Martyn Lewis
13th February 2009
MARKET-PARTNERS
•Market-Partners is the world’s leading independent consulting
company focused upon increasing business-to-business
organizational sales effectiveness
•100+ Client
organizations
•30,000+ sales
professionals
•37+ countries
©2008 Market-Partners Inc.
CONFIDENTIAL
3
THE SELLING CRISIS
17%
© 2008 Market-Partners Inc. — CONFIDENTIAL
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RULE #1
When you are committed to a selling process,
it really helps if there is someone else involved
who is equally committed to a buying process
©2008 Market-Partners Inc.
CONFIDENTIAL
FIRST GENERATION SELLING
BUYING:
Communication: Face to face
Choice: Few
Process: Simple
SELLING:
Focus: Product
Success: Selling skills
©2008 Market-Partners Inc.
CONFIDENTIAL
SECOND GENERATION SELLING
BUYING:
Communication: Telephone
Choice: Some
Process: Multi-transactional
SELLING:
Focus: Solution
Success: Sales process
©2008 Market-Partners Inc.
CONFIDENTIAL
CHANGE ARRIVED AGAIN
©2008 Market-Partners Inc.
CONFIDENTIAL
8
EMPOWERED BUYERS
© 2008 Market-Partners Inc. — CONFIDENTIAL
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9
NETWORKED ORGANIZATIONS
© 2008 Market-Partners Inc. — CONFIDENTIAL
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10
FULLY DEPLOYED RESOURCES
© 2008 Market-Partners Inc. — CONFIDENTIAL
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11
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SHIFT HAPPENS
The buyer has:
 more information
 more choice
 less resource
 less time
© 2008 Market-Partners Inc. — CONFIDENTIAL
The seller has:
 less control
 less access
 less power
 more competition
Is sales now just a spectator sport?
©2008 Market-Partners Inc.
CONFIDENTIAL
THIRD GENERATION SELLING
BUYING:
Communication: Internet
Choice: Unlimited
Process: Multi-dimensional
SELLING:
Focus: Buying process
Success: Synchronizing selling
to the buying process
©2008 Market-Partners Inc.
CONFIDENTIAL
STEPPING UP TO 3rd GENERATION SELLING
Step 1: Map the customer’s buying process
Step 2: Craft the organizational selling strategy
Step 3: Synchronize selling to buying
©2008 Market-Partners Inc.
CONFIDENTIAL
STEP 1: Map the customer’s buying process
©2008 Market-Partners Inc.
CONFIDENTIAL
BUYING IS NOT A RANDOM ACTIVITY
Steady
state
Recognition
Assess
Definition
Evaluation
•Consistent and predictable steps
•Key players by function or role
•Value drivers and buying style
©2008 Market-Partners Inc.
CONFIDENTIAL
Selection
Purchase
Acquire
4-Q BUYING MODEL
Any one
of many
suppliers can
offer what I need
You know
Choice
I have a need,
and I know what
I want
©2008 Market-Partners Inc.
I have a need,
and I don’t know
what
I want
CONFIDENTIAL
Only one
supplier can
provide what I
need
Unique
I know
4-Q BUYING MODEL
You know
Choice
Unique
Free
I know
Discounts
©2008 Market-Partners Inc.
CONFIDENTIAL
BUYING STYLE AND DRIVERS
You know
•Competition
•Price
Choice
•Good enough
•Strategic sourcing
Unique
I know
©2008 Market-Partners Inc.
CONFIDENTIAL
BUYING STYLE AND DRIVERS
You know
•Competition
•Price
Choice
•Good enough
•Strategic sourcing
Unique
I know
©2008 Market-Partners Inc.
CONFIDENTIAL
•Brand
•Service
•Provision of unique value
•Relationship
BUYING STYLE AND DRIVERS
•Expertise
•Capability
You know
•Competition
•Price
Choice
•Good enough
•Strategic sourcing
Unique
I know
©2008 Market-Partners Inc.
CONFIDENTIAL
•Brand
•Service
•Provision of unique value
•Relationship
BUYING STYLE AND DRIVERS
•Expertise
•Capability
You know
•Competition
•Price
Choice
•Good enough
•Strategic sourcing
Unique
I know
•Educated customers
•In-house expertise
©2008 Market-Partners Inc.
CONFIDENTIAL
•Brand
•Service
•Provision of unique value
•Relationship
STEP 2: Craft the organizational selling strategy
©2008 Market-Partners Inc.
CONFIDENTIAL
SELLING STRATEGY
1. Market focus
•Which quadrant?
•How to move customers to that quadrant?
•How to manage outside of that focus?
2. Where to engage in the buying process?
3. How to influence the buying process?
©2008 Market-Partners Inc.
CONFIDENTIAL
INFLUENCING THE BUYING PROCESS
1. Gain new opportunities
2. Increase probability of selection
3. Decrease time to commitment
4. Increase size of spend
© 2008 Market-Partners Inc. — CONFIDENTIAL
STEP 3: Synchronize selling with buying
©2008 Market-Partners Inc.
CONFIDENTIAL
SYNCHRONIZING SELLING WITH BUYING
Steady
state
Recognition
Assess
Definition
Evaluation
Selection
Purchase
Acquire
Understand
Identify
Discovery
Conceptual
approach
Proposal
Reinforce
Negotiate
Expand
•The buying process is the dominant process
•The buying process step and style dictates the optimal selling activities,
that will:
•Increase probability of being selected
•Decrease time through buying process
•Increase size of investment
©2008 Market-Partners Inc.
CONFIDENTIAL
MANAGING THE TOTAL PIPELINE
Steady
state
Recognition
Assess
Definition
Evaluation
Selection
Purchase
Acquire
1. Determine the optimal pipeline to maximize results
2. Balance investment across the total pipeline
3. Maintain a healthy pipeline of opportunities synchronized to the buying process
©2008 Market-Partners Inc.
CONFIDENTIAL
STEPPING UP TO 3rd GENERATION SELLING
©2008 Market-Partners Inc.
CONFIDENTIAL
LETTING GO OF THE PAST
1. You can’t differentiate in a commodity world
2. Calling high is the key to success
3. Managing a sales opportunity
4. Shortening the sales cycle
5. ROI to gain commitment
6. A single decision maker
7. Forecast probabilities
8. Finding latent pain
9. Solution selling
10. Selling harder = Success
©2008 Market-Partners Inc.
CONFIDENTIAL
THE FORMULA FOR SUCCESS HAS CHANGED
3rd Generation Selling
Synchronizing selling to buying
2nd Generation Selling
Implementing a sales process
1st Generation Selling
Improving selling skills
© 2008 Market-Partners Inc. — CONFIDENTIAL
Questions?
©2009 Market-Partners Inc.
CONFIDENTIAL
RESOURCES
www.market-partners.com
Roundtable discussion with a Principal from Market-Partners
Focused conversation:
•Applicability to your business
•Areas of immediate return
©2008 Market-Partners Inc.
CONFIDENTIAL
Thank you
Thank you
Martyn Lewis
www.market-partners.com
mlewis@market-partners.com
707 575 4722
©2008 Market-Partners Inc.
CONFIDENTIAL