Transcript Sales Performance Improvement Framework

Sales Tool Build Workshop
© Solution Selling, Inc. 2008
Credit, Copyright, and Contact Information
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Copyright Notice: This manual is a copyrighted work of Solution Selling, Inc. This manual may not be
reproduced in whole or in part without the prior written consent of Solution Selling, Inc.
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© Solution Selling, Inc. • 1985 - 2008
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 1
MMTC Sales Process Map: (Draft 9/16/09)
Buying Process
Define needs/wants &
requirements
What HELP is available?
Evaluate
options
Select solutions and
Resolve issues and finalize contracts
evaluate risk
Implement and
evaluate success
Sales Process Steps
Plan
Execute
Plan
IM
Analyze
Develop
Implement
Prove
Negotiate
Close
Implement
Sales Process Activities
Conduct territory /
account and/or
opportunity
planning
 Identify potential
opportunity
 Conduct pre-call
planning and
research
 Participation and
follow-up of Learn
About & Seminars
 Develop Partner
Relationships
 Lead Follow-up

Identify potential
beneficiary
 Establish trust
and credibility
 Stimulate interest
 Identify perceived
pain
 Conduct plant
tour
 Confirm and
prioritize pain
 Confirm dialogue
and agree upon
next steps

Diagnose
admitted pain of
Sponsor
 Create or
reengineer vision
for sponsor
 Gain agreement
to explore further
 Negotiate access
to power
 Confirm dialogue
and agree upon
next steps

Diagnose admitted pain of Power
 Create or
reengineer vision
for power
sponsor
 Gain agreement
to explore further
 Determine
evaluation criteria
 Propose a plan of
next steps
 Confirm dialogue
and agree upon
plan of next steps

Begin execution  Prepare for final
of next steps
negotiations
 Present
 Reach final
preliminary
agreement
solution
 Prove capabilities
(Oper, Trans, Fin)
 Conduct review
of proposal
 Issue proposal
 Ask for the
business
 Receive verbal
approval


Get necessary
documents
signed
Implement
solution
 Complete
implementation
approach
 Measure success
criteria
 Identify potential
new opportunities
 Obtain referrals

Verifiable Outcomes
 Territory / Acct /
Opportunity
Plan developed
 Evaluations &
Lead Tracking
 Lead Letter
agreed upon
 Sponsor Letter
agreed upon
 Evaluation Plan
modified or
agreed upon
 Sales
 Sales mgt.
 Sales support
 Sales
 Pre-sales
 Marketing
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
T/A/O Plan
Account Profile
Pain Chain®
Key Players List
S.A. Prompter
Value Proposition
Reference Story
Bus. Dev. Letter
Bus. Dev. Prompter
Waste Walk
Trans. Planner/BPS
9 Block Model®
9 Block Model®
Pain Sheet®
Pain Sheet®
S. A. Prompter
S. A. Prompter
Power S. Letter
Sponsor Letter
Trans. Planner/BPS Evaluation Plan
 Verbal approval
received
 Ts and Cs
agreed upon
 Documents
signed
 Implementation
Plan completed
 Sales
 Sales mgt.
 Sales
 Sales mgt.
 Sales support
 Services
 Sales
Roles (examples)
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
Sales Tools
Evaluation Plan
Transition Letter
Implement. Plan
Value Analysis
Success Criteria
/A3
Negotiating
Worksheet
Get-Give List
Implementation
Plan
Success Criteria
A3
Reference Story
Post project debrief
Sales Management System
10%
www.solutionselling.com
25%
50%
75%
90%
100%
© Solution Selling, Inc. • 2008  PAGE 2
Defensible Differentiators: Template
Differentiator
www.solutionselling.com
Pain Linkage
Defensibility
© Solution Selling, Inc. • 2008  PAGE 3
Core Capabilities: Template
Core Capabilities
www.solutionselling.com
Pain Linkage
Key Selling Points
© Solution Selling, Inc. • 2008  PAGE 4
Differentiation Grading Chart
10
U
N
I
Q
U
E
N
E
S
S
Cool,
Differentiators
Nice to have
Junk
Core/
Commodity
10
0
VALUE
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 5
Solution Messaging Card: Definitions
 One of the core pains
Pain
Reasons for
Pain
Organization
Impact
 Contributing factors or causes to the pain
 Additional critical issues that could happen as a result of the pain not being addressed
 Could be personal or organizational impact
 Additional talking points around this pain that are happening in the marketplace
 Could find information related to industry or issue specifically through 3 rd party research
Trend Relevance
Capabilities
 Trends will be used to help improve messaging and enable sales to establish creditability through
increased situational knowledge
 Ensures empathy for the customer and their situation
 What the customer must do to address the pain and reasons
 Should be stated as “ability to” in non-solution and company specific way
 Should link to core capabilities and defensible differentiation
 Name of solution and/ or components that address the pain
Solution Linkage
 Specific differentiators components included in the solution
Differentiators
Metrics / Proof
of Value
 Specific points of measure/ KPI’s that will be impacted after solution is implemented
 Roles within the organization who typically experience this specific pain
Key Players
 Example case studies of where this pain was solved for another customer
Case Studies
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 6
The Training Application Breakdown
Business
Results
Training
100%
TOOLS PLAY MAJOR ROLE IN
CLOSING THE APPLICATION GAP
~30%
100%
~30%
<10%
Training / HR
Focus
www.solutionselling.com
THE
GAP
Sales Ops
Focus
© Solution Selling, Inc. • 2008  PAGE 7
Three Key Audiences that Benefit
Marketing, Delivery and
Sales Professionals
Focus on supporting sales
by building sales tools
(interim and going forward)
THOSE
WHO
BUILD
SALES
TOOLS
Sales Professionals
Educate on when and how
to use them and which
ones to use
THOSE
WHO
USE
www.solutionselling.com
Sales Management
Educate on usage, role in
opportunity management
(inspection) and coaching
THOSE
WHO
INSPECT
© Solution Selling, Inc. • 2008  PAGE 8
MMTC Sales Process Map: (Draft 9/16/09)
Buying Process
Define needs/wants &
requirements
What HELP is available?
Evaluate
options
Select solutions and
Resolve issues and finalize contracts
evaluate risk
Implement and
evaluate success
Sales Process Steps
Plan
Execute
Plan
IM
Analyze
Develop
Implement
Prove
Negotiate
Close
Implement
Sales Process Activities
Conduct territory /
account and/or
opportunity
planning
 Identify potential
opportunity
 Conduct pre-call
planning and
research
 Participation and
follow-up of Learn
About & Seminars
 Develop Partner
Relationships
 Lead Follow-up

Identify potential
beneficiary
 Establish trust
and credibility
 Stimulate interest
 Identify perceived
pain
 Conduct plant
tour
 Confirm and
prioritize pain
 Confirm dialogue
and agree upon
next steps

Diagnose
admitted pain of
Sponsor
 Create or
reengineer vision
for sponsor
 Gain agreement
to explore further
 Negotiate access
to power
 Confirm dialogue
and agree upon
next steps

Diagnose admitted pain of Power
 Create or
reengineer vision
for power
sponsor
 Gain agreement
to explore further
 Determine
evaluation criteria
 Propose a plan of
next steps
 Confirm dialogue
and agree upon
plan of next steps

Begin execution  Prepare for final
of next steps
negotiations
 Present
 Reach final
preliminary
agreement
solution
 Prove capabilities
(Oper, Trans, Fin)
 Conduct review
of proposal
 Issue proposal
 Ask for the
business
 Receive verbal
approval


Get necessary
documents
signed
Implement
solution
 Complete
implementation
approach
 Measure success
criteria
 Identify potential
new opportunities
 Obtain referrals

Verifiable Outcomes
 Territory / Acct /
Opportunity
Plan developed
 Evaluations &
Lead Tracking
 Lead Letter
agreed upon
 Sponsor Letter
agreed upon
 Evaluation Plan
modified or
agreed upon
 Sales
 Sales mgt.
 Sales support
 Sales
 Pre-sales
 Marketing
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
T/A/O Plan
Account Profile
Pain Chain®
Key Players List
S.A. Prompter
Value Proposition
Reference Story
Bus. Dev. Letter
Bus. Dev. Prompter
Waste Walk
Trans. Planner/BPS
9 Block Model®
9 Block Model®
Pain Sheet®
Pain Sheet®
S. A. Prompter
S. A. Prompter
Power S. Letter
Sponsor Letter
Trans. Planner/BPS Evaluation Plan
 Verbal approval
received
 Ts and Cs
agreed upon
 Documents
signed
 Implementation
Plan completed
 Sales
 Sales mgt.
 Sales
 Sales mgt.
 Sales support
 Services
 Sales
Roles (examples)
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
Sales Tools
Evaluation Plan
Transition Letter
Implement. Plan
Value Analysis
Success Criteria
/A3
Negotiating
Worksheet
Get-Give List
Implementation
Plan
Success Criteria
A3
Reference Story
Post project debrief
Sales Management System
10%
www.solutionselling.com
25%
50%
75%
90%
100%
© Solution Selling, Inc. • 2008  PAGE 9
Sales Process with Sales Tool and Verifiable Outcomes Emphasis
Sales Process Steps
Plan
IM
Analyze & Develop
Prove
Finalize and Close
Implement
Sales Tools







Account Profile
Key Players List
Messaging Cards
Pain Chain®
Value Proposition
Reference Story
Business
Development Letter /
Prompters
 Strategic Alignment
Prompter (First Call
Introduction)
 Reference Story
 9 Block Model®
 Pain Sheet® for
Sponsor (including
Differentiators)
 Pain Chain®
 Sponsor Letter
 9 Block Model®
 Pain Sheet® for
Power Sponsor
(including
Differentiators)
 Power Sponsor
Letter
 Success Criteria
 Evaluation Plan
 Evaluation Plan
 Negotiating
 Transition Issue and
Worksheet
Capabilities
 Get-Give List
 Implementation /
Transition Plan
Letter
 Implementation /
Transition Plan
 Value Analysis /
Justification
 Implementation Plan
 Success Criteria
 Reference Story
Verifiable Outcomes
Lead Letter agreed
upon
Sponsor Letter
agreed upon
Evaluation Plan
modified or agreed
upon
Verbal approval
received
Ts and Cs agreed
upon
Documents signed
Sales Management System (with Win Odds per Milestone)
10%
www.solutionselling.com
25%
50%
75%
90%-100%
© Solution Selling, Inc. • 2008  PAGE 10
Talent Assessment
 Are intuitive
 Have conversations
 Ask questions
Eagles
 Make presentations
 Make statements
 Process is key to success
Journeypeople
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 11
Situational Fluency
What Buyers Should Expect from Salespeople
Situational
Knowledge
Capability
Knowledge
How Do We
Integrate?
People
Skills
Selling
Skills
Situational Fluency:
Integration of knowledge and skills by the salesperson for “eagle” performance
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 12
Key Selling Skills
Sales Process Steps
PLAN
CREATE
QUALIFY
DEVELOP
PROVE
NEGOTIATE
CLOSE
Prospecting
Developing Needs
Developing and Delivering Value
Managing Proof
Accessing
Power
Qualifying / Disqualifying
Controlling the Process
Negotiating / Closing
Aligning
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 13
Shifting Buyer Concerns
Buying Phases
Phase I:
Determine Needs
Phase II:
Evaluate Alternatives
Phase III:
Evaluate Risk
Level of Concern
Risk
Needs
Price
Cost
Needs
Solution
Risk
Solution
Time
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 14
Sales Tools for Completion
Sales Tool Groups
Purpose and/or Actions
Group 1
 Account Profile
 Key Players List
 Pain Chain®
 Brainstorm, analyze, discuss and agree upon key elements of
a general opportunity upon which the development of all other
sales tools will be based
Group 2




Business Development Prompters and Letter
Reference Story
Initial Value Proposition
First Call Introduction
 Develop sales tools that can be used to assist a sales
professional in initiating a sales cycle by establishing
credibility and targeting possible critical issues of the
prospect
Group 3







Pain Sheet® (Sponsor and Power Sponsor)
Evaluation Plan
Transition Issues & Capabilities
Transition-Implementation Plan
Value Analysis / Justification
Success Criteria
Negotiating Worksheet and Get-Give List
 Create sales tools to help control the sales cycle, qualify the
buying process, and mitigate buyer’s risk through promoting
value and offering proof
Group 4





Sponsor and Power Sponsor Letters
Situation Questions
Go/No Go Step Completion Letter
Sponsor Vision Reengineering Letter
Transition Plan Letter
www.solutionselling.com
 Complete these sales tools based on input from Sales Tool
Groups 1-3
© Solution Selling, Inc. • 2008  PAGE 15
Basic Principle
BASIC
PRINCIPLE
NO PAIN, NO CHANGE
Pain = Problem, Critical Business Issue or Potential Missed Opportunity
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 16
Criteria for Pain
 Job specific
 How the prospect is:
 Measured
 Motivated
 Recognized
 Rewarded
 Viewed by peers
 Personal
 Provides a compelling reason to act
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 17
Basis of Pain
 Increasing
 Costs
 Competitive losses
 Errors
 Customer complaints
 Returns
 Employee turnover
 Eroding
 Profits
 Market share
 Service quality
 Growth rate
?
COMMON
DENOMINATOR
 Customer care
 Compliance
 Government regulation
 Industry standard
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 18
Basic Principle
BASIC
PRINCIPLE
YOU CAN’T SELL TO SOMEONE
WHO CAN’T BUY
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 19
Approval Types and Roles
Informal: Opportunity Level
 Sponsor

Cannot make the buying decision

Provides information

Conducts internal selling

Provides access to power
 Power Sponsor (a.k.a. “VP of Change”)

Enough influence (regardless of title) and authority to get it if they want it, even if unbudgeted

Can and will take you anywhere in the organization you need to go

Can and will negotiate the steps leading to a buying decision
 Beneficiary
 Adversary
 End user
Formal: Account Level
 Legal / Technical / Administrative (Purchasing)
 Financial
 Ultimate Authority
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 20
Three Sales within a Sale
FINANCIAL SALE
Operational Vision
+
Transition / Implementation
Vision
“What is the overall value to the
organization?”
LINE OF BUSINESS SALE
Operational Vision
“What capabilities do we need to
meet our business goals?”
www.solutionselling.com
TRANSITION SALE
Transition / Implementation
Vision
“How do we get from where we
are today to where the Line Vice
Presidents want to be?”
© Solution Selling, Inc. • 2008  PAGE 21
Basic Principle: There are Four Levels of Buyer Need
BASIC
PRINCIPLE
Level
Four:
Active
Evaluation
Level Three:
Vision of a
Solution
Level Two: Admitted Pain
Level One: Latent Pain
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 22
Four Levels of Buyer Need: Definitions
Level Four: Active Evaluation
 Power person driving evaluation
 Business issues are defined
 Requirements are documented
 Evaluation team in place
Level Three: Vision of a Solution
 Buyer accepts responsibility for solving problem
 Buyer can visualize the when, who, and what that will
enable them to address the reasons for their pain
Level Two: Admitted Pain
 Buyer is willing to discuss problems, difficulties or
dissatisfaction with the existing situation
 Buyer admits the problem, but does not know how to solve it
Level One: Latent Pain
 Buyer is not actively attempting to address a problem for
which the salesperson can see a solution
 Buyer is unaware a potential solution exists or may have
failed at previous attempts to solve the problem
 Buyer has rationalized potential solutions viewed so far as
“too expensive,” “too complicated,” or “too risky,”
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 23
Conceptual Sales Territory
Of all the people who could benefit from your offering…
What % are actively evaluating?
Not
Looking
Active *
*
www.solutionselling.com
 Power person driving evaluation
 Business issues defined
 Requirements documented
 Evaluation team in place
© Solution Selling, Inc. • 2008  PAGE 24
How Organizations Evaluate and Buy
Not Looking
www.solutionselling.com
Active
Requirements
Company A
Company B



























Company C






© Solution Selling, Inc. • 2008  PAGE 25
Identify Opportunities through Planning
Territory
Territory Planning
Account Planning
Existing Accounts
Account
Account
New Accounts
Account
Account
Account
Opportunity Planning
Opp
www.solutionselling.com
Opp
Opp
Opp
Opp
© Solution Selling, Inc. • 2008  PAGE 26
Account Pre-call Planning and Research
Key Areas to Research
 Company
 History
 Nature of the business
 Mission statement
 Annual reports / 10Ks
 Offerings
 Description
 Types
 Uniqueness
 Market analysis
 Size
 Location
 Trends
 Maturity
 Share
 Financials
 Balance sheet
 Income statement
 Track record
 Competition
 How positioned
 Strategies
 Comparisons
 Executive profiles
 Work history
 Education
 Competencies
 Potential critical business issues
(pains)
Opportunities in the Pipeline
Planning
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 27
Account Pre-call Planning and Research
Information Sources
 Review account’s website
 Access public information

Annual Reports / 10-Ks
•
Chairman’s Letter
•
Financial highlights

Dun & Bradstreet (contact Marketing Manager) * – company overviews: financials, key people in the
organization, industry-related news, competitor profiles, business & financial rankings, and company
subsidiaries.

Google News Alert

MSN Business Online (www.msnbc.com) Company information and news articles searchable at the
world, national and local levels

OneSource (www.onesource.com) * – A single source for detailed company information for both public
and private companies.

Standard & Poor’s (www.standardandpoors.com) – Financial information about organizations around
the world in multiple languages. Financial information includes credit ratings, equity research, global
indices and articles pertaining to the financial impact associated with world events.

US Securities Exchange Commission (www.sec.gov) – Information on public filings from 1993 –
present

Yahoo Finance
 Contact account’s shareholder department (e-mail) with specific questions – become a shareholder
 Contact salespeople and account managers within the prospect organization
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 28
Account Pre-call Planning and Research
What to Do with the Information
 Identify key players
 Identify potential areas for critical business issues (pains)
 Match up key players with critical business issues (pains)
Account-level
activities
 Align your capabilities to each key player and potential pain
 Create an Initial Pain Chain® for the potential opportunity
 Target most likely Power Sponsor
 Determine your business development strategy leveraging the
specific information gathered
Opportunity-level
activities
 Develop or select appropriate stimulating interest Sales Tools to
support the strategy
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 29
Account Profile – Titan Games Inc. (TGI): Example
Account Profile
Company:
Titan Games Incorporated (TGI) is a 20 year old organization which manufactures and distributes educational
and recreational games and toys throughout the world.
Offerings:
TGI manufactures a line of educational and recreational games and toys that are endorsed and approved by
leading experts in the field, and are ergonomically designed.
Market analysis:
Loss of shelf space has created market erosion, hence a loss of sales while lessening the company’s competitive
position.
Financials:
Sales have declined in direct proportion to market and shelf space loss. Earnings per share have had a
disproportionately high decline as margins are squeezed, and costs cannot be reduced quickly enough to protect
profits.
Competition:
There are five primary competitors, three of which are technologically in a position to take advantage of TGI’s
inefficiencies.
Executive profiles:
The CEO, Susan Brown, was hired in the past year to turn the company around because earnings per share
have declined. The VP Finance, Jim Smith, has been with TGI for the past 5 years. He is currently unable to
positively affect profits due to missed revenue targets and the increasing cost of credit write-offs. The VP Sales &
Marketing, Steve Jones, is chartered with increasing revenues for TGI. He has been hampered by technology
limitations that cause his salespeople to spend too much time servicing existing accounts while not developing
new ones. The CIO, John Watkins, has been chartered with finding a solution to the technology deficiencies.
Potential critical business issues:
CEO: Earning per share are declining; VP Finance: Eroding profits, VP Sales & Marketing: Missing new account
revenue targets
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 30
Sales Tool Description
Account Profile
Overview:
A brief overview of a target company that describes particular elements of the organization. The profile highlights
challenges the organization is facing.
Where / How used:
The Account Profile serves as an ideal “quick information” resource for you to gain insight about an account into which
you are about to make contact. The profile should include: Overview of the Company, Description of their Offerings,
Analysis of their Markets, Summary of their Financial Status, Description of their Competition, Executive Biographies
and Descriptions of Potential Pains.
What you should achieve:
The Account Profile should help you or your team to strategize on how to move forward with a potential opportunity by
identifying specific pains the organization is likely to be facing. Additionally, identification of key players with the
organization and their pains will start to formulate a picture of how the individuals’ pains are connected in a cause and
effect relationship.
Input required:
Knowledge of the prospect’s organization, key players, and pains they are likely facing – a Key Players List for the
industry will be useful.
Note: Account Profiles can be supplemented by corporate information such as Account Plans or Customer Relationship
Management data. There are also many third party organizations that can serve as a resource for researching and
providing the latest information on accounts. A complete Account Profile represents the minimum amount of
information that should be known before engaging with an opportunity.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 31
Exercise: Develop a Sample Account Profile
Purpose:
 To draft an Account Profile of a typical client to use as an example
Activities:
 Record key information about a typical account that would benefit from the selected
offering(s)
Notes:
 You may model the profile after a real account, but reserve the right to change the
information if necessary
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 32
Account Profile: Template
Account Profile
Company:
Offerings:
Market analysis:
Financials:
Competition:
Executive profiles:
Potential critical business issues:
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 33
Account Profile: Template
Account Profile
Company:
Hillsdale Terminal, Inc. Manufactures and distributes electrical terminal products mostly in automotive
and recreational vehicle industries. Current market is US. Company has been in business for
Offerings:
Manufacturer of Solderless crimp terminals and wiring accessories
Market analysis:
Customers are boat manufacturers and recreational and leisure manufacturers. Sell only to distributors,
wholesalers, end users
Financials:
D&B says $3.4m annual sales
Competition:
Tyco, Terminal Supply, 3M
Executive profiles:
Frank Condon is President of company. Jim Condon is VP
Potential critical business issues:
Want to sell retail, build a capacity to sell on the web
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 34
Key Players List: Manufacturing Industry (SME)
Key Players (Job Title)
President/Owner
Controller/CFO
VP Operations/
Plant Manager
Production Manager
Potential Pains
 Missing profit goals
 Growth goals not being achieved
 Lack of a future workforce
 Increasing costs
 Inadequate cash flow
 Profit goals not being met
 Increased production costs
 Excess Inventory
 Declining throughput
 Declining first pass yield
 Decreased employee productivity
 Inefficient equipment/processes
Quality Manager
 Increased defects
 Inadequate QMS to meet needs of new, larger customers
 Higher costs/less results implementing QMS
VP Engineering
 Miss-alignment with sales on product specs
 Commoditized/mature products
 Risks associated with new product launch
Sales/Marketing Mgr

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Declining sales revenue
Missing new account targets
Increased difficulties to differentiate
Ineffective sales channels performance
CI Manager
 Difficulty sustaining internal process improvement
 Declining employee productivity
HR Manager
 Challenge attracting/retaining qualified labor
 Increasing average age of workforce
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 35
Job Aid Description
Key Players List
Overview:
The Key Players List is a listing by industry of important job titles along with the likely critical business issues (pains)
which that job title (key player) might face.
Where / How used:
The Key Players List helps you identify pains to probe for when marketing to, calling on or meeting with a particular
buyer based on their job title and role. This is especially helpful when calling on a buyer or within an industry where
you may less inexperience with or be unfamiliar with.
The Key Players List can be used to initiate sales opportunities by identifying latent pains that buyers have not yet
recognized. It also can be used to identify the underlying pain which have driven a buyer to commit to action in active
sell cycles.
What you should achieve:
By using the Key Players List, you should be able to more quickly identify key players and their potential pains. It also
can help develop your situational knowledgeable and experience in a given industry.
Input required:
To create a Key Players List, you must research the key players, their pains and job titles within your target industries.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 36
Exercise: Develop a Key Players List
Purpose:
 To draft a Key Players List to use as an example
Activities:
 Identify 5-6 client key players (by title) typically involved in a sales cycle for your chosen
offering(s)
 Record 5-6 potential pains faced by each key player. Ideally, your offering would directly or
indirectly address one or more pains of the key players
Notes:
 Choose key players that represent various approval types such as Sponsors, Power
Sponsors, etc
 Remember a pain is personal and specific to the person and their role
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 37
Key Players List Template
Key Players (Job Title)
Potential Pains
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www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 38
Key Players List Template (Continued)
Key Players (Job Title)
Potential Pains
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www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 39
Basic Principle
BASIC
PRINCIPLE
PAIN FLOWS THROUGH AN ENTIRE
ORGANIZATION
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© Solution Selling, Inc. • 2008  PAGE 40
Pain Chain® - “Cause and Effect”
Job Title: President
Pain: Inability to seize new market opportunity
Reason: Lack of marketing knowledge
Reason: Missing sales opportunities
Job Title: Sales Manager
Pain: Lack of marketing knowledge
Reason: Lack of training
Reason: Lack of resources
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 41
Pain Chain™: Manufacturing. Example
www.solutionselling.com
Job Title:
Pain:
Reason A:
Reason B:
President/Owner
Missing profit goals
Increased production costs
Decrease in sales revenue
Job Title:
Pain:
Reason A:
Reason B:
VP Operations
Increased production costs
Declining first pass yield
Decreased employee productivity
Job Title:
Pain:
Reason A:
Reason B:
Production Manager
Declining first pass yield
Increased defects
Increased process waste
Job Title:
Pain:
Reason A:
Reason B:
Reason C:
Reason D:
Quality Manager
Increased defects
Inability to identify root causes
Lack of process controls
Lack of adherence to a QMS
Lack of a QMS
© Solution Selling, Inc. • 2008  PAGE 42
Sales Tool Description
Pain Chain®
Overview:
The Pain Chain® is a graphical depiction of the cause and effect relationship of critical business issues (pains) inside
an organization. It includes job title, pain, and the reasons for that pain. The graphic shows a pain as being a reason
for someone else’s pain.
Where / How Used:
This job aid can be employed in multiple ways and in multiple points in a sell cycle. It can be used as a pre-call
planning aid to understand potential interdependencies in an opportunity. After interviewing key players, a seller can
re-craft an Initial Pain Chain® to reflect their new findings. It is also used when building a business case to identify
sources of benefits across the organization. The Pain Chain® becomes an “organizational impact chart” when used to
explain the benefits to the customer(s). It can then be viewed as a “Gain Chain.”
What you should achieve:
A completed Pain Chain® demonstrates to the client an insightful understanding of their business. In addition, as the
seller’s understanding of the client’s overall situation is expanded so is the corresponding opportunity to build a broad
base of support and justification for implementation of the solution.
Input required:
To create a Pain Chain®, you must understand the pain(s) of key players in the organization and the reasons for the
pain(s). As many key players in an organization may have multiple pains, the Job Aid Build team must narrow the pains
down to one per key player. The pains and the reasons for other key player’s pains should relate to one another with
little confusion or misunderstanding in order to teach the concept of “organizational interdependency” with ease.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 43
Exercise: Create a Pain Chain®
Purpose:
 To create a Pain Chain® to use as an example for demonstrating how one pain in the
organization affects other key players
Activities:
 Using the Key Players List and Account Profile that have already been drafted:

Identify (by title) at least 4 key players within your opportunity

Identify the primary pain and reasons for each of these key players

Using the key players and their pains, construct a Pain Chain® showing their
organizational interdependency. Do this by tracing the flow of pain up and/or down the
organization

Each pain should have at least two reasons
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 44
Pain Chain® Template
Job Title:
Pain:
Reason A:
Reason B:
Job Title:
Pain:
Reason A:
Reason B:
Job Title:
Pain:
Reason A:
Reason B:
Job Title:
Pain:
Reason A:
Reason B:
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 45
Sales Tools for Completion
Sales Tool Groups
Purpose and/or Actions
Group 1
 Account Profile
 Key Players List
 Pain Chain®
 Brainstorm, analyze, discuss and agree upon key elements of
a general opportunity upon which the development of all other
sales tools will be based
Group 2
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Business Development Prompters and Letter
Reference Story
Initial Value Proposition
First Call Introduction
 Develop sales tools that can be used to assist a sales
professional in initiating a sales cycle by establishing
credibility and targeting possible critical issues of the
prospect
Group 3
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Pain Sheet® (Sponsor and Power Sponsor)
Evaluation Plan
Transition Issues & Capabilities
Transition-Implementation Plan
Value Analysis / Justification
Success Criteria
Negotiating Worksheet and Get-Give List
 Create sales tools to help control the sales cycle, qualify the
buying process, and mitigate buyer’s risk through promoting
value and offering proof
Group 4
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Sponsor and Power Sponsor Letters
Situation Questions
Go/No Go Step Completion Letter
Sponsor Vision Reengineering Letter
Transition Plan Letter
www.solutionselling.com
 Complete these sales tools based on input from Sales Tool
Groups 1-3
© Solution Selling, Inc. • 2008  PAGE 46
Business Development: Messaging Considerations
“Are You Curious?”
 You have limited time to get attention and create curiosity
 Business-to-business vs. Business-to-consumer
 Put yourself in the mind of the buyer
 Target pains / critical business issues:
• describe how someone else has solved a problem
• target a peer in a potentially similar situation
• select a problem they might have or to which they can relate
 Communicate value
 The communication should NOT:
 focus on company history or new offerings
 ask them to buy anything or schedule a meeting
 ask the buyer to admit “pain”
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 47
Sales Tool Description
Business Development Prompters
Overview:
This job aid provides a seller with a variety of dialogue prompters to help stimulate interest with prospective clients by
focusing on critical issues (pains) typical of the client’s job title. It gives the seller an opportunity to establish credibility
by demonstrating situational fluency while helping to differentiate himself/herself from other sellers through proven
techniques and best practices.
Where / How Used:
It is used as a prompter - not a script. This job aid is typically used as part of the “stimulating interest ” of the Solution
Selling® process and can be used in a variety of settings including telephone calls, voice mail messages, and face to
face communications at networking events, trade shows, etc.
What you should achieve:
When used successfully, the prospect’s curiosity will grow and they will want to know more about how who helped
someone else with a situation they can relate to. The conversation could then continue further by the seller sharing a
reference story.
Input required:
To create Business Development Prompters, you must know the key pains, and reasons for pains, of the individuals by
job titles that can benefit from your offerings.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 48
Business Development Prompters
Business Development Prompter: New Opportunity
This is Ron Quinkert with the Michigan Manufacturing Technology Center. You and I haven’t spoken
before, our organization been working with Michigan manufacturers for more than 20 years. A common trend
we are hearing lately from other JAMA members is their difficulty in finding new business. Despite the tough
economy, we have been able to help other members identify new business prospects. Would you like to
know how?
Business Development Prompter: Menu Approach (See Business Development Letter)
This is Tim Ford with the MMTC. You and I haven’t spoken before, but we have been working with Michigan
manufacturers for the last 20 years. The top three concerns we are hearing from other Sales Managers are:
decreasing sales, lack of new leads and lack of resources. We’ve helped companies like: JC Gibbons,
Bolton Conductive and Integrity Steel address some of these issues. Would you like to know how?
Business Development Prompter: Referral Approach
This is Karen Seman with the MMTC. You and I haven’t spoken before, but Patricia Yulkowski , President of
Total Door suggested that I give you a call. We were able to help her address her difficulty with developing
their new web site. Would you like to know how?
Business Development Prompter: Multiple Contact Approach
This is Tim Ford with the MMTC. You might recall my last e-mail regarding the Learn-About you attended
where we described how we have been working with Michigan manufacturers to find new customers. A
common trend is frustration with declining sales due to the economy. We have been able to help our
customers address this issue. Would you like to know how?
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 49
Business Development Letter / e-mail: Template
Dear Mr. Smith,
Our company is in the business of helping our clients find new business.
We have been working with Michigan manufacturers for over 20 years.
Our clients include Bolton Conductive, JC Gibbons and Integrity Steel.
Some of the chief concerns we heard from them included:
• Decreasing sales
• Lack of new sales leads
• Lack of resources to generate new business
We have been able to help our customers successfully deal with these and other issues. I would like an opportunity
to share some examples with you. If you are interested in learning how we have helped other manufacturers solve
some very challenging issues, please call me at 734-451-4204 and I will provide you with more information. In lieu of
your call, I’ll plan a follow-up call on October 30th .
Best Regards,
Ron Quinkert, cBSP
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 50
Reference Story: Format and Template
FORMAT
REFERENCE STORY TEMPLATE
Situation:
Job title / industry:
A customer job title and
vertical industry
Critical business issue:
The pain of the above
title
One of the reasons:
One of the reasons for
the critical business
issue biased to your
product / service
Capabilities (when,
who, what):
In the words of your
customer, the business
event, the player(s) and
specific capabilities
needed to address the
critical business issue
(He / She / They told us
they needed a way…)
We provided:
If the “solution” is
described properly
above, all we have to do
here is say that we
provided those
capabilities
Result:
Specific measurement is
best ($ or %)
www.solutionselling.com
Critical Business
Issue:
Reason(s):
Capability(s):
(when, who, what)
We provided…
Result:
The Lean Champion
Increased production costs
One of the key reasons was declining employee
productivity.
He said he wanted a way that, when filling customer orders,
his workforce would utilize standardized work processes
and eliminate non-value added activity.
that capability
Eliminated 510 hours per year of NVA activity · On-time
machine deliveries improved to 97% (up from 92%) · Vendor
performance improved to 98% on-time delivery (up from
92%)
© Solution Selling, Inc. • 2008  PAGE 51
Reference Story Format
Situation:
Critical
Business Issue:
Reason(s):
Capability(s):
(when, who,
what)
We provided…
Result:
www.solutionselling.com
A customer job title and vertical industry
The pain of the title above (Anxiety words and phrases are very
powerful here).
One of the reasons for the critical issue biased to your product
or service
In the words of your customer, the business event, the player(s)
and specific capabilities needed to address the critical issue “He/she/they told us when… who… what they needed”
If the “solution” is described properly above, all we have to do
here is say that we (our product / service / company) provided
them those capabilities
Specific measurement is best, $ or %
© Solution Selling, Inc. • 2008  PAGE 52
Sales Tool Description
Reference Story
Overview:
This job aid provides a seller with a dialogue prompter to help build credibility with a client by helping the client begin
discussing their critical issues (pain). It gives the seller an opportunity to share situationally specific examples of how
the prospect’s peers have been helped by implementing capabilities provided by the seller’s organization.
Where / How Used:
It is used as a prompter - not a script. This job aid is typically used as part of the “Stimulating Interest” step of the
Solution Selling® process, but can be used effectively to assist in building credibility or getting pain admitted.
What you should achieve:
When used successfully, the prospect will either admit pain, or the seller will discover that the prospect already has a
vision of a solution. The conversation could then continue further by vision processing (creation or reengineering).
Input required:
To create a Reference Story you must have specific examples from previous sales and know the measurable results
that were achieved by implementing capabilities provided by your organization.
Note: If measured results are not available, indicate (as a footnote) that the Reference Story results are for education
purposes or that they are pending
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 53
Exercise: Craft a Reference Story
Purpose:
 To draft a Reference Story that could be used to establish credibility, stimulate interest and begin
the discussion of pain with a prospect
Activities:
 Using the Sponsor from the Pain Chain® and Pain Sheet® exercise:

Fill in the Reference Story Template with the information already identified

Create the measurable results achieved as the outcome of buying the solution
Note:
 Although Reference Stories are traditionally developed at the end of a sales engagement, this
sample will be used as if it was the basis for stimulating interest into the current opportunity
(scenario) thus it should “map” to the existing scenario (i.e. Sponsor from the Pain Chain® and Pain
Sheet® )
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 54
Reference Story: Format and Template
FORMAT
Job title / industry:
A customer job title and
vertical industry
Critical business issue:
The pain of the above
title
One of the reasons:
One of the reasons for
the critical business
issue biased to your
product / service
Capabilities (when,
who, what):
In the words of your
customer, the business
event, the player(s) and
specific capabilities
needed to address the
critical business issue
(He / She / They told us
they needed a way…)
We provided:
If the “solution” is
described properly
above, all we have to do
here is say that we
provided those
capabilities
Result:
Specific measurement is
best ($ or %)
www.solutionselling.com
REFERENCE STORY TEMPLATE
Situation:
Critical Business
Issue:
Reason(s):
Capability(s):
(when, who, what)
We provided…
…this capability
Result:
© Solution Selling, Inc. • 2008  PAGE 55
The Value Cycle
“Lead with Value”
Initial Value
Proposition
LEAD
MEASURE
VERIFY
CLOSE
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© Solution Selling, Inc. • 2008  PAGE 56
Building a Compelling Value Proposition
EXTRAPOLATE
Your Offering
www.solutionselling.com
Customer A
Situation
Your Offering
Customer B
Situation
Measured
Results
Projected
Results
Reference
Story
Initial Value
Proposition
© Solution Selling, Inc. • 2008  PAGE 57
Initial Value Proposition: Format and Template
VALUE PROPOSITION
“We believe that Morton Buildings should be able to
Reduce production costs
by 10%, or $6.6 million annually
through the ability to streamline production and eliminate non-value added steps
as a result of re-mapping your work processes, accurately allocating costs across product
lines, and updating the skills of your personnel
for an investment of $50,000
Value Proposition Assumptions:
 Fabrication Line not included
 Morton personnel available at requested times
 Assume gross margin of 40% on sales of $370m = COGs of $222m
Assume project impacts 30% of COGs = $66m/10 = $6.6m
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 58
Sales Tool Description
Value Proposition
Overview:
A statement which projects the potential quantified benefit (value) a client could realize through the implementation of a
specific capability or solution. It is intended to create curiosity and serve as the catalyst to start a sales cycle.
Where / How used:
The projected quantified benefits are extrapolated from a previous successful implementation(s) or engagement(s) and
then projected upon the prospective client.
The primary use is to stimulate interest in what the seller may have to offer. If interest is generated, the (Initial) Value
Proposition can and should be refined during the sell cycle eventually evolving to a more elaborate Value Analysis / ROI.
What you should achieve:
The Value Proposition should stimulate interest with the client (or prospect) and commence a sell cycle.
Input required:
To create a Value Proposition you must have knowledge of the specific value already achieved by a customer who is
using your products / services. You will also need to know specific information about the prospect you are targeting.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 59
Exercise: Develop an Initial Value Proposition
Purpose:
 To draft an initial Value Proposition that could be used to lead with value and stimulate interest with
a prospect
Activities:
 Extrapolate the results and characteristics found in the Reference Story to create a Value
Proposition for the targeted prospect (i.e. the Sponsor )
Notes:
 This should be built on well-known metrics that a successful account has experienced
 Much like the Reference Story, since the Value Proposition will be positioned as a method for
stimulating interest into the current opportunity (scenario) it should “map” to the existing scenario
(i.e. Sponsor from the Pain Chain® and Pain Sheet® )
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 60
Initial Value Proposition: Format and Template
VALUE PROPOSITION
“We believe that TC Sports should be able to increase sales by $500,000
through the ability to market effectively, drive new RFQ opportunities, and
infiltrate new markets as a result of updating personnel skill sets and
website enhancement, for an investment of $ 22,000”
Value Proposition assumptions being made:




Average sale amount = $20,000
Closing ratio = 15%
24 hour response to all quote opportunities
Personnel available at requested times
www.solutionselling.com
Value Proposition Format:
We believe that [ Client name ]
should be able to [ improve what ]
by [ how much, what %? ]
through the ability to [ do what? ]
as a result of [ what enabling capabilities? ]
for an investment of [ what relative cost? ] .
© Solution Selling, Inc. • 2008  PAGE 61
Strategic Alignment Prompter (Steps 1 and 2)
Step 2: Introduce Call
 State call objective *
What I’d like to do today is to:
• Introduce you to the Michigan Manufacturing Technology Center
• Tell you about another Sales Manager in the injection molding business we have worked with
• I would then like to learn more about you and your situation…
• …at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed
any further.”
 Share positioning statement (Use “we help” theme)
“ The MMTC is in the business of helping Michigan Manufacturers identify new markets, generate new leads,
and close more sales”
 Provide company / personal introduction *
FACTS
□ We are part of the national network of the Manufacturing Extension Partnership, which makes our approach
dramatically different. We are dedicated to helping small to medium sized Michigan manufacturers make
operational improvements. A key point is that as part of the MEP network, we are measured on your results.
□ Our approach to training and consulting is focused on knowledge transfer. We teach you how to fish, we don’t do
the fishing for you. We also help you implement what you’ve learned, making you self sufficient.
□ We helped a total of 1,250 Michigan manufacturers since our inception.
 Share relevant Reference Story (or progress-to-date)
“A particular situation you might be interested in is another __________ (organization type). Their __________
(job title) was having difficulty with __________ (pain). The reasons for his/her difficulty were __________.
What he/she needed was some way to (describe capabilities) __________. We provided them with those
capabilities and the result was __________ (specific result).”
 Transition to “getting pain admitted”
“But enough about __________ (my company). Tell me (more) about you and your situation.”
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 62
Strategic Alignment Prompter (Steps 1 and 2)
Step 2: Introduce Call
 State call objective *
What I’d like to do today (or… during the next ___ minutes) is to:
• Introduce you to IMEC
• Tell you about another OEM supplier we have worked with
• I would then like to learn (more) about you and your situation…
• …at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed
any further.”
 Share positioning statement (Use “we help” theme)
IMEC is in the business of helping companies to be more productive and competitive.
 Provide company / personal introduction *




FACTS
IMEC has been in business since 1996
We’ve worked with nearly 2,000 Illinois manufacturers
We have 10 offices statewide
On average, our clients report a 10 to 1 return on their investment in our resources
 Share relevant Reference Story (or progress-to-date)
“A particular situation you might be interested in is another Caterpillar Supplier. Their VP of Operations was
having difficulty with increasing production costs. The reason for his difficulty was a decline in employee
productivity. What he said he needed was a way when filling customer orders, his production workers would
have standardized work processes to follow with minimal non-value added activities. We provided them with
those capabilities and as result his on-time delivery improved from 65% to more than 95%.
 Transition to “getting pain admitted”
“But enough about IMEC. Tell me about you and your situation.”
* Alter steps for existing vs. new relationships as relevant
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 63
Exercise: Create the First Call Introduction Information
Purpose:
 To draft specific elements of messaging during a first call to allow the sales professional to
properly introduce themselves to a new prospect in order to establish the call agenda and
credibility
Activities:
 Create a positioning statement that describes how the company helps their clients

Create this with the title and industry of the prospect in mind
 Provide 3-4 facts about the company and/or seller that will help the prospect draw desired
conclusions
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 64
First Call Introduction Template: Strategic Alignment Prompter (Step 2)
Step 2: Introduce Call
 State call objective *
What I’d like to do today (or… during the next ___ minutes) is to:
• Introduce you to __________ (my company)
• Tell you about another _________ (job title and industry) we have worked with
• I would then like to learn (more) about you and your situation…
• …at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed
any further.”
 Share positioning statement (Use “we help” theme)
“__________________ (my company) is in the business of helping organizations / companies in the
__________________ industry to… (provide brief statement of how organizations use our products and services)
____________________________________________________________________________________________.”
 Provide company / personal introduction *
FACTS
□ __________________________________________
□ __________________________________________
□ __________________________________________
 Share relevant Reference Story (or progress-to-date)
“A particular situation you might be interested in is another __________ (organization type). Their __________
(job title) was having difficulty with __________ (pain). The reasons for his/her difficulty were __________.
What he/she needed was some way to (describe capabilities) __________. We provided them with those
capabilities and the result was __________ (specific result).”
 Transition to “getting pain admitted”
“But enough about __________ (my company). Tell me (more) about you and your situation.”
* Alter steps for existing vs. new relationships as relevant
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© Solution Selling, Inc. • 2008  PAGE 65
Sales Tools for Completion
Sales Tool Groups
Purpose and/or Actions
Group 1
 Account Profile
 Key Players List
 Pain Chain®
 Brainstorm, analyze, discuss and agree upon key elements of
a general opportunity upon which the development of all other
sales tools will be based
Group 2




Business Development Prompters and Letter
Reference Story
Initial Value Proposition
First Call Introduction
 Develop sales tools that can be used to assist a sales
professional in initiating a sales cycle by establishing
credibility and targeting possible critical issues of the
prospect
Group 3







Pain Sheet® (Sponsor and Power Sponsor)
Evaluation Plan
Transition Issues & Capabilities
Transition-Implementation Plan
Value Analysis / Justification
Success Criteria
Negotiating Worksheet and Get-Give List
 Create sales tools to help control the sales cycle, qualify the
buying process, and mitigate buyer’s risk through promoting
value and offering proof
Group 4





Sponsor and Power Sponsor Letters
Situation Questions
Go/No Go Step Completion Letter
Sponsor Vision Reengineering Letter
Transition Plan Letter
www.solutionselling.com
 Complete these sales tools based on input from Sales Tool
Groups 1-3
© Solution Selling, Inc. • 2008  PAGE 66
Differentiation Grading Chart
10
U
N
I
Q
U
E
N
E
S
S
Cool,
Differentiators
Nice to have
Junk
Core Capabilities
10
0
VALUE
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© Solution Selling, Inc. • 2008  PAGE 67
Solution Messaging Card: Definitions
 One of the core pains
Pain
Reasons for
Pain
Organization
Impact
 Contributing factors or causes to the pain
 Additional critical issues that could happen as a result of the pain not being addressed
 Could be personal or organizational impact
 Additional talking points around this pain that are happening in the marketplace
 Could find information related to industry or issue specifically through 3 rd party research
Trend Relevance
Capabilities
 Trends will be used to help improve messaging and enable sales to establish creditability through
increased situational knowledge
 Ensures empathy for the customer and their situation
 What the customer must do to address the pain and reasons
 Should be stated as “ability to” in non-solution and company specific way
 Should link to core capabilities and defensible differentiation
 Name of solution and/ or components that address the pain
Solution Linkage
 Specific differentiators components included in the solution
Differentiators
Metrics / Proof
of Value
 Specific points of measure/ KPI’s that will be impacted after solution is implemented
 Roles within the organization who typically experience this specific pain
Key Players
 Example case studies of where this pain was solved for another customer
Case Studies
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© Solution Selling, Inc. • 2008  PAGE 68
Basic Principle
BASIC
PRINCIPLE
DIAGNOSE BEFORE
YOU PRESCRIBE
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© Solution Selling, Inc. • 2008  PAGE 69
Architecture of the 9 Block Vision Processing Model™
PAIN
3 Question
Types
Diagnose Reasons
Explore Impact
Visualize Capabilities
R1
I1
C1
R2
I2
C2
R3
I3
C3
3 Areas of
Exploration
Open
Customer’s
Point of View
Control
Salesperson’s
Point of View
Confirming
Combined
Point of View
BUYING VISION
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© Solution Selling, Inc. • 2008  PAGE 70
9 Block Vision Processing Model® - Vision Creation
PAIN $
Diagnose Reasons
Open
R1
“Tell me about it,
what is causing you
to have this…
(repeat pain)?”
R2
2
Control
“Is it because…
R3
Confirming
1
Explore Impact
I1
4
“Besides yourself,
who in your
organization is
impacted by this (pain)
and how are they
impacted?”
I2
5
Reason A?…
Reason B?...
Reason C?...
“Is this (pain) causing…
(another pain)?”
“If so, would
(other job title)
also be concerned?”
#?, %?, $?
#?, %?, $?
3
“So, the reasons for your
(pain) are…?
Is that correct?”
I3
6
“From what I just heard,
(repeat the “who” and
“how”) are impacted.
It sounds like this is not
just your problem, but a
______ problem!
Is that correct?”
Visualize Capabilities
C1
7
“What is it going to take
for you to be able to
(achieve your goal)?”
“Could I try a few ideas
on you?”
C2
8
“You mentioned
(recall reason)…
Would it help if …
Capability Vision A?...
Capability Vision B?...
Capability Vision C?...
C3
9
“So, IF you had the ability
to (summarize capability
visions),
THEN could you (achieve
your goal)?”
BUYING VISION $
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© Solution Selling, Inc. • 2008  PAGE 71
Pain Sheet™ - Situational Fluency Prompter®: Example
Pain:
Job Title & Industry:
Offering:
Missing on time deliveries (Size-up pain – What is the goal? (98%) What is actual? (88%)
Production Manager
Kiazen Events
REASONS (R2)
Is it because; Today…?
A you are experiencing unscheduled
machine down time?
What is the maximum hours of machine time
availability per week/per year? (80)(4000)
What percentage of time is loss due to
unscheduled machine down time (4%)
What is the market value of products produced per
hour? ($2,300)
So, the value of products lost due to unscheduled
down time is approximately 160 hours or $368,000
per year, is that correct? (Yes)
How much of that $368,000 could be eliminated if
you could optimally schedule preventive
maintenance? (50 % or $184,000)
B customer demands require an
increasing number of setups?
IMPACT (I2)
Is this (pain) causing…?
• lost orders?
• Increased inventory costs?
• Increased production costs?
Is the VP Manufacturing
impacted?
A
• loss of (or threat of losing)
customers?
• declining profits?
• poor cash flow?
Is the President/Owner
impacted?
B
When
Who:
What:
set ups are required
your set up team
could apply time saving
techniques, have easy
access to required tools,
and follow standard
procedures so that set up
time is reduced
C
When
raw materials are
approaching predetermined
minimal levels
your line workers
could have inventory
replenished automatically
and before outage occur and
production stops
How many set ups per week/year? (6)(300)
How does compare to last year? (up 10%)
What about in the future? (10% higher)
What is the average time per set up? (1.5 hour)
That means that 450 hours per year is required
today and 495 for future volume? (Yes)
What is the market value of products produced per
hour? ($2,300)
That means the value of products lost due to
machine set up is approximately 1M per year, is
that correct? (Yes)
How much of that 1M could be saved with time
saving setup techniques and standard procedures?
(50% or $500,000)
C your experiencing frequent out-of-raw
materials at the point of use?
How many hours per week/per year are lost due to
raw material outage? (.5 hours)(25hours)
What is the market value of products produced per
hour? ($2,300)
That means that the value of products lost due to
raw material outage is approximately $57,500 per
year? (Yes)
Shouldn’t that all be eliminated? (Yes)
www.solutionselling.com
CAPABILITIES (C2)
What if…; Would it help if…?
When: equipment is not operating
within spec (i.e. temp, lube,
filters, etc.)
Who: your machine operator
What: could apply minor
preventive maintenance or
notify a technician so that
proper maintenance can be
optimally scheduled
Who:
What:
© Solution Selling, Inc. • 2008  PAGE 72
Pain Sheet™ - Situational Fluency Prompter®: Example
Pain:
Job Title & Industry:
Offering:
Missing on time deliveries (Size-up pain – What is the goal? (98%) What is actual? (88%)
Production Manager
Kiazen Events
REASONS (R2)
Is it because; Today…?
You
have
an improper line balance?
D
What percent of true capacity do you think you are
operating at right now? (92%)
How much of that 8% gap is due to improper flow
i.e. bottlenecks, excess product travel, wait time,
etc. (50%)
What is your current annual output? (10M)
That would mean a potential gain of $400,000 in
sales. Is that a good estimate? (Yes)
How much of that $400,000 could be realized if
you could quickly analyze line balance, identify
bottlenecks, and reallocate resources to improve
flow? (80% or $320,000)
E
F
IMPACT (I2)
Is this (pain) causing…?
• lost orders?
• Increased inventory costs?
• Increased production costs?
Is the VP Manufacturing
impacted?
• loss of (or threat of losing)
customers?
• declining profits?
• poor cash flow?
Is the President/Owner
impacted?
D
CAPABILITIES (C2)
What if…; Would it help if…?
When: product mix changes occur
Who: your production team
What: could quickly analyze line
balance, identify
bottlenecks, and reallocate
resources to improve flow
E
When
Who:
What:
F
When
Who:
What:
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© Solution Selling, Inc. • 2008  PAGE 73
Sales Tool Description
Pain Sheet®
Overview:
A Pain Sheet® is a questioning prompter used with the 9 Block Vision Processing Model®.
It provides a set of control questions to help diagnose a business issue (pain), identify the impacts of that pain on the
rest of the organization, and describe the capabilities which could be provided to address the pain. It is an integral job
aid to creating (or reengineering) visions biased to specific offerings / solutions of the seller’s organization.
Where / How used:
It is used with the 9 Block Vision Processing Model® for creating (or reengineering) customer visions biased toward
specific offerings / solutions of your organization.
What you should achieve:
The use of the Pain Sheet® with the 9 Block Vision Processing Model® will help bring the buyer to a vision of how he /
she will be able to address their critical business issue (pain) as well as quantify the value to them and understand the
impact their pain has across the organization.
Input Required:
To build a Pain Sheet® you will need understanding of potential Sponsor / Power Sponsor (likely) pains as well as
associated reasons. Situational knowledge of how the capabilities of your product can address the client’s business
initiatives and in turn solve their critical issues. A knowledge of your offering’s differentiators will be useful.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 74
Exercise: Develop a Pain Sheet®
Purpose:
 To develop a Pain Sheet® that would used by a sales professional to diagnose an admitted
business issue of a likely Sponsor –level buyer.
 To help assist the sales professional is addressing a business pain and articulate the differentiated
value that his/her offering can provide
Activities:
 Based on the differentiated capabilities that have already been articulated:

Restate them in a “when, who, what” format focusing on how the client would be able to use the
capabilities in the future

Align the capabilities with the reasons they would address
 Be sure to include other key players affected by the pain in the impact column
 Add “drill down” questions to the reasons on the Pain Sheet® to help quantify diagnosis
Notes:
 Ensure reasons are contributors to the (likely) pain of the Sponsor
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 75
Pain Sheet® - Situational Fluency Prompter®: Template
Pain:
Job Title & Industry:
Offering:
Loss of business and profits
Owner, Manufacturing
Market Diversification
REASONS
Is it because; Today…?
A You rely too much on one shrinking
customer
IMPACT
Is this (pain) causing…?
CAPABILITIES
What if…; Would it help if…?
A
Have your profit margins declined over the last two
years? How much? (5% per year, now making only
6%)
Have you ever investigated other higher profit markets
to sell into? (Yes, we tried with no results)
What were the revenue and margin expectations in
those markets? (6 new customers with 15% margins)
So if my math is correct, that represents $450k in
revenue, with almost $68k in profits. (Yes)
If you had (repeat capability), how much of that $450k
could you get? (Maybe 30%)
www.solutionselling.com
Looking for new
customers
Who:
What’s the annual sales to this main customer? ($3M)
What has the sales trend been over the last year?
(Decreased 15%)
So if my math is correct, you need to replace at least
$345k to make up for the loss.
How many new leads have been generated to replace
lost business? (Two)
What was the value of the two new customers?
($150K)
So if my math is correct, that leaves a gap of $195k
On a scale of 1 to 10, how confident are you that you
can fill that gap? (2. In other words, we can probably
get 20% using current resources)
If you had (repeat capability), how much of that $156k
(80% of the $195k) could you get? (100%)
B Lack of pricing power and declining
profits
When:
you
What:
could quickly and
easily identify and
qualify potential new
prospects?
B
When:
Selling your product
Who:
You
What:
Had data to help
choose target market
segments with higher
profit potential?
© Solution Selling, Inc. • 2008  PAGE 76
Pain Sheet® - Situational Fluency Prompter®: Template
Pain:
Job Title & Industry:
Offering:
Lack of Resources to Attract New Customers
Owner, Manufacturing
Market Diversification
REASONS
Is it because; Today…?
A No dedicated sales or marketing staff
IMPACT
Is this (pain) causing…?
CAPABILITIES
What if…; Would it help if…?
A
Who does your sales and marketing now? Me
How much time do you dedicate to sales and
marketing efforts?
What are the types of marketing activities that you do?
How do you measure the success of those activities?
Do you have anyone that could dedicate 4 hours per
week to new marketing efforts?
B Ineffective website
When:
Looking for new
prospects
Who:
you
What:
Could use current staff
more effectively with an
established process?
B
Do you receive leads from your website?
How many of those leads result in a sale?
Do you track the visitor traffic to your website?
When:
Looking for a new
supplier
Who:
What:
Your prospective
customer
could more easily find
your company instead
of your competitors
C Lack of communication tools
C
When:
Who:
What:
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© Solution Selling, Inc. • 2008  PAGE 77
Pain Sheet® - Situational Fluency Prompter®: Template
Pain:
Job Title & Industry:
Offering:
REASONS
Is it because; Today…?
A XXX
IMPACT
Is this (pain) causing…?
CAPABILITIES
What if…; Would it help if…?
A
When:
Who:
aaa
What:
B
B
When:
Who:
What:
C XXX
C
When:
Who:
What:
D YYY
D
When:
Who:
What:
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© Solution Selling, Inc. • 2008  PAGE 78
Gaining Access to Power
A Second Vision Processing Conversation
Power Sponsor
Pain
Reason A
Reason B
Reason C
Sponsor
Pain
Reason A
Reason B
Reason C
www.solutionselling.com
RI
I1
C1
R2
I2
C2
R3
I3
C3
RI
I1
C1
R2
I2
C2
R3
I3
C3
© Solution Selling, Inc. • 2008  PAGE 79
Pain Sheet™ - Situational Fluency Prompter®: Example
Pain: Lost orders (Size-up pain- What is the $ revenue value of lost orders? ( )
Job Title & Industry: VP Manufacturing
Offering: Kiazen Events
REASONS (R2)
IMPACT (I2)
CAPABILITIES (C2)
Is it because; Today…?
Is this (pain) causing…?
What if…; Would it help if…?
A When: equipment is not operating
A You are missing on time deliveries
Your Production Manager believes it is possible to
• loss of (or threat of losing)
within spec (i.e. temp, lube,
recapture a little over $1Million related to missing
customers?
filters, etc.)
on time deliveries.
• declining profits?
Who: your machine operator
Do you agree? (Yes)
• poor cash flow?
What: could apply minor
Is the President/Owner
preventive maintenance or
impacted?
notify a technician so that
proper maintenance can be
optimally scheduled set ups
are required
When set ups are required
Who: your set up team
What could apply time saving
techniques, have easy
access to required tools,
and follow standard
procedures so that set up
time is reduced
When raw materials are
approaching predetermined
minimal levels
Who: your line workers
What could have inventory
replenished automatically
and before outage occur and
production stops
AND
When
Who:
What
www.solutionselling.com
product mix changes occur
your production team
could quickly analyze line
balance, identify
bottlenecks, and reallocate
resources to improve flow
© Solution Selling, Inc. • 2008  PAGE 80
Pain Sheet™ - Situational Fluency Prompter®: Example
Pain:
Job Title & Industry:
Offering:
Lost orders (Size-up pain- What is the $ revenue value of lost orders)
VP Manufacturing
Quality, Solution Selling
REASONS (R2)
IMPACT (I2)
CAPABILITIES (C2)
Is it because; Today…?
Is this (pain) causing…?
What if…; Would it help if…?
B you are not able to meet potential
customers quality requirements?
How many opportunities were lost over the past
12 months? (5)
What was the potential sales volume of those
opportunities? ($800,000)
What is the quality standard that is mostly
commonly requested ? (ISO9000)
If you were ISO 9000 Registered, how much of
that $800,000 would have hit the sale line? (At
least 50% or $400,000)
C you are not competitive on short-run
jobs?
• loss of (or threat of losing)
customers?
• declining profits?
• poor cash flow?
Is the President/Owner
impacted?
B
Who:
What:
C
How many short-run opportunities did you bid
during the past year? (15)
How many were accepted? (0)
How many opportunities were not bid on? (60)
What would you estimate the revenue value of
these 75 opportunities? ($1.5M)
What % of these opportunities could you have
won if you were more competitive on short-runs?
(60%)
If you could pass on cost savings from efficiency
and productivity gains, how much of that
$900,000 would have hit the sales line? (At least
1/3 or $300,000)
D
www.solutionselling.com
When
When
Who:
What:
potential customers require
proof of quality
you sales team
could offer your status as an
ISO 9000 registered
company as proof that your
organization adheres to the
rigors of an internationally
recognized quality standard
bidding on short-run jobs
your sales team
could pass on cost savings
realized with improved
efficiencies and increased
productivity
D
© Solution Selling, Inc. • 2008  PAGE 81
Exercise: Develop a Pain Sheet® for a Power Sponsor
Purpose:
 To develop a Pain Sheet® that would used by a sales professional to diagnose an admitted
business issue of a likely Power Sponsor –level buyer.
 To help assist the sales professional is addressing a business pain and articulate the differentiated
value that his/her offering can provide
Activities:
 Based on the differentiated capabilities that have already been articulated:

Restate them in a “when, who, what” format focusing on how the client would be able to use the
capabilities in the future

Align the capabilities with the reasons they would address
 Be sure to include other key players affected by the pain in the impact column
 Add “drill down” questions to the reasons on the Pain Sheet® to help quantify diagnosis
Notes:
 Ensure reasons are contributors to the (likely) pain of the Power Sponsor
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 82
Pain Sheet® - Situational Fluency Prompter®: Template
Pain:
Job Title & Industry:
Offering:
REASONS
Is it because; Today…?
A
IMPACT
Is this (pain) causing…?
CAPABILITIES
What if…; Would it help if…?
A
When:
Who:
What:
B
B
When:
Who:
What:
C
C
When:
Who:
What:
D
D
When:
Who:
What:
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 83
Draft Evaluation Plan: Example
Attachment to Power Sponsor Letter / e-mail
[DRAFT]
Event
Week of
√
Responsible
Go/No
Go
Phone interview John Watkins (CIO)
Feb 14
Us/TGI
Phone interview Donna Moore (COO)
Feb 14
Us/TGI
Summarize findings to management team
and agree to evaluation plan
Feb 21
Us/TGI
*
Prove capabilities to management team
Feb 28
Us
*
Perform detailed survey of current systems (2 days)
March 4
Us
Present preliminary solution/design
March 11
Us
*
Implementation plan approval by IT department
March 18
TGI
*
Determine / present value justification
March 18
Us/TGI
*
Agree on preliminary success criteria
March 18
Us/TGI
Send our license agreement to legal
March 18
Us
Gain legal approval (Terms & Conditions)
April 4
TGI
Visit Corporate HQ
April 11
Us
Pre-proposal review meeting
April 18
Us
Present proposal for approval
April 25
Us
Transition kickoff & finalize success criteria
May 10
Us/TGI
Ongoing
TGI
Measure success criteria
Billable
yes
*
*
* Mutual decision to proceed
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 84
Job Aid Description
Evaluation Plan
Overview:
The Evaluation Plan is a key job aid used in conjunction with the Power Sponsor Letter. It outlines the suggested steps
that should be followed during the rest of the sales process.
Where / How used:
The Evaluation Plan combines events that the seller wants to achieve with the events that the client wants to achieve.
The client will “buy into” an Evaluation Plan as soon as he / she starts to change it. Dates are assigned to each event
with the thought of closing the sale on an agreed upon date. This helps the seller shorten sales cycles and enhances
forecasting abilities.
What you should achieve:
The Evaluation Plan should help the seller maintain control of the buying process by documenting all events that will
take place during the course of the sale and the order in which those events will take place. By managing this plan with
a client, the seller can feel secure about when resources will be needed and the hurdles to overcome leading to closure
of the sale. Also highlighting some of the important events as “go / no go” points gives both parties the opportunity to
“disengage” from the opportunity if it does not benefit them.
Input required:
To create the Evaluation Plan, the Job Aid Build team will need knowledge of the events included in a entire sale
process, whether or not the events should be billable (i.e. proof steps that incur hard cost), the potential cost alternative
events to those the client may request, the time involved in presenting or demonstrating each event as it relates to the
specific offering being “sold” and the typical length of the sale cycle for that offering.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 85
Exercise: Create a Sample Evaluation Plan
Purpose:
 To create an Evaluation Plan as an example to help the seller communicate the steps necessary
to provide all relevant proof steps and move the opportunity to closure while helping create a
sense of ownership of the plan for the buyer
Activities:
 Create an example Evaluation Plan that could be executed with the Power Sponsor to lead to the
closure of the sales cycle
 Include typical proof steps required by the Power Sponsor to evaluate the chosen solution
 Include any type of legal, technical, or administrative reviews that may be necessary
 Be sure to think through the key Evaluation Plan components (date and sequence of events, go/no
go steps, resources needed, which events are billable, etc.)
Notes:
 Ensure this does not become an internal “to-do” list but requires action on the part of the prospect
organization
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 86
Draft Evaluation Plan: Template
[DRAFT]
Event
Week of
√
Responsible
Go/No
Go
Billable
* Mutual decision to proceed
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 87
Three Sales within a Sale
FINANCIAL SALE
Operational Vision
+
Transition / Implementation
Vision
“What is the overall value to the
organization?”
LINE OF BUSINESS SALE
Operational Vision
“What capabilities do we need to
meet our business goals?”
www.solutionselling.com
TRANSITION SALE
Transition / Implementation
Vision
“How do we get from where we
are today to where the Line Vice
Presidents want to be?”
© Solution Selling, Inc. • 2008  PAGE 88
Draft Evaluation Plan: Example
Attachment to Power Sponsor Letter / e-mail
[DRAFT]
Event
Week of
√
Responsible
Go/No
Go
Phone interview John Watkins (CIO)
Feb 14
Us/TGI
Phone interview Donna Moore (COO)
Feb 14
Us/TGI
Summarize findings to management team
and agree to evaluation plan
Feb 21
Us/TGI
*
Prove capabilities to management team
Feb 28
Us
*
Perform detailed survey of current systems (2 days)
March 4
Us
Present preliminary solution/design
March 11
Us
*
Implementation plan approval by IT department
March 18
TGI
*
Determine / present value justification
March 18
Us/TGI
*
Agree on preliminary success criteria
March 18
Us/TGI
Send our license agreement to legal
March 18
Us
Gain legal approval (Terms & Conditions)
April 4
TGI
Visit Corporate HQ
April 11
Us
Pre-proposal review meeting
April 18
Us
Present proposal for approval
April 25
Us
Transition kickoff & finalize success criteria
May 10
Us/TGI
Ongoing
TGI
Measure success criteria
Billable
yes
*
*
* Mutual decision to proceed
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 89
The Transition Sale: Transition Issues & Capabilities - Example
Executives, Users and Beneficiaries
Susan Brown – CEO, Jim Smith – VP Finance,
Steve Jones – VP Sales & Marketing and Donna Moore - COO
Person responsible for implementation of
needed operational capabilities
Name and Title: John Watkins – CIO
Transition Issue: Delays implementing e-commerce application on schedule
REASONS
OUR TRANSITION CAPABILITIES
A. Technical staff lacks time and
resources to devote to a new system
A. One week after agreement to proceed,
our programmers will begin
customizing the e-commerce
application while supervised by your
staff
B. Available packages don’t integrate
with existing applications
B. 60 days prior to cut-over, our
consultants will guide your
programmers to create interfaces with
existing applications
C. Limited training resources
C. Two weeks prior to cut-over, one of
our business partners could be
contracted for salesperson training so
your IT staff could concentrate on
integrating the application
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 90
Job Aid Description
(Documentation of) Transition Issues and Capabilities
Overview:
A document that outlines the primary issues as well as the associated reasons, of the person within the client
organization tasked with implementing the seller’s product / service. It also presents the seller’s capabilities that
correspond with the reasons for the primary issue.
Where / How used:
Transition issues normally come up when trying to convince the person tasked with implementation to implement a
potential solution that the lines of business needs to solve their business problems. They usually center around the
fact that although they are interested in helping the business, he / she (responsible for implementation) doesn’t see
how they can make it happen given their challenges which usually revolve around an extensive list of tasks already in
place and/or deficiencies in staff and/or skills.
What you should achieve:
This provides another opportunity for the seller to create a transition vision with the buyer. You should also have an aid
that helps minimize the risk associated with implementing the line-of-business capabilities.
Input Required:
To “document” the Transition Issues & Capabilities you will need an understanding of the buyers potential concerns
with the implementation as well as the steps the implementation team will need to take in order to ensure a successful
implementation into the buyer’s organization. A knowledge of your company’s services may be useful.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 91
Exercise: Identify Transition Issues and Capabilities
Purpose:
 Identify potential transition issues that could be roadblocks for closing the opportunity so that
sellers can anticipate them and use them as the basis for a diagnostic conversation with one
responsible for implementation
Activities:
 Describe at least two reasons why someone in the buying organization (for your opportunity) might
face a technical / transition issue when implementing the operational capabilities.
 Describe the corresponding capabilities (services) that could resolve the reasons for the transition
issue
Note:
 This framework can be leveraged to create a Transition Issues Pain Sheet®
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 92
Transition Issues & Capabilities Worksheet
Executives, Users and Beneficiaries
•
•
•
Person responsible for implementation of
needed operational capabilities
Name and Title:
Transition Issue:
REASONS
OUR TRANSITION CAPABILITIES
A.
A.
B.
B.
C.
C.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 93
Three Sales within a Sale
FINANCIAL SALE
Operational Vision
+
Transition / Implementation
Vision
“What is the overall value to the
organization?”
LINE OF BUSINESS SALE
Operational Vision
“What capabilities do we need to
meet our business goals?”
www.solutionselling.com
TRANSITION SALE
Transition / Implementation
Vision
“How do we get from where we
are today to where the Line Vice
Presidents want to be?”
© Solution Selling, Inc. • 2008  PAGE 94
Draft Evaluation Plan: Example
Attachment to Power Sponsor Letter / e-mail
[DRAFT]
Event
Week of
√
Responsible
Go/No
Go
Phone interview John Watkins (CIO)
Feb 14
Us/TGI
Phone interview Donna Moore (COO)
Feb 14
Us/TGI
Summarize findings to management team
and agree to evaluation plan
Feb 21
Us/TGI
*
Prove capabilities to management team
Feb 28
Us
*
Perform detailed survey of current systems (2 days)
March 4
Us
Present preliminary solution/design
March 11
Us
*
Implementation plan approval by IT department
March 18
TGI
*
Determine / present value justification
March 18
Us/TGI
*
Agree on preliminary success criteria
March 18
Us/TGI
Send our license agreement to legal
March 18
Us
Gain legal approval (Terms & Conditions)
April 4
TGI
Visit Corporate HQ
April 11
Us
Pre-proposal review meeting
April 18
Us
Present proposal for approval
April 25
Us
Transition kickoff & finalize success criteria
May 10
Us/TGI
Ongoing
TGI
Measure success criteria
Billable
yes
*
*
* Mutual decision to proceed
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 95
Value Analysis
Total Benefits (ABC Manufacturing Example)
Increased PROFITS from additional sales REVENUE
 Retained annual sales revenues resulting from reduced defects $500K (1)
 New annual sales revenue resulting from improved throughput $500K (1)
 Profit margin is 32% (1)
$1M sales revenue
increase
X 0.32 (profit margin)
= $320K
profit increase
Reduced COSTS
Reduced COSTS
 Rework (1)
Avoided COSTS
 Recruiting and new hire training costs (2)
= $560,000 cost decrease
= $100,000 cost avoided
INTANGIBLES
 Improved morale by the sales staff (1)(3)
 Increased throughput for greater capacity (1)
 Improved cash flow (2)
(1) VP Operations (2) Controller (3) HR Manager
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 96
Value Analysis
Total Investment (ABC Manufacturing Example)
One time INVESTMENT
 Professional (1)
• $10K in Q2, $25K in Q3, 15K in Q4
$50,000
(1) Selling Organization
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 97
Value Analysis
ABC Manufacturing Example
Phased over time (in 000s)
Q1
Q2
Q4
Q3
BENEFITS
Increased profits (1)
0
0
200
120
Reduced costs (1)
0
60
200
300
Avoided costs (2)
0
10
45
45
Quarterly total
0
70
445
465
Cumulative value
0
70
515
980
One time investment
0
10
25
15
Cumulative investment
0
10
35
50
Quarterly total
0
60
420
450
Cumulative total
0
60
480
930
INVESTMENTS
NET VALUE
(1) VP Operations
(2) Controller
www.solutionselling.com
1st year net return: $930,000
Breakeven point: 2th quarter
ROI: 19.6X
© Solution Selling, Inc. • 2008  PAGE 98
Sales Tool Description
Value Analysis / Value Justification
Overview:
The Value Analysis / Value Justification Model is used to document the projected benefits (revenue increase and cost
decrease) associated with the used of the seller’s product / service after implementation. The cost or investment of the
overall offering (“solution”) should be documented as well (including maintenance and services).
Where / How used:
The Value Analysis / Value Justification Model is used early in phase II of the sale (as the prospect is evaluating
alternatives). It is used to present a detailed breakdown of the potential costs decreases and revenue increases within
the buyer’s organization associated with the implementation of the seller’s product and services. This job aid enables a
seller to present the value of their offering in relation to presenting the costs in terms of an investment. The strength in
using this model is that the numbers for the analysis come from the prospect. This financial data is derived from the
seller’s conversation with the buyer(s) during the vision processing conversation(s).
What you should achieve:
Using the Value Analysis / Value Justification Model will help sellers be able to project the “return on investment (%)”,
the First Year Net Return ($), and the Breakeven Point (Qtr) using the numbers provided by the prospect. Note: Be
careful using the term “ROI” vs. “Value Analysis” since most clients have different definitions and parameters around
the phrase “ROI”.
Input Required:
Completion of the model requires the cost / customer investment of the entire project, projected increased revenue and
decreased costs associated with the use of the implemented offering, and the return over a specific time period.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 99
Exercise: Create a Sample Value Analysis
Purpose:
 Create a draft of an example Value Analysis / Value Justification (spreadsheet) formulating the
information that would be uncovered during the diagnostic conversations (vision processing)
Activities:
 Prepare a Value Analysis / Value Justification that demonstrates how the projected benefits of
your capabilities compare against the investment to be made on the part of the customer
Notes:
 You may want to describe the individual benefits (increase profit from increased revenue,
reduced cost and avoided costs) and investments (one-time and on-going) on separate pages
and then have the final page show the comparative analysis in the form of a spreadsheet
 Regarding expected benefits, consider the ramp up time associated with implementing and fully
utilizing capabilities
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 100
Value Analysis: Benefits
Increased PROFITS from additional sales REVENUE






Reduced COSTS
Reduced COSTS



Avoided COSTS



INTANGIBLES



(1)
(2)
(3)
(4)
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 101
Value Analysis: Investment
One time INVESTMENT




On-going INVESTMENT




(1)
(2)
(3)
(4)
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 102
Value Analysis (Comparison)
Phased over time (in 000s)
Q1
Q2
Q3
Q4
BENEFITS
Increased profits
Reduced costs
Avoided costs
Quarterly total
Cumulative value
INVESTMENTS
One time investment
On-going investment
Quarterly total
Cumulative investment
NET VALUE
Quarterly total
Cumulative total
1st year net return: $ _____________
Breakeven point: Quarter _____
ROI (first year): _________%
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 103
Draft Evaluation Plan: Example
Attachment to Power Sponsor Letter / e-mail
[DRAFT]
Event
Week of
√
Responsible
Go/No
Go
Phone interview John Watkins (CIO)
Feb 14
Us/TGI
Phone interview Donna Moore (COO)
Feb 14
Us/TGI
Summarize findings to management team
and agree to evaluation plan
Feb 21
Us/TGI
*
Prove capabilities to management team
Feb 28
Us
*
Perform detailed survey of current systems (2 days)
March 4
Us
Present preliminary solution/design
March 11
Us
*
Implementation plan approval by IT department
March 18
TGI
*
Determine / present value justification
March 18
Us/TGI
*
Agree on preliminary success criteria
March 18
Us/TGI
Send our license agreement to legal
March 18
Us
Gain legal approval (Terms & Conditions)
April 4
TGI
Visit Corporate HQ
April 11
Us
Pre-proposal review meeting
April 18
Us
Present proposal for approval
April 25
Us
Transition kickoff & finalize success criteria
May 10
Us/TGI
Ongoing
TGI
Measure success criteria
Billable
yes
*
*
* Mutual decision to proceed
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 104
Success Criteria: Leveraging Success
Reference Story
Criteria
Baseline
Q1
Q2
Q3
Q4
RI
I1
C1
Situation:
Critical issue:
Reasons:
Capabilities:
We provided:
R2
I2
C2
Results:
R3
I3
C3
Business Development Prompter: New Opportunity
This is __________ (salesperson name) with __________ (your company). You and I
haven’t spoken before, but we have been working with __________ (specific industry)
organizations for the last ___ (#) years. A common trend we are hearing lately from other
__________ (job title) is their frustration (difficulty) with _______________ (job title’s likely
critical issue / pain) [resulting from ______ (articulate common reasons)]. We have been
able to help our customers address this issue. Would you like to know how?
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 105
Sales Tool Description
Success Criteria
Overview:
Measuring Success Criteria helps track the effectiveness of implementation.
Where / How used:
Establishing what criteria will be measured should be done with the Power Sponsor. The measurement of realized
value compared to projected value is post sale activity.
What you should achieve:
Success Criteria tracks information that can be used to open new sales opportunities within an existing customer,
provide guidelines for maintaining a strong customer relationship, and also provide quantifiable results that can be used
in future Reference Stories. A major benefit of setting the criteria to be measured with the prospect is that is helps to
reduce the risk the prospect starts to feel as they began to see themselves implementing the seller’s offering. Note:
Risk is a dire concern to a buyer at this phase in their buying process.
Input Required:
To create the Success Criteria, actual customer results are required. In order to complete the template, specific,
measurable elements of the Value Analysis / ROI that the seller’s products / services have influence over must be
determined with the prospect. You also must determine the length of time to be engaged with the client in this activity.
Note: Make sure that the criteria (when measured) can be attributed to your offerings. E.g. Often times stock price is a
not a good element to track because too many things affect its value outside of your control.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 106
Exercise: Create Sample Success Criteria
Purpose:
 To create a sample list of Success Criteria that your sellers could use as a starting point for
recommendation
Activities:
 List some of the Success Criteria that would me measured after implementation (i.e. those things
that will change in the business as a result of implementing your offering)
 Establish a baseline metric that would demonstrate that the seller should work with the buyer to
agree on baseline metrics by which to measure against
Note:
 Ensure the items listed are controllable by the capabilities of your offering. Be cautious of using
items that could be affected by numerous outside variables
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 107
Success Criteria Template
Criteria
Baseline
Q1
Q2
Q3
Q4
(1)
(2)
(3)
(4)
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 108
Negotiating
 Knowledge is power
 Plan before you begin
 Is it closeable during this meeting?
 Know what you will accept
 Know what you are willing to give
 Seek to understand the true interests underlying buying positions taken
 Give reluctantly and slowly (if necessary)
 Withstand up to three “squeezes” by the buyer
 Don’t give without getting
 Be willing to walk away today
 Salesperson must overcome emotional hurdle first
 Buyer must believe he/she is getting the best price
 Use a mutual win approach
 If less than 100% of quota, do not negotiate alone
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 109
Negotiating Worksheet: Example
Is it closeable today?





Power to buy?
Payback agreed to? VP Finance
L/T/A approvals? VP Finance
Plan completed?
Known cost since: 4 months
Stand 1
(Plan):
“Our published plan shows an implementation starting on Monday. Is this issue worth the
delay?”
Stand 2
(Value):
“When we calculated the payback, you told me that even with all of the costs included the
return was higher than you expected and the project would pay for itself in 10 months.”
Stand 3
(Pain):
“The reasons we have spend the last four months together is because you are not meeting
your new account revenue targets. That issue is not going to go away until you gain these
new capabilities.”
Salesperson: “The only way I could do something for you is if you could do something for me.”
Buyer (should ask): “Like what?”
GET
“Is it possible for you to… move phases I and II together and take delivery of the hardware
shipment this quarter? Is that possible?”
If the buyer indicates a concession, present your “give”
GIVE
www.solutionselling.com
“If you can… move phases I and II together, then we are prepared to offer __________
which is worth $__________. Can we go forward on that basis?”
© Solution Selling, Inc. • 2008  PAGE 110
Sales Tool Description
Negotiating Worksheet
Overview:
The Negotiating Worksheet is used as a pre-negotiation preparation tool. It helps you resist requests for concessions
likely to be made by the buyer.
Where / How used:
The Negotiating Worksheet should be completed prior to discussions to finalize the terms of the sale. It provides
guidelines to making stands against buyer concessions. The stands should be based on logical information you
developed during the buying process. Key “stands” may include (in no particular order of importance):
1. Pain Stand – recall the buyer’s pain driving the opportunity
2. Vision Stand – recall the vision established to address the critical business issue
3. Value Stand – recall the quantifiable value associated with addressing the pain
4. Plan Stand – recall the Evaluation Plan indicating the timeline to realize benefits
What you should achieve:
Reduced stress by minimizing the pressure on you to discount price or give in on terms
Higher margins
Fewer concessions
Improved negotiations
Better business terms and conditions
Input required:
To create the Negotiating Worksheet, pain must have been uncovered, a buying vision created, a Value Justification
Model completed, and an Evaluation Plan with a planned implementation date agreed upon.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 111
Exercise: Develop a Negotiating Worksheet and Get-Give List
Purpose:
 Create a sample Negotiating Worksheet in order to depict how key information established during
the sales cycle can assist sellers in preparing for a final negotiation
 Prepare a Get-Give List in anticipation of having to satisfy a concession
Activities:
 Develop 3-4 logic-based stands that serve to undermine potential concessions asked of by your
buyer. The logic inherent in these stands should be based on the business case developed
throughout the sales cycle
 Prepare for the negotiation by creating a Get-Give List:

Developing a list of potential concessions (“gives”)

Developing a list of potential requests (“gets”)

Developing a list of non negotiable items
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 112
Negotiating Worksheet
Is it closeable today?
__ Power to buy?
__ Payback agreed to? VP Finance
__ L/T/A approvals? VP Finance
__ Plan completed?
__ Known cost since: 4 months
Stand 1
Stand 2
Stand 3
Salesperson: “The only way I could do something for you is if you could do something for me.”
Buyer (should ask): “Like what?”
GET
“Is it possible for you to… _____________________________________________________
___________________________________________________________? Is that possible?”
Silence! Only if buyer accepts your condition
GIVE
www.solutionselling.com
“If you can… ______________________, then we are prepared to offer _________________
_____________________ which is worth $__________. Can we go forward on that basis?”
© Solution Selling, Inc. • 2008  PAGE 113
Get-Give List
Your
priority
GET
Value

GIVE

Projected
customer
priority
1
2
3
4
5
NOT NEGOTIABLE
1
2
3
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 114
Sales Tools for Completion
Sales Tool Groups
Purpose and/or Actions
Group 1




Account Profile
Key Players List
Pain Chain®
Pain Sheet® (for Sponsor)
 Brainstorm, analyze, discuss and agree upon key elements of
a general opportunity upon which the development of all other
sales tools will be based
Group 2




Business Development Prompters and Letter
Reference Story
Initial Value Proposition
First Call Introduction
 Develop sales tools that can be used to assist a sales
professional in initiating a sales cycle by establishing
credibility and targeting possible critical issues of the
prospect
Group 3







Pain Sheet® (for Power Sponsor)
Evaluation Plan
Transition Issues & Capabilities
Transition-Implementation Plan
Value Analysis / Justification
Success Criteria
Negotiating Worksheet and Get-Give List
 Create sales tools to help control the sales cycle, qualify the
buying process, and mitigate buyer’s risk through promoting
value and offering proof
Group 4





Sponsor and Power Sponsor Letters
Situation Questions
Go/No Go Step Completion Letter
Sponsor Vision Reengineering Letter
Transition Plan Letter
www.solutionselling.com
 Complete these sales tools based on input from Sales Tool
Groups 1-3
© Solution Selling, Inc. • 2008  PAGE 115
Potential Sponsor Letter / e-mail: Example
John Smith (Quality Manager),
Thank you for your interest in our company. The purpose of this letter is to summarize
my understanding of our meeting and our action plan.
Qualification Components:
1
2
3
4
5
6
We discussed the following:
(1) Your primary critical issue is increased defects which has added $600,000 this year to production costs.
(2) Reasons your defects are increasing:
 the inability to identify the root cause of the defects
 lack of process controls
 lack of adherence to your quality management system
(3) Capabilities you said you needed:
 that when parts or products are rejected, your quality personnel could apply effective data collection, defect analysis, and
problem solving tools to identify the root cause and to implement corrective actions
 when manufacturing a part or product, all your machine operators could eliminate variances by knowing exactly what to do
and how to do it
 when processing an order, all personnel involved would follow required work instruction and procedures.
You said if you had these capabilities, you would be able to reduce then number of existing defects and help reduce and address
future defects, allowing you to recapture $560,000 of production costs.
Our next steps
(4) You agreed to move forward with our company (5) and said if we succeed in proving we can give you these capabilities, you
will introduce me to Eric Jones, your VP Operation. You mentioned Eric is not happy with the increased production costs and its
impact on profits.
(6) I would like to propose that we arrange a meeting with another Quality Manager who has implemented QMS tools and
practices with our help. I am confident you will like what you see and introduce our company to the rest of your organization. I’ll
call you Monday to discuss it further.
Sincerely,
Steve Parsons
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 116
Potential Sponsor Letter / e-mail: Template
Name-of-Sponsor,
Thank you for your interest in your-company-name. The purpose of this letter (email) is to summarize my understanding of our
meeting and our action plan.
We discussed the following:
Your primary critical business issue is describe-the-sponsor’s-pain.
The reasons you are having this critical business issue are:
 Describe-Reason-A
 Describe-Reason-B
 Describe-Reason-C
The capabilities you said you needed to resolve this situation are:
 Describe-Capability-A
 Describe-Capability-B
 Describe-Capability-C
Our next steps
You agreed to move forward with our company and said if we succeed in proving we can give you these capabilities, you will
introduce me to power-sponsor’s-name-and-title. You mentioned he/she is not happy with the impact that your critical
business issue is having upon his/her ability to describe-the-power-sponsor’s-pain-or-goal.
I would like to propose that describe-proof-step.
I am confident you will like what you see and introduce our company to the rest of your organization. I’ll call you on date to
discuss it further.
Sincerely,
Salesperson’s-name
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 117
Potential Power Sponsor Letter / e-mail: Example
Jim (VP Finance),
Thank you for meeting with Steve Jones and me earlier today. I believe it was time
well spent for both TGI and our company.
Qualification Components:
1 Pain
2 Reasons for the Pain
3 Buying Vision
4 Organizational Impact
5 Agreement to Explore
6 Evaluation Plan Set-up
We discussed the following:
(1) Your primary critical issue is declining profits due to the revenue shortfall. You said you were about $8 million below
plan.
(2) Reasons for declining profits:
□ Missing new account revenue targets
□ Rising operational costs
□ Increasing credit write-offs
(3) Capabilities you said you needed:
□ when visiting your web-site, your customers could place and confirm orders via the internet, get questions
answered through a FAQ menu, be notified of promotions, and be prompted to submit referrals
□ for customers to be able to click on a FAQ web menu to get their answers and only require a CSR for
extraordinary situations
□ prior to accepting an order, your web-site could alert your customer to outstanding credit issues needing to be
resolved with the ability to speak to someone in your accounting department
(4) You said if you had these capabilities, Steve could meet his revenue targets, Donna Moore could reduce operating
expenses, your Controller could reduce the average age of his receivables and you would be able to increase profits by
at least $4.5 M.
Our next steps
(5) When I told you I was confident our company could help you integrate an e-Commerce application with your existing
internal accounting and inventory system, you agreed to commit the resources needed to evaluate our ability to do so.
(6) Based on my knowledge to date, I am attaching a suggested evaluation plan for your further exploration of our
company. Look it over with Steve, and I will call you on February 7, to get your thoughts.
Sincerely, Bill Hart
Attachment: Draft Evaluation Plan
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 118
Potential Power Sponsor Letter / e-mail: Template
Name-of-Power-Sponsor,
Thank you for meeting with Name-of-Sponsor and me earlier today. I believe it was time well spent for both organizations.
We discussed the following:
Your primary critical business issue is describe-the-power-sponsor’s-pain.
The reasons you are having this critical business issue are:
 Describe-Reason-A
 Describe-Reason-B
 Describe-Reason-C
The capabilities you said you needed to resolve this situation are:
 Describe-Capability-A
 Describe-Capability-B
 Describe-Capability-C
You said if you had these capabilities that describe-how-others-impacted-will-reach-their-goals.
Our next steps
When I told you I was confident that our organization can help you describe-goal-of-power-sponsor, you agreed to take a
serious look at our ability to do so. Based on my knowledge to date, I am suggesting an evaluation plan for your further
exploration of our organization’s capabilities. Look over the plan with _______________ Name-of-Sponsor and I will call you
on date to get your thoughts.
Sincerely,
Salesperson’s-name
Attachment: Draft Evaluation Plan
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 119
Potential Vision Reengineering Sponsor Letter / e-mail: Template
Name-of-Sponsor,
Thank you for your interest in your-company-name. The purpose of this letter (email) is to summarize my understanding of our
meeting and our action plan.
We discussed the following:
The capabilities you said you needed:
 Describe-Capability-A
 Describe-Capability-B
 Describe-Capability-C
You said if you have these capabilities you would be able to address your primary critical business issue of describe-thesponsor’s-pain.
The reasons you are having this critical business issue are:
 Describe-Reason-A
 Describe-Reason-B
 Describe-Reason-C
Our next steps
You mentioned your current situation impacts others including power-sponsor’s-name-and-title-and-others. At the close of our
conversation, you suggested you would schedule a meeting with them so we can discuss the organizational impact of this
issue. At that meeting we can mutually agree upon next steps. As we discussed, I will be required to provide proof that we can
give you these capabilities and you will require that same proof from all other potential vendors. I am available for our next
meeting this on date-range-and-time-range . I will call you on date to schedule the appointment, it should take about number
minutes.
Sincerely,
Salesperson’s-name
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 120
Getting Pain Admitted – Flowchart (Step 3)
Transition to Getting Pain Admitted (End of Step 2)
“But enough about (my company). Tell me about you and your situation.”
Pain?
Yes
No
No
Talking
freely?
Yes
ASK SITUATION QUESTIONS
No
Pain?
Yes
No
ASK MENU OF PAIN QUESTIONS
Pain?
Yes
No
Qualify
Out
www.solutionselling.com
Prioritize
Pain
Step 4
© Solution Selling, Inc. • 2008  PAGE 121
Getting Pain Admitted
Question Examples
SITUATION QUESTIONS
“Today, when a part or product is rejected, what steps are taken to identify the root
cause?”
“Today, if a machine operator has a question regarding a particular work procedure what
do they do?”
“What type of customer complaints are you hearing recently?”
“What bad thing happens because of the situation you described?”
MENU OF PAIN QUESTIONS
“The top three difficulties we are hearing from Quality Managers these days include:
 Increased defects
 Inadequate QMS to meet the needs of new, larger customers
 Higher costs/less results implementing QMS
…are you facing any of these issues today?”
OR
…are you curious how we have helped our customers deal with
these issues?”
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 122
“Go/No Go” Step Completion Letter / e-mail: Example
To: [email protected]
cc: [email protected]; [email protected]; [email protected];
Subject: Evaluation Plan - step completion
Attachment: Updated Evaluation Plan v2.doc
Eric and team,
I am pleased to report that another milestone has been completed. On February 21 your team
approved the evaluation plan. The changes you requested are reflected in the attached copy.
Our next milestone is the week of February 28 when the entire management team is scheduled to
visit our client and meet with their senior executives.
Thank you again for your continued support of this project.
Sincerely,
Steve Parsons
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 123
Transition Issues & Capabilities Worksheet
Executives, Users and Beneficiaries
•
•
•
Person responsible for implementation of
needed operational capabilities
Name and Title:
Transition Issue:
REASONS
OUR TRANSITION CAPABILITIES
A.
A.
B.
B.
C.
C.
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 124
Transition / Implementation Plan Letter (e-mail): Example
Thank you… summarize my understanding of our meeting and propose some scheduling assistance for you.
We discussed the following:
Concern about….
Your specific areas of concern as they relate to the schedule are:
□ □ □ Proposed Transition Capabilities
□ □ □ You said if you had these capabilities, you could support the proposed QMS/Process Improvement initiative.
Our next steps
Based on my knowledge to date, I am suggesting an implementation plan for your consideration.
Sincerely, Steve Parsons
Attachment: ImplementationPlan.doc
www.solutionselling.com
© Solution Selling, Inc. • 2008  PAGE 125
Proposed Transition / Implementation Plan: Example
Attachment to Transition / Implementation Plan Letter / e-mail
Implementation Plan
Week of
www.solutionselling.com
Event
Us
TGI
Billable
© Solution Selling, Inc. • 2008  PAGE 126
Sales Tools for Completion
Sales Tool Groups
Purpose and/or Actions
Group 1
 Account Profile
 Key Players List
 Pain Chain®
 Brainstorm, analyze, discuss and agree upon key elements of
a general opportunity upon which the development of all other
sales tools will be based
Group 2




Business Development Prompters and Letter
Reference Story
Initial Value Proposition
First Call Introduction
 Develop sales tools that can be used to assist a sales
professional in initiating a sales cycle by establishing
credibility and targeting possible critical issues of the
prospect
Group 3







Pain Sheet® (Sponsor and Power Sponsor)
Evaluation Plan
Transition Issues & Capabilities
Transition-Implementation Plan
Value Analysis / Justification
Success Criteria
Negotiating Worksheet and Get-Give List
 Create sales tools to help control the sales cycle, qualify the
buying process, and mitigate buyer’s risk through promoting
value and offering proof
Group 4





Sponsor and Power Sponsor Letters
Situation Questions
Go/No Go Step Completion Letter
Sponsor Vision Reengineering Letter
Transition Plan Letter
www.solutionselling.com
 Complete these sales tools based on input from Sales Tool
Groups 1-3
© Solution Selling, Inc. • 2008  PAGE 127
MMTC Sales Process Map: (Draft 9/16/09)
Buying Process
Define needs/wants &
requirements
What HELP is available?
Evaluate
options
Select solutions and
Resolve issues and finalize contracts
evaluate risk
Implement and
evaluate success
Sales Process Steps
Plan
Execute
Plan
IM
Analyze
Develop
Implement
Prove
Negotiate
Close
Implement
Sales Process Activities
Conduct territory /
account and/or
opportunity
planning
 Identify potential
opportunity
 Conduct pre-call
planning and
research
 Participation and
follow-up of Learn
About & Seminars
 Develop Partner
Relationships
 Lead Follow-up

Identify potential
beneficiary
 Establish trust
and credibility
 Stimulate interest
 Identify perceived
pain
 Conduct plant
tour
 Confirm and
prioritize pain
 Confirm dialogue
and agree upon
next steps

Diagnose
admitted pain of
Sponsor
 Create or
reengineer vision
for sponsor
 Gain agreement
to explore further
 Negotiate access
to power
 Confirm dialogue
and agree upon
next steps

Diagnose admitted pain of Power
 Create or
reengineer vision
for power
sponsor
 Gain agreement
to explore further
 Determine
evaluation criteria
 Propose a plan of
next steps
 Confirm dialogue
and agree upon
plan of next steps

Begin execution  Prepare for final
of next steps
negotiations
 Present
 Reach final
preliminary
agreement
solution
 Prove capabilities
(Oper, Trans, Fin)
 Conduct review
of proposal
 Issue proposal
 Ask for the
business
 Receive verbal
approval


Get necessary
documents
signed
Implement
solution
 Complete
implementation
approach
 Measure success
criteria
 Identify potential
new opportunities
 Obtain referrals

Verifiable Outcomes
 Territory / Acct /
Opportunity
Plan developed
 Evaluations &
Lead Tracking
 Lead Letter
agreed upon
 Sponsor Letter
agreed upon
 Evaluation Plan
modified or
agreed upon
 Sales
 Sales mgt.
 Sales support
 Sales
 Pre-sales
 Marketing
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
T/A/O Plan
Account Profile
Pain Chain®
Key Players List
S.A. Prompter
Value Proposition
Reference Story
Bus. Dev. Letter
Bus. Dev. Prompter
Waste Walk
Trans. Planner/BPS
9 Block Model®
9 Block Model®
Pain Sheet®
Pain Sheet®
S. A. Prompter
S. A. Prompter
Power S. Letter
Sponsor Letter
Trans. Planner/BPS Evaluation Plan
 Verbal approval
received
 Ts and Cs
agreed upon
 Documents
signed
 Implementation
Plan completed
 Sales
 Sales mgt.
 Sales
 Sales mgt.
 Sales support
 Services
 Sales
Roles (examples)
 Sales
 Pre-sales
 Sales mgt.
 Subj Expert
Sales Tools
Evaluation Plan
Transition Letter
Implement. Plan
Value Analysis
Success Criteria
/A3
Negotiating
Worksheet
Get-Give List
Implementation
Plan
Success Criteria
A3
Reference Story
Post project debrief
Sales Management System
10%
www.solutionselling.com
25%
50%
75%
90%
100%
© Solution Selling, Inc. • 2008  PAGE 128