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Slide2

TOOLKIT

SALES STRATEGIES

Presented by You Exec

Slide3

B2B

Business-to-Business

Slide4

DVP

Differential Value Proposition

1. CURRENT VALUE PROPOSITION

2. VALIDATE DIFFERENTIAL VALUE

3. IDENTIFY OPPORTUNITIES

Take the internal temperature current value proposition with customers

Cross-functional teams gather and identify what deliver real and measurable differential value to customers

Include quantitative measurement of the differential value

Ask customers to evaluate each part of the value proposition

Analyze value proposition’s

financial impact on the business

Identify

what’s adding value and should be continued, and what is not adding value and should be discontinued or improved

Remove

blind spots and foster open dialogue with customers

A

sk customer the “checkbook question” to gain valuable insight and robust innovation pipelines

Understand how specific investments will directly impact the customer’s profits

We know specifically how we help customers make more money.

a

We understand how we will make our customers more money in the future.

a

We measure and track how much money customers make doing business with us over time.

r

We measure and track how much more money our customers make doing business with us compared to our competitors.

a

Slide5

CLM

Contract Lifecycle Management

Authoring

Negotiation

Approval process

Review & amendments

Compliance

Contract request

Execution

Renewals

Storage

Audit and reporting

2

3

4

9

7

1

5

10

6

8

Slide6

CLM

Contract Lifecycle

1

2

3

4

5

6

First draft from 0 to 1 fast and smart

Collaborating internally & externally

Business self-serve

Collecting approvals and signatures

Internal process optimization

Data driven risk management & business continuity

WORKFLOWS FOR

A centralized library with master templates and clauses

Automated styles and formatting

Input & data collection

Negotiations, versions, discussions

Document bundles, one-time data insertion

Access to selected templates

Scenario-based drafting

Default answers and tooltips

Approval orders

Put reminders and deadlines

Progress tracking and E signing

API 0 databases integrated into one seamless workflow and structured data sharing

Data driven revisions and reminders

Track renewals and progress

User groups & 360 degree view

SCALABLE OPERATIONS & BUSINESS INTELLIGENCE

Slide7

LEAD SOURCING

Prospect Qualification

Insert answer here

WHY

Why are they looking – what is their compelling event? Why are they looking to our company for help?

Insert answer here

WHAT

What are they looking for – and can our company provide it?

Insert answer here

WHO

Who is the decision-maker – if it’s not them, who is, and can the connection be made?

Insert answer here

WHEN

When do they plan to make a purchase – or are they just looking?

Slide8

SALES QUALIFIED LEAD (SQL)

MARKETING QUALIFIED LEAD (MQL)

SALES ACCEPTED LEAD (SAL)

Correct industry

Correct size

Additional criteria met

People & role confirmed

Authority confirmed

Agree to engage

Additional people identified

All right contacts engaged

Actionable pain identified

Agree there is pain

Agree to take action

Agree to generic solution

Agree to custom solution

Uncovered & documented

Likely close in once cycle

Deal size explored

Budget discussed

Budget process identified

Deal specs finalized

Budget finalized

LEAD SOURCING

Prospect Qualification

Budget

Decision process

& timeframe

Business issues, compelling event, & sense of urgency

Organizational

structure and

decision makers

Industry fit &

firm criteria

Slide9

IDENTIFICATION

Lead Profile

SEGMENT

B2B Enterprise SaaS

B2B Service-based companies

SUB-INDUSTRIES

Financial Technology

Cus Dev, system integration, Hardware tech products

LOCATIONS

Netherlands, Belgium, Sweden, Finland, UK, Germany, USA

Russia, Poland, Japan, USA, Canada, India, Bangladesh

REVENUE (IN USD)

500K - 1,500K

1,500K - 3,000K

TEAM SIZE

5-15

50-100

ORGANIZATION CHALLENGE

& PAIN POINTS

They don’t have a systematic approach that allow to grow

predictably, not just organically

Don’t have skills to develop a go-to market strategy and full-funnel approach

Lead generation channels are recommendations & cold

outreach with miserable reply rate

Marketing focuses only on PPC/events/PR & disaligned with sales

CAS is higher than affordable rate

Low brand awareness and weak value prop-customers don’t

get what they pay for

They don’t have a systematic approach that allow to grow

predictably, not just organically

Don’t have skills to develop a go-to market strategy and

full-time approach

Lead generation channels are recommendations, tradeshows

and cold outreach with miserable reply rate

Sales take the marketing role partially

Low brand awareness and weak value prop-customers don’t

get what they pay for (commoditizing themselves)

WHY SHOULD THEY

CHOOSE US?

Niche positioning and robust experience 7 background is selling enterprise solutions to mid-size and enterprise

Solid sales and marketing background

Recommendations from Enterprise SaaS and service-based companies

Clear step by step framework and execution plans (no fog of marketing)

Roadmapping as a standalone low-ticket product to evaluate each other before long-term engagement

Advisory and execution - I become an external vp of marketing

FACTORS

ICP 01

ICP 02

Slide10

IDEAL COMPANY PROFILE

BUYER

PERSONA

USER

PERSONA

TITLE

RESPONSIBILITIES

CHALLENGES

PREFERNCES

MOTIVATIONS

PROMOTION PATH

TECH STACK

KEY CHALLENGES

EMPLOYEE COUNT

REVENUE

GEOGRAPHY

INDUSTRY

AWS, Machine Learning in production

Headcount in competitive market.

High infrastructure

costs to compete.

<500 Employees

< $400M

United States

FinTech

VP Engineering

Deciding & driving initiatives that influence product future

Manages team of 50, hire 10 Scientists

High AWS costs

Competing with

other innovative companies

Reports to CTO

Wants team associated with winning projects

First technical hire

& love company

Hiring

Building products

that influence

growth

Reducing costs

Data Scientist

Clean data

Test, train, produce models

Reporting

Spends 80% of time cleaning data

Limited to projects

they can work on due to cost and resources

Tensorflow

Python

Spark

Work on most interesting projects

Learn the newest open-source frameworks

Collaborative projects to lead

Winning initiatives that accelerate growth

Slide11

LEAD SOURCING

Capability Map

Google analytics

LinkedIn insight tag

Facebook pixel

Identification of website visitors

Sales navigator & direct message

Qualification & customer selection criteria

3

rd

party data sources

Industry & trade dictionaries

Contact details

Paid & organic social media

Paid & organic search traffic

Content marketing (blogs)

Opt-in email marketing

Referrals,

Word-of-mouth

Events

Segmentation & data enrichment

Personalization & social proof

Email drip sequence

Consistency with phone calls

Appointment scheduling

Inside sales rep / SDR

Needs discovery & qualification

Proposals & quotations

Negotiation & closing

Onboarding & upselling

Marketing automation

Field sales representative

OPPORTUNITY GENERATION

SALES

Analytics & intelligence

Research & prospecting

Inbound marketing channels

Outreach & messaging

Sales funnel &

CRM management

Slide12

BUYER SIDE

B2B Buyer Journey Map

Buyer is not yet aware of need, or is aware of potential need but feels no rush to change

Buyer is aware of need due to compelling event, & commits to educating self on options

Buyer engages with seller(s) & determines if there’s a fit with requirements

Buyers pares down vendors and begins a detailed solutions review. RFP released (if applicable)

Buyer gathers proposals from vendors and creates a short list of finalists

Buyer reviews finalists, selects a vendor, and negotiates a deal

BUYER ACTION

AWARENESS

CONSIDERATION

DECISION

Make

decision

Justify

decision

Commit to solutions

Explore solutions

Commit to change

Loosening of the status quo

Slide13

SELLER SIDE

B2B Seller Process Map

Seller obtains verbal agreement and contract proceeds to negotiations

Seller presents proposal and works to make finalist list.

Seller outlines solution, works to provide value and validates fit. Agreement to proposal is achieved.

Seller qualifies prospect as a high-level fit and identifies their needs requirements.

Brand awareness and inbound campaigns attract prospect.

Seller outreach to prospect list

Negotiation & Close

Proposal

Discovery & Solution Presentation

First Interaction (Call/Meeting)

Inbound (Warm) Lead

SELLER ACTION

LEAD GENERATION & QUALIFICATION

EARLY SALE

LATE SALE

MID SALE

Outbound (Cold) Lead

Slide14

GOALS

Sales Targets

What is your targeted revenue – booked and live – for the end of the period?

REVENUE

TARGET

How many deals do you intend to close by the end of the period?

NUMBER OF

CONTRACTS

If applicable, how many units do you want sold by the end of this period? If your business sells multiple products, specify target for each product line

NUMBER OF

UNITS SOLD

What is the length of your sales cycle or sales pipeline? Track the length and optimize your sales process. The shorter your sales cycle, the faster you can acquire new customers.

SALES CYCLE

LENGTH

If you have any other metrics you are tracking for sales (software MRR, customer retention, etc.), define and outline the expectations here.

FINAL

CLOSE RATE

$2M

20

1,000

4 mo.

80%

Slide15

B2B PRICING

A Wargaming approach to pricing strategy provides a sound knowledge of industry dynamics and results in better profits.

Dynamic Wargaming

1

2

3

Create a market model

Build critical mass of

Test subjects

Analyze and synthesize

Slide16

Revenue

PRICING

Dynamic Pricing Model

Dynamic pricing model is also known as surge pricing, demand pricing or time-based pricing. It’s a flexible pricing strategy where prices fluctuate based on market and customer demands.

Profit

1

Single Price Points

Multiple Price Points

Revenue

1

2

3

4

5

Static Pricing

Dynamic Pricing

Slide17

PRICING OPPORTUNITY

Price

Price

Price

PRICING

Value Based Pricing

Margin

Overhead

Direct Cost

Brand/Image

Service Benefits

Product Benefits

Brand/Image

Service Benefits

Product Benefits

COST+

CURRENT VALUE

OPTIMIZED VALUE

Slide18

PRICING

Price Tiers

1 User

5 Users

FREE

INDIVIDUAL

BUSINESS

MARKETERS

ENTERPRISE

A simple, shared task list for small teams

Full project planning and collaboration

Robust work managements with customization and exec reporting

Tailor-made solution for marketing & creative teams

Comprehensive solution with advanced security

& controls

1 User

20 Users

Custom

FREE

$9.80

$24.80

$34.60

Volume discount available

Slide19

PRICING STRATEGY: STEP 1

It is useful to compare scenarios that differ regarding the data that is available to players.

COMPARING SCENARIOS

Buyers incur switching costs when they change suppliers for better deals but while waiting for the contractual period to end. Breaking a contract early is an option but incur costs. The study set switching costs to 5 to 7% of manufacturing costs.

SWITCHING COSTS

Suppliers were allowed to offer differentiated prices to customers -distinct negotiated price for each customer - to get the spirit of negotiated contract prices. However, the actual price negotiations between the supplier and client were documented.

DIFFERENTIATED PRICES

These markets typically have few large customers that comprise majority of sales volume. The study had 10 identical buyers and their price elasticity was set at 0 (i.e., customers had to buy from at least 1 supplier each period regardless of price)

RESTRICTED NUMBER

OF CUSTOMERS

Since B2B markets have limited players, the study included just 3 suppliers to limit complexity, yet sufficient to draw results. The suppliers did not have any capacity limitations and could adapt production volumes as per demand

RESTRICTED NUMBER

OF FIRMS

PRICING MODEL: STEP 1

Create a Market Model

Slide20

PRICING STRATEGY: STEPS 2 & 3

PRICING MODEL: STEP 2

Build critical mass of test subjects

To play the role of suppliers, teams of test subjects should be hired and compensated (financially) for their time and efforts. In the study by A.T. Kearney, there were a total of 138 participants, enough to generate a large dataset

In the Wargaming approach, quantitative methods should be utilized for data analysis, to infer statistically significant results for the senior leaders.

Data points are then analyzed to identify the top and bottom firms across all markets and to define “peaceful” competition.

The approach also helps understand typical price development methods in simulated market, and delivers valuable insights on different pricing strategies most successful in a given environment.

PRICING MODEL: STEP 3

Analyze & synthesize

Slide21

SALES TARGET

30-60-90 Days

PHILOSOPHICAL

ALIGNMENT

TARGET ACCOUNT

LIST

PLANNING/REVIEW

CADENCE

SET CORE

OBJECTIVES

RESPONSIBLE PERSON

FIRST 30 DAYS

FIRST 60 DAYS

FIRST 90 DAYS

Jennifer Johnson

Jeremy Martinson

Deborah Smith

Caroline Gonzales

Identify your champions. Agrees on business objectives of the strategy.

Identify areas of focus. How big should your list be? How much of marketing’s resource will be focused here?

Host initial meetings with ABM Leadership Team.

Benchmark current metrics:

Average deal size

, S

ales velocity

and Close rates.

Establish the roles & responsibilities required for a successful ABM plan.

Establish segmentation strategy. What are the business objectives for each segments?

Establish a regular meeting cadence.

Establish improvement objectives with ABM strategy. Align campaign metrics to target accounts.

Communicate out to the affected Sales & Marketing teams.

Figure out how often to review or iterate on your list.

Work with Marketing to concept programs to achieve these objectives.

Socialize with everyone in Sales and Marketing.

Slide22

98%

of goal

Revenue Goal - $1,600,000

$1,139,164

Total Media Spend

$423,369

DASHBOARD

Sales Dashboard

83%

21,474 of 26,000

LEADS

Cost:

$20/Lead

73%

14,546 of 20,000

MQL

Cost:

$29/Lead

97%

1,938 of 2000

SQL

Cost:

$218/Lead

98%

411 of 420

CUSTOMERS

Cost:

$1,030/Lead

Time Period: 01 Nov – 30 Nov

Slide23

B2C

Business-to-Consumer

Slide24

MARKET SEGMENTS

Target Group Analysis

BEHAVIOURAL

DEMOGRAPHIC

PSYCHOGRAPHIC

GEOGRAPHIC

Brand loyalty

Nonspecific

Benefits sought

Price and quality

User status

New or existing

Usage rate

At least once a week

Occasion

Daily life

Readiness to buy

Immediate

Lifestyle

Urban professionals

Personality

Curious and love to learn

Values

Stability

Interest

Nonspecific

Age & gender

30-55; Male/female

Nationality

US based

Ethnicity

Nonspecific

Occupation

Tech industry

Income

$80K or more

Family size

1 to 5

Region

Metro areas

Country

United States

Population

3 million or more

Climate

Nonspecific

Slide25

MARKET SEGMENTS

Customer Classification

OPPORTUNITIES / THREATS

VALUE

CHARACTERISTICS

High revenue

High profit margin

Small purchase quantity

CUSTOMER A

Average revenue

Average return

CUSTOMER B

Low sales

Large purchase quantity

CUSTOMER C

Important customers

High maintenance

Profitable but less important

More insignificant

Often not very profitable

Economical processing needed

Customer has power

Pressure for profitability

Potential A customers

Underestimated risk

High processing effort

Negligence may result in the loss of the customer

Slide26

AIDA

Conversion Funnel

I

D

A

A

Promotion

Sees billboard

Curious about product

Believes product will make life better

Buys product

90

70

35

7

Slide27

Cold Leads

Potential Leads

Qualified Leads

Buying Opportunities

Close

Implementation

Service

Acquire Leads

External Sales

Account Manager

Account Management

Customer Success

Account Manager

Sales Engineer

Account Management

Account Manager

Sales Engineer

Sales Operation

Account Manager

Sales Engineer

Account Manager

Internal Sales

External Sales

Account Manager

ROLES

Pre-sales

Post-sales

Slide28

SALES CONTROL TOOL

Cumulated revenue

Proportion of customer

0%

100%

10%

20%

30%

40%

50%

60%

70%

80%

90%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Most valuable products or customers. They contribute heavily to overall profit without taking up much resources

Middle-of-the-road products or customers. With some push, can be developed into category A items

Tiny transactions that are necessary but don’t contribute much value. Where most products or customers live. Aim to automate as much as possible to reduce overhead.

A

B

C

ABC Analysis

A

B

C

Slide29

Very Poor

Poor

Average

Good

Very Good

STRENGTHS & WEAKNESSES COMPARISON

Services

Customer Loyalty Measures

Product Improvements

Market trends identification

Production

Quality Assurance

Employee Satisfaction

Fluctuation

Order Situation

Liquidity

Our Company

Our Competitor

SALES CONTROL TOOL

Portfolio Analysis

Slide30

MARKETING

P’s of Marketing Mix

Name and describe all the products and services your company sells.

Example:

Product 1: Name and purpose

Product 2: Name and purpose

Product 3: Name and purpose

List the places where you sell each of your products and services, and note where some items are and are not available.

Example:

Product #1 & Product #2 are available in tsores throughout Boston &

on our website, but Product #3 is an ecommerce exclusive for our online store.

Layout the price points of your product or service line. This section can be an itemized list to correspond with your previous slide, or it can be a dollar range with an explanation.

Example:

Our product range btw $8 & $23 in price to the customer, which helps us appeal to buyers looking for both a bargain & a higher-value item.

Identify the promotional tactics your company engages in, both for your business as a whole & for specific products/services.

Example:

Company ABC relies on the following promotional channels.

Blogging, Social Media Ads

Video Marketing on Social Media

PRODUCT

PLACE

PRICE

PROMOTION

Slide31

MARKETING

Marketing Radar

The Marketing Radar model leverage the three types of channels in the following ways: 1) depth channels tell your product’s story, 2) relationship channels serve your existing customers, 3) reach channels get you into the consideration set.

METRICS

Leads

Visitors

Views

Contacts

ROI

Conversion

Mentions

Followers

FUNNEL

WEBSITE

BLOG

DATABASE

CAMPAIGNS

OFFERS

MEDIA

SOCIAL

Slide32

OVERHEAD

Cost to Make Sale

TASKS

AND ACTIVITIES

PER YEAR

Cost per customer visit

$160

Total travel amount for sales representatives

Travel time up to 36,000km

Breaks up to 1.5 hrs/travel day

Set-up time, wait time, downtime

Active selling time

Active selling time, annual personnel & material costs of a sales representative

Customer visits (CV) at 1.0 hrs/customer

2000 h

900 h

300 h

300 h

500 h

$8.3K

500 h

1

2

3

4

5

6

7

Slide33

SALES TARGET

KPI Dashboard

LEADS

OPPORTUNITIES

NEGOTIATION

PROPOSAL

WINS

2.130

643

501

295

134

LEAD CONVERSION RATIO

17:1

CONVERTED LEADS

(last 30 days)

Lead-to-Opportunities Ratio

Opportunity-to-Win Ratio

DANIEL

Sales Manager 01

3%

Conversion Rate

ANNA

Sales Manager 02

11

%

Conversion Rate

MAX

Sales Manager 03

7

%

Conversion Rate

35%

22%

Slide34

SALES TARGET

Sales KPI Dashboard

YTD sales progress

Net sales vs last year

Net sales vs last quarter

Performance vs quota

10%

50%

78%

Sales rep A

$150K

Sales rep B

$120K

Sales rep C

$90K

Product inventory

Weekly sales

Purchases by region

0

240

North America

25%

Latin America

1

5%

Europe

60

%

Slide35

Related resources:

Sales Review

Sales Funnel

Never Split the Difference

The Challenger Sale

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