The Antithesis of Sales Process: Successful Selling Requires Creativity (via @SeismicSoftware)

Republished from Seismic Software's blog found here:  http://www.seismic.com/blog/post/the-antithesis-of-sales-process-successful-selling-requires-creativity

This is a guest post from our friend Todd Caponi, an expert in sales enablement and operations. He shares his tips for successful selling below.

I was out to dinner with clients a few weeks ago, when we inevitably got to talking about kids. One woman at the table mentioned that she has triplets. During the conversation, she explained that each of the three are completely different: different personalities, likes, dislikes, et cetera.

Being a geek for sales methodology, my mis-wired brain immediately started thinking about sales process. Each of these three children are obviously born from the same parents, at the same time, and growing up in the exact same environment. How could all three be so different? But, again, what does this have to do with sales?

It’s about sales process. Historically companies create sales processes to attempt repeatability and scale within their organizations. “We sell X product to companies, so here is the process each sales person must complete to create efficiency and optimization.”

But, much like my client’s three triplets, every sales engagement is different. Each has unique customer requirements, perceptions, organizational limitations, budgets, timing, go-to-market strategies, and more, and they’re each likely at different stages in the buying cycle when the client brings you in.

With that, traditional sales process needs to be rethought:
- Successful selling demands creativity and innovation, and
- Seller-focused sales processes restrict creativity and innovation.

Here are three things you can start doing today:
1) Per another one of my blog posts titled “The Modern, Simple Sales Process,” focus your sales process on prescribing seller behavior based on recognizing and driving buyer behavior. Think about today’s environment when creating it: where the client has access to more information than ever before, prior to engaging with you.

2) Make sure every one of your sales people are students of history. Innovation is accelerated through knowing history. Client stories— both in terms of the customer’s unique requirements and the solutions to match— but also the journey, should be the foundation for enablement (whether they were successful journeys or not). Think about the greatest inventions in our history; like the Reese’s Peanut Butter Cup, the best ideas and innovations often come from combining multiple potentially unrelated ideas.

3) Collaborate often with a diverse group of individuals within your organization. We used to call these “Key Deal Reviews.” We’d bring 5-10 diverse individuals from within our organization. The rep is not allowed to prepare a presentation or Powerpoint, but must be ready to answer questions about the opportunity (which reduces the amount of “B.S.” dramatically, replaced with more “I don’t knows,” which is what you want during these calls). One person would ask a list of assessment questions about the deal, then, once the account team or rep have had a chance to answer all of them, each person on the phone would weigh in. The result is an honest assessment on where the holes are, and an offering of creative ideas to fill those holes and win opportunities.

We'd like to thank Todd for his contributions! Connect with him on his website or on Twitter: @tcaponi.

The Modern, Simple Sales Process

Take a look at your sales process.  Is it a 12-step program?  Does it have so many steps, you need a FitBit to measure it?  Does it rest on the foundation of 1980’s sales theory?

It’s 2014.  The way buyers buy has changed dramatically (See my earlier blog post called “Your ‘Cliff'sNotes’ Guide to The Challenger Sale”).  With that, your sales process has to change with it.  And, for it to be scalable & repeatable, which is typically the purpose of a documented process, it must rest on a foundation of simplicity & intuitiveness.  If a rep needs a 10-slide PowerPoint deck to know where they are and what they need to do, two months after you force-march everyone to learn it, you’ll have less than a 10% adoption.

How do we change the process to fit today’s buying environment, and keep it simple & intuitive?

Simply put, keep it under five steps, and structure it around recognizing and driving buyer behavior…not seller behavior.

Here’s a simple place to start.  Think about your sales process with three sections, which match how a buyer buys: 

• Section 1:  “Why Change?”  To start, you want the buyer to decide that their status quo is no longer sustainable.  At the end of this section of your sales process, you & your prospect should be able to mutually answer the question, “Why change?” 
• Section 2:  “Why You?”  Once the buyer has been triggered for change, the focus now is around why, if change is necessary, change with your company is the best path forward.  Mutual discovery intensifies…and at the end of this section of your sales process, you & your prospect should be able to mutually answer the question, “Why (insert your company name here)?” 
• Section 3:  “Why Now?”  As the buyer has opted for your company as the one they will partner with going forward, this section is now a chase to the finish line…focused on mobilizing the prospect to act now versus later.  It’s focused on finalizing terms, securing final approvals and signing contracts.  The risk in your sales cycle is always more present at the end of the cycle…when approvers who haven’t necessarily been involved ask that same question…”why now?”.    

Think about your sales process.  Is it buyer centric?  Does your sales team need a 10-slide deck to understand it, or can they recite it in their sleep because it’s so simple & intuitive?

About Last Night - The Joy of Travel

In 20 years of frequent business travel, yesterday was the most chaotic I have ever encountered.  Documenting it here because (a) I think it's worth sharing, but also (b) it's worth remembering.

On Tuesday morning, I flew to Minnesota to meet with my team, plus to visit a few of our key customers in the Minneapolis area.  Upon arriving to Minnesota, I received a text from Hertz communicating the parking spot of my rental...really convenient.  Headed out to Hertz, went to the spot, saw my name on the digital sign above the car, jumped in the car and drove off...in a minivan (I ordered a mid-size).  The agent at the gate matched my drivers license with the contract, and off I went.

Yesterday (Wednesday afternoon), I had a 4:30pm flight scheduled from Minneapolis to Chicago.  I arrived at the airport at 3:30, and returned the car.  The charge for 1 day...$300.  Upon pushing back, the check-out agent with the handheld reader showed me my contract.  The car was meant for someone named Todd...but not Caponi.  That Todd individual rented the car for a week...not me.  I was one day.  My rental was cancelled...as they thought I didn't show up.  And, I clearly screwed this Todd Nugent guy, who likely ended up driving around in a small car he didn't order.  Anyway, 30 minutes of working on that issue with the agent, we came to a resolution.

At this point, thunderstorms were covering the Chicago area...and had been sporadically during the day.  My flight was delayed until 6:30pm.  I went into the United Club, had a lukewarm Coors Light, and banged out 2 hours worth of work.  By this time...the flight was delayed until 7:30pm, then 8:30pm.

At almost 9pm, we finally took off.  This is where the fun kicks in...

After flying peacefully for 30 minutes, we clearly started circling.  Circling for 30 minutes...then 45 minutes.  The pilot communicated a number of times during this hold pattern and the ground stop at O'Hare...and then finally delivered to us the bad news:  The plane only had 60 minutes of hold fuel, and we were almost out.  We had to divert to Madison, Wisconsin.

We landed in Madison at 10:23pm...along with probably 15-20 other planes....filled with 100-200 passengers each.  We then managed to sit on the tarmac for over an hour...finally arriving in the terminal around 11:30pm.  Small airport, all services already closed, gate agents all gone for the night, rental car agencies closed, cab drivers all in bed for the night, and hotels which were already sold out due to a number of local events....suddenly dealing with 1000-2000 people with no place to go.  And, when calling United, the automated system cheerfully proclaimed "wait time to speak to an agent is currently 60 minutes"...on my dying cell phone.

Walking up and down the terminal trying to determine my strategy, I ran into the flight team (pilot, co-pilot, attendants). 

"Any chance we get out tonight?" I asked.

"Nope.  We're past our allowable flight time for the day.  As a matter of fact, I was within 5 minutes of that provision when we left Minnesota." the pilot responded.

That reality led to a swell of chaos.  People scurrying for comfortable chairs in the terminals with which to spend the night.  People frantically calling local hotels, to find they were all sold out at this point.  Families with small children with no options.

After sitting for about an hour, thinking through strategies & calling hotels myself, I figured my only option was to try to get to my lake-house about 85 miles away.  Could I talk a taxi driver into taking me there?  After a couple of calls, I found an agency willing to hook that up...and at a cost less than a typical hotel night.

I ran outside to meet this taxi...needlessly.  Waiting out for about 30 minutes, a driver named JP drove up in a rickety taxi. He battled with the sliding side door for 5 minutes, finally coaxing it open.  He had to be pushing 300-400 pounds, but was absolutely delightful.  To the crowd gathering waiting for taxis, he announced that he was there to take people all the way to Chicago...and that his boss called him repeatedly as he slept the night away, coaxing him to come in to drive people to Chicago.  There were no takers.  However, I told him I was waiting for someone from that same cab company to take me to Genoa City / Powers Lake.

He accepted the challenge...and while I told him I thought someone else was coming for me, he demanded that I get in.

So, I piled in...along with 4 other people who managed to find local hotels, only challenged by the transportation to get there.  We started touring the town before starting our jaunt to Genoa City.

At this point, misery loves company.  We're all talking about the chaos from the day.  One individual in the van told us all how lucky he was to get a room, understanding that every other room but one in town was booked.  That one?  $900 for the night at the Ritz Carlton.

JP, the taxi driver, then said, "$900???  For $750 I'll let you sleep at my house.  I'll put on clean sheets.  You can even sleep with my wife if you want to."  Slap-happy, stomach hurting laughter at that point.

After making the local stops for the 4 local stayers in downtown Madison, the journey to Genoa City / Powers Lake began...at approximately 1:30am. 

JP started tearing out of town...windows rolled down, rickety taxi making all kinds of crazy noises, into the boonies of Wisconsin.  JP explained how he had wished he was able to capture a Chicago trip...his Mom lives there, and he could crash on the couch for the morning then drive back. 

By 2:30am, we were surrounded by thunderstorms, pouring rain, not a single other car on the road, in the pitch black of Wisconsin.  JP's GPS kept falling off his dashboard, and I held tight as he meandered across the lane markers going 85 mph while trying to put it back on.  I finally told me to just leave it on the floor, and I'd navigate the rest of the way. 

Finally arrived in Genoa City / Powers Lake around 3am...and am understandably miserable today.  My wife & kids will be here shortly to pick me up...2:15pm on Thursday, after I missed the customer event I was supposed to attend in downtown Chicago this morning.

Definitely a memorable experience...miserable to most, but I came to enjoy the adventure once my ability to control it kicked into gear.
 

Your "Cliff's Notes" Guide to The Challenger Sale

As a big fan of The Challenger Sale by Matthew Dixon and Brent Adamson, and as someone who has taught the Challenger content / approaches to selling many times over the past couple of years, I thought...wouldn't it be cool if there was a "Cliff's Notes" type guide it?  Although I've seen a few versions over the web, I pieced this together the below (in under 1000 words) using some of their own language along with some of my spin.  I hope it can serve as a reminder to those who have read the book, and as an initial foundation for those who haven't.  (This does not excuse you from reading the book!)

Your “Cliff’s Notes” Guide to The Challenger Sale

The traditional approach to selling no longer works in today's buying environment. Our deals are increasingly complex and customers have access to more information earlier in the sale than ever before.  As a result, customers are buying in new ways, delaying initial contact with suppliers and requiring greater consensus to move forward.

Because the current buying environment is outpaced by the old sales playbook, the Corporate Executive Board conducted extensive research, from both the seller and customer perspective, into what it takes to win today. Simply stated, winning organizations lead with insight and challenge customer assumptions to mobilize customers around a purchase.

The Right Seller Profile

The Challenger model is a research based approach that classifies sales representatives in the following five types:

1. The Hard Worker
• Always willing to go extra mile
  
• Doesn't give up easily
  
• Self-motivated   
  
• Interested in feedback and development


2. The Challenger
• Always has a different view of the world
  
• Understand the customer's business
  
• Loves to debate
  
• Pushes the customer


3. The Relationship Builder
• Builds strong advocates in customer organization
  
• Generous in giving time to help others
  
• Gets along with everyone


4. The Lone Wolf
• Follows own instincts
  
• Self-assured
  
• Difficult to control


5. The Reactive Problem Solver
• Reliably respond to internal and external stakeholders
  
• Ensures that all problems are solved
  
• Detailed oriented

One clear winner – and one clear loser:  Challenger sales reps are 4X more likely to be high-performers in complex selling environments based on their ability to teach customers new insights, tailor their messages to varying customer stakeholders, and take control of the commercial conversation. These reps successfully make customers-instead of just finding them.  The least likely to be a high-performer in a complex selling environment?  The Relationship Builder.
The Right Commercial Conversations

The biggest incremental opportunity for driving customer purchase and loyalty lies in the rep's ability to differentiate the sales experience. Challengers lead with insight, reframe the way customers think about their business, and offer solutions tied to the supplier's unique strengths and capabilities. This is called Commercial Teaching.

Teach:  Lead To, Not With, Your Unique Differentiators

Common Rep Approach: Reps are most comfortable talking about what they know best—their organization. They typically start their pitch describing their company’s capabilities, history, or products’ features and benefits. In other words, they lead with their unique strengths.

Shortcoming: In the Challenger research they’ve found that, in the minds of customers, it is becoming increasingly difficult to tell one supplier from the other in terms of what they sell, brand, product quality, and even price.

What You Should Do Differently: Lead to, not with, our unique differentiators. Challengers do this by first teaching customers something new about their business and their needs.

Tailor:  Modify Pitches to Account for Individual Stakeholders' Role and Function

Common Rep Approach: Reps often spend a lot of time memorizing their pitch, and then re-using that pitch with various customer stakeholders, regardless of the individual's role or function.

Shortcoming: Customer stakeholders have different functional responsibilities, goals, and day-to-day worries. As a result, their priorities and measures of success differ. Even the best insight, if positioned poorly, will have little commercial impact.

What You Should Do Differently: First focus on uncovering and understanding the outcomes each customer stakeholder is trying to accomplish. Then create a sense of urgency with each customer stakeholder by framing the implications of action vs. inaction in terms and objectives that are relevant to that individual.

Take Control:  How Challengers Take Control of the Buying Process

There are three distinct ways their research has shown that Challengers take control of the buying process. These differences are highlighted in how Challengers negotiate, how they drive momentum into a deal, and which customer stakeholders they choose to engage.

Negotiation

Common Rep Approach: In a customer interaction, reps often err on the side of being too passive, avoiding tension at any cost to make situations more amicable and encourage collaboration.

Shortcoming: Customers control the interaction and often force price-based negotiations, or delays decision making.

What You Should Do Differently: Prepare to take charge of the buying process and focus the conversation. Customers likely focus on a limited set of negotiables—mostly driven by price—Challengers help broaden the customer perspective.

Stakeholder Selection

Common Rep Approach—Reps either try to find the “true” decision-maker (or economic buyer) who can overrule an indecisive group, or to find an advocate (or coach) who can guide them through the organization and champion their solution internally.

Shortcoming: CEB Sales research has documented that senior decision makers are increasingly unwilling to make a decision without broader organizational consensus. Faced with the task of building consensus, sellers often turn to advocates/coaches in the customer organization. However, CEB Sales research reveals that true advocates rarely exist (<1 individuals="" of="" span="">

What You Should Do Differently: Their research shows that customer stakeholders fall into one of seven distinct profiles. Not all of the profiles are equally useful—some excel at rallying their organizations around a purchase and ultimately driving consensus. These are the customer stakeholders that your high performing reps target; which are referred to as Mobilizers. Rarely are these Mobilizers supportive of a given supplier—rather, they are supportive of good ideas for their organization.

Driving Momentum into a Deal

Common Rep Approach—Reps tend to seek out a "coach" or advocate on the customer side to help the deal move forward and build consensus.

Shortcoming: Customers faced with new or complex purchase decisions are often unable to articulate the full set of stakeholders, timelines, decision milestones, or likely objections, and as a result, good business easily loses momentum.

What You Should Do Differently: Prepare to take control of the sale by coaching customers through the purchase process. Actively guiding customer stakeholders through the consensus building process via a mutual sequence of events document is a clear high-performer approach.