true stories tell many people within sales and SMB’s still have a long way to go before they would be able to compete in the future.

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Story #1

In my garden there was until recently a huge red leafed beech. It’s height was almost 60 feet and due to that we couldn’t leave it for another year. We had to take it down. In my former life I certainly was a monkey or such animal, so I went out climbing up to the top, taking down one branch at a time.

One day later I was satisfied with my work. However, the tree trunk was still left. I scanned the internet after firms that could help me taking the trunk down. I called a few local firms and selected one that already the coming Friday was able to finish the work. Being an experienced sales person, I appreciate if a buyer comes back to me, even if it’s just to tell me I lost the deal, so I went out texting those firms that lost my deal.

Here’s the text dialog with one of them:

Me: Sorry, but I have to tell I selected another firm for the job. Thanks for your time anyhow 🙂

The sales rep: Now you lost a lot of money! We’re always 30-40% below our competitors.

Me: (slightly sarcastic) Ooops, then it certainly was a lot of money, maybe several dollars? But you didn’t check all of my needs when you called – I wanted to get the job done already this week… By the way; care about what you’re texting – just a small tips.

The sales rep: I always stand up for what I write or say. I’ve been in business since the 90’s and last year we got 96% of all jobs in your town.

Me: (increasingly upset) Think about if I had another tree I needed to take down? Regarding your attitude, do you really think I would be contacting you again? Blaming a potential customer is not a good choice. I’ve been in sales for a long time and teach sales reps, it might be a good advice to join one of my sales training classes…?

The sales rep: You should consider a training class in Foresight to earn some money!

End of story.

Lesson learned. Always accept a lost deal with a smile and a “good luck”. Look at it as a new opportunity that starts. We all know prospecting takes time and even if you lost this deal, you got in touch and next time it’s a warm call.

Story #2

This story is recently shared from my brother. He had some problems with his chainsaw (I know; you may think we are all in forestry…) and went to a retail store to get it fixed. He asked for service and the sales rep took the chainsaw into his repair shop. The brand was one of those they were selling in the store and the sales rep promised to fix it. But this was what happened next:

The sales rep: OK, I know what’s wrong, we’ll fix it. By the way, where did you buy it?

My brother: (little embarrased) On the Internet…

The sales rep: ON THE INTERNET????? Just go away and take your worthless chainsaw with you! People buying things ON THE INTERNET are not welcome in my store!!!

Lesson learned. Not adjusting your attitude and business to modern buying processes where customers using the internet and social media to educate themselves, buy things and compare, are just out of date. It’s a major threat for SMB’s but not aligning to reality is only stupid. Such aligning might be: “Great, we have a special offer for those buying on the internet, it’s a service agreement for only 99 dollars per year and I can make this included as the first repair. Would you like to fill in this form, please?”

Story #3

This story is a short one, also shared from my brother. His mower was not starting, so he called a local shop to get it fixed. However, the shop was closing at 4 PM and he knew he was a little late calling 4.05 PM:

The sales rep: (first thing saying) Do you know what time it is???

My brother: Well yes, I actually do, but I took a chance and called anyhow; and lucky me, you answered.

The sales rep: We’re closing at 4.00 PM, you cannot call later. Come back tomorrow! Then he hung up.

Lesson learned. Nothing is closed anymore. Business is always open, 24/7. Opening hours are restricting in itself, but here’s the worst thing about the short conversation above: The sales rep was actually picking up the phone. It’s not just missing the call if he didn’t answer, he also damaged his brand and that may be unrepairable.

Recognize any of these stories by your own? Do you have any more examples of out of date sales attitudes? Please tell in the comment line below! Maybe we all as high performing sales reps would get a big laugh at least 🙂

 

Beyond The Buying Process

LinkedIn, what a great way of connecting to people! Just a few months ago I was just scanning my network and got one of those “say happy birthday congrats to..”. It was one of those old friends I haven’t spoke to for years. Actually, it was about fifteen years since we worked at the same company, the same sales department. I remember he was one of the sharpest brains I ever met before or until now. His name is Bert-Olov Bergstrand, always called BOB.

I said “congrats” to BOB and he instantly replied by picking up his phone and called me. One hour later we were convinced we would be doing business together in the near future. One memory of all, still extremely sharp in my brain, came to me and I typed a blog post about our method how to win very large complex sales deals – The Sales War Room.

One case BOB was leading was the win of a building supplies retail store chain, let’s just give them the alias “Building Supplies”.

We had to beg to be involved in the procurement of Building Supplies new ERP system. We came in as the last one of 28 potential vendors. We were not even in their conceptual world at all. Their procurement specification was extremely functional detailed and we were not allowed to talk to them before we submitted our proposal. All vendors submitted detailed answers with a lot nice words and names, but did Building Supplies really understand?

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Only 5 were invented to make a demo. But we were nominated to the final as number five!

After Building Supplies had spent time visiting four demos, they considered not to visit us – they said they’ve seen all possible solutions and it would be wasting time visiting us. Again, we had to beg them to come. And they did.

They started to shop their own items and goods in a building supplies retail store we built in our own office, just for this case. All our systems we aligned to their processes and their customers’ behavior and customer experience. Then we matched all their functional details to their own context; their own vocabulary.

After two hours they said we were the only ones that really understood their business. We didn’t only understand them, we WERE them.

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Of course we won the multi million USD deal.

To wrap up:

Level 1: Today no-one is really arguing not having a Sales Process to control a stepwise sales method. The mindset on this level is that the customer is buying aligned to the sales reps’ recommendation but not always understands what he buys.

Level 2: A few sales organizations are also accepting the fact there are a shift where the buyers are getting more power in their Buying Process. To sell on this level you have to understand your customer’s business and Buying Process

But what comes BEYOND THE BUYING PROCESS?

Level 3: To make the customer buy, the sales rep not only has to understand the customer, he has to BE and ACT as a customer in all contexts.

That’s Beyond The Buying Process.

BOB and I would be happy to uncover all secrets for your journey to this promised land where you win all complex and large deals. Stay tuned.

 

 

 

 

 

 

What is Lean sales? – Create a plan of execution!

Finaly I have managed to continue from my last post

As a recap, take a look at the Pictochart.

As you are creating your sales plan you need to look at how your organization can support your ambitions. Let’s say you want 100% delivery performance to be your lead argument in sales and you believe you can boost sales by 20%. Even if your company has a track record of 100%  on time delivery, a 20% increase could disrupt your current supply setup and you could potentially lose customers long term due to lack of living up to your promise.

To ensure that you have captured the capability of your company in the future and initializing necessary change you can use some of the following tools:

  • Value Chain Analysis
  • SIPOC
  • Competence Analysis
  • WorkshopsDefine how to work with Systems/Tools
  • Define Documents/Workmethods

Value Chain Analysis

Value Chain Analysis is a three-step process:

  • First, you identify the activities you undertake to deliver your product or service;
  • Second, for each activity, you think through what you would do to add the greatest value for your customer; and
  • Thirdly, you evaluate whether it is worth making changes, and then plan for action.

Step 1 – Activity Analysis

The first step to take is to brainstorm the activities that you, your team or your company undertakes that in some way contribute towards your customer’s experience.

At an organizational level, this will include the step-by-step business processes that you use to serve the customer. These will include marketing of your products or services; sales and order-taking; operational processes; delivery; support; and so on (this may also involve many other steps or processes specific to your industry).

At a personal or team level, it will involve the step-by-step flow of work that you carry out.

But this will also involve other things as well. For example:

  • How you recruit people with the skills to give the best service.
  • How you motivate yourself or your team to perform well.
  • How you keep up-to-date with the most efficient and effective techniques.
  • How you select and develop the technologies that give you the edge.
  • How you get feedback from your customer on how you’re doing, and how you can improve further.

Step 2 – Value Analysis

Now, for each activity you’ve identified, list the “Value Factors” – the things that your customers’ value in the way that each activity is conducted.

For example, if you’re thinking about a telephone order-taking process, your customer will value a quick answer to his or her call; a polite manner; efficient taking of order details; fast and knowledgeable answering of questions; and an efficient and quick resolution to any problems that arise.

If you’re thinking about delivery of a professional service, your customer will most likely value an accurate and correct solution; a solution based on completely up-to-date information; a solution that is clearly expressed and easily actionable; and so on.

Next to each activity you’ve identified, write down these Value Factors.

And next to these, write down what needs to be done or changed to provide great value for each Value Factor.

Step 3 – Evaluate Changes and Plan for Action

By the time you’ve completed your Value Analysis, you’ll probably be fired up for action: you’ll have generated plenty of ideas for increasing the value you deliver to customers. And if you could deliver all of these, your service could be fabulous!

Now be a bit careful at this stage: you could easily fritter your energy away on a hundred different jobs, and never really complete any of them.

So firstly, pick out the quick, easy, cheap wins – go for some of these, as this will improve your team’s spirits no end.

Then screen the more difficult changes. Some may be impractical. Others will deliver only marginal improvements, but at great cost. Drop these.

And then prioritize the remaining tasks and plan to tackle them in an achievable, step-by-step way that delivers steady improvement at the same time that it keeps your team’s enthusiasm going.

SIPOC

SIPOC is a way to map your processes, use it to break down your value chain.

S (supplier): Entity that provides input(s) to a process

I (input): All that is used (mostly as variables) to produce one or more outputs from a process. It is worthwhile to note that infrastructure may not be considered as inputs to a steady-state process since any variability induced by such elements remains fixed over longer periods of time. (Exceptions include new infrastructure being introduced or a greenfield project.)

P (process): Steps or activities carried out to convert inputs to one or more outputs. In a SIPOC, the process steps are shown at a high level.

O (output): One or more outcomes or physical products emerging from a process.

C (customer): Entity that uses the output(s) of a process.

To explain SIPOC in good way will add too many pages to my blog. I found this site helpful in explaining how to use the model. It may seem complicated, but you do not have to follow it too 100%. Find a levelel that gives you an overviewof the process you want to define.

Competence Analysis

To be able to execute your sales plan what competence do you need. Not only in your sales force, but in the entire value chain. From a value chain perspective, you may demand change in competence from product development to new transportation methods.

Understand and identify opportunities (and limitations) in competence and companay capabilities end-to-end, that will impact your business’ development. Define what is needed to deliver to the wished position, growth and change drivers.

If you have structured your Value Chains (Customer processes), created SIPOC charts for each process, you now need to connect the competence you need and compare it to the competence you have.

  • What are our strengths to build on?
  • What necessary competence do we lack that have significant impact on our business forward? Competence gaps linked to business risks?
  • How do we create learning in the Business?
  • How to organize and lead for success?
  • Example of areas: competence needs end to end and competence needs both for generalist and specialist competence.

Workshops

These first tools work really well as workshop material.  Don’t do this on your own! Lean is about empowering the people performing the work, and involving them is crucial for your success! This can also be used when creating your sales plan…

Remember to have a clear goal with your workshops!

Workshops without clear goals is a coffee break. Nice to sit there chit chatting, but it is not productive.

Have you got the right scope of the workshop?

It is also important not to take on too big a topic. The group needs to be able to get a handle on the subject.

Be clear in the invitation!

If the people attending need to prepare, you need to tell them and you need to give them time to do so. This will also set how people prioritize your workshop. If the invitation is fuzzy, the turnout will probably not be that good.

Invite the right people!

If you have done your homework you will secure that the right competences, organizational levels and types of personalities are present.

Meet at place that suits your workshop/group!

Staying at the office is a great way to kill creativity and focus. Find a place where you have the amount of rooms you need, if you for instance plan to split the group in small groups

Create an Agenda!

Now that you know your primary objective and who will attend, you can start to develop an outline of how you’ll achieve the workshop’s goal.

  • Main points– Create a list of main points to discuss, and then break down each larger point into details that you want to communicate to your audience.
  • Visual aids– List the visual aids, if any, you’ll use for each point. If you need technical support, this helps the people providing it to determine where they need to focus their efforts.
  • Discussions and activities– Take time to list exactly which group discussions and activities you’ll have at which point in the workshop. How much time will you allow for each exercise?

Remember, the more detailed your plan, the more you’ll ensure that your workshop will run to schedule – and be successful

Make sure you have a Follow-up Plan

The only way to find out if your workshop was a success is to have an effective follow-up plan. Create a questionnaire to give to all participants at the end of the event, and give them plenty of opportunity to share their opinions on how well it went. Although this can be a bit scary, it’s the only way to learn – and improve – for the next time.

It’s also important to have a plan to communicate the decisions that were reached during the workshop. Will you send out a mass email to everyone with the details? Will you put it on your company’s intranet? People need to know that their hard work actually resulted in a decision or action, so keep them informed about what’s happening after the workshop has ended.

Define how to work with Systems/Tools

If you are making changes to your Sales Plan, or if there are effects on the organization, make sure your system users are up to date on how they enter or use system information.

Make sure you involve are your super users and system owners in the process of changing the way the organization works, the products you are selling and or the services you intend to introduce.

Remember that systems have limited flexibility and that though you may find a change insignificant, it can be close to impossible to do without changes to the system environment. Also remember that these changes can take a long time to implement and failing to bring the systems in early in the process is a sure way of failing before you even got started.

Define Documents / Work methods

If you are changing the way you work, make sure you have defined how you want the people in your organization should work in order to make the work easier, reduce errors and make the task repeatable with the same results every time. It may seem obvious when you just agreed that something should be done in a certain way, but down the line you will be glad you took the time to make the task clear.

The same goes for documents. Make sure templates are ready, certificates prepared, legal documents written and approved and agreements made with external parties.

The Plan of Execution

So I have listed all these tools, what are you supposed to do now? You need to look at what you want to do and what you can and write down what you will do. It is about finding the easy executions, the necissary and painful challenges and the ambitions you will need to put off for the future because they are just to damn difficult to pull off…this year. Remember that it does not end here, it begins here! Knowing your organizations limitations and possibilities is the only way to move forward. It is just a matter of putting a plan together and to set it in motion…

The No 1 Reason Losing Your Customer

(the blog post also available as a podcast here)

Recently one of my friends Richard told me he got a new customer, barely without efforts. He was served the customer with a golden spoon – he didn’t even searched for the prospect first.

Most of us wouldn’t believe in such luck. We know the hard work to set up the selection criterias, search for potential customers that fit the criterias, cold calling to book the meeting, be lucky they’ve got need and budget for you stuff, get rid of competitors and, if you’ve passed the needle’s eye so far, negotiate and win the deal.

Richard told me he got the lead qualified: the potential client got the need, the budget and he was also invited to exactly the right decision maker when the timing was perfect. He just closed it straight away.

How could that be?

And, if you think about it a little further; he replaced an existing vendor before they had any chance to stop it! Could the same happen also to you?

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Of course it can. If I explain what happened, you may get some clues to prevent it happening with your customers.

So, it all started with a friend to my friend. Let’s call this person Joe. Joe was just about to change job when Richard met him. Politely, Richard asked Joe where, and Joe told him. Nothing more, until Joe really started his new job.

Joe saw, as most of do when we come into new situations, needs and problems at his new job with new fresh eyes. Quickly he increased his credibility and gained confidence from the bosses.

Most of us make business with people we trust. Joe’s bosses were listening to Joe’s ideas and trusted him when he told them he got a friend – guess who – that could solve exactly their problems.

Richard became invited just in time to meet with Joe and his bosses. Of course Joe had told Richard every little details about their needs, problems and decision makers he needed. The win was almost ready when the meeting started.

I don’t say this will be true in all cases, but if you don’t take control over such potential situations, you’ll be out before you may react. And vice versa, may this be a strategy to gain new sales as well?

Good luck,

Stefan

(BTW: Richard and Joe have another names in the real world)

The Sales War Room

Many times the sales rep is left alone to build his case, what products to sell, set the strategy to win, decide on how to communicate and how tough he should be in contract negotiations. And it’s often anticipated that these skills are mandatory for sales people to have. We all know there’s no such sales person available. The top ones may be close enough to make a success, but we all are a mix of congenital and trained skills. It’s like in every sport; the top performers are always those where optimal congenital skills are combined with the right sport, where these skills are utilized at the most. I other words, very seldom – Michael Jordan, the former Chicago Bulls basket ball star or Zlatan Ibrahimovic, soccer player for Manchester United, are such rare examples.

Still, there are ways to reach ultimate sales skills without invest a fortune in sales training of mediocre or even pretty good sales reps, to win large complex deals.

The Sales War Room.

Sales War Room

 

Shortly after the millenium shift, there was a huge dotcom death. Hyped IT companies valued billions of dollars just went bankrupt in a few months. I’d been successful in sales of IT for some years and was recently recruited by a large enterprise selling huge complex ERP systems to large companies. I was a young ambitious sales rep and it was a challenging business environment – nearly recession, but the most frightening thing was how I would be able to sell those complex systems?

But I managed. I was more successful than ever before. The secret was our Sales War Room.

When all other business units in our enterprise failed, my own unit won everything we decided to go for. The sales war room was a way of compress the very best experts available in one single place for one single day. The outcome was a sales case playbook for just that case: Exact what products or services to sell, how to sell, what to communicate to whom, how to get rid of competition, what to negotiate, what not to negotiate etc – simply all single details how to win the specific sales case.

A sales war room can surely be set up in many ways, but one of the keys for success is time. We gathered all the very best experts we could find in the entire business unit from all relevant areas. By doing that, the time was very limited. All best experts really have very limited time. So we decided pretty long time in advance what cases to go for and invited early – a month in advance was not unusual. We couldn’t book more than a day in total, just to keep it intense and efficient and the activities for the day were:

  • Brief introduction of the sales case by the sales rep (me)
  • Every expert then prepared a preliminary proposal or solution in his expert area
  • All experts were gathered without participation from the sales rep, to create a common solution together
  • Experts adjusted their proposals or solutions
  • The draft solution was presented to the sales rep
  • More adjustments were performed by the experts
  • The final presentation of common solution and proposal was done, where it was secured the sales rep did know exactly how to act and behave towards the potential customer.

I feel most sales reps are too lonely doing these steps, with the impact that less deals are won. A rep always need help, but in more complex cases there are no supermen available.

Having a Sales War Room at hand, you will win all your sales cases anyhow.