Applying Sales Process to Internal Projects: Processes for Program, Portfolio and Project Management Steve Parry Sales Productivity Consultants, Inc. 303-568-1500 www.salesproductivity.us steve@SalesProductivity.us

Our Agenda Explore a clear, defined , linear external sales process template that can work in any organization How to apply this process to promoting projects internally, including: How to qualify potential internal projects How to create a message to approach management successfully How to develop clear agreements along the way to clarify the path forward

Our Agenda How to apply this process to promoting projects internally I am not a project management expert So I’ll need your help I’ll set some context, then you’ll break into small groups to get your input

Common Sales Issues Buyers further along in their process = Doing more research via the internet More competitors in the mix Money likely a differentiator (to buyer) Harder to make personal contact Harder to close Prospect takes control

What is your Sales Process? Macro I. II. III.

What is your sales process? Macro I. II. III. Micro A. 1. a.

The Template

What is your Sales Process? A few suggested elements:

Your Ideal Customer Profile The Bench: Your Ideal Customer Profile

Quantitative Qualitative

A = B = C = D = Who owns the account? How much time to be spent in each one? Who owns the account?

Sales Plan or Account Plan The Bench: Your Ideal Customer Profile Your Sales Plan or Account Plan

Account Plan Basic rule of engagement: Protect your flank What is your role in maintaining current customers? Where does this occur in your sales process? How do you accomplish this?

with the roadmap showing the activity/behaviors to achieve them. Sales Plan: The sales plan represents the sales person’s goals (monthly, quarterly and annual) with the roadmap showing the activity/behaviors to achieve them.

Your Initial Appointment The Bench: Your Ideal Customer Profile Your Sales Plan Your Initial Appointment (For this opportunity)

Your Initial Appointment The Bench: Your Ideal Customer Profile Establish clear agreements and mutual understanding You both agree on next steps and logistics: time, date, attendees, location, etc. Your Sales Plan Your Initial Appointment (For this opportunity)

Your first appointment; in person or on the phone The Sales Plan   Your first appointment; in person or on the phone The Sales Plan The Account Plan The Bench: Your Ideal Customer Profile

Your Initial Appointment The Bench: Your Ideal Customer Profile Your Account Plan A Qualified Prospect: Rapport: Build trust; find the prospect’s truth Understand or create urgency Investment Decision Process Your Initial Appointment

Your Initial Appointment The Bench: Your Ideal Customer Profile Fully Qualified: Ready to present Your Sales Plan Your Initial Appointment Qualified Prospect: Rapport Reason to do business Investment Decision Process

Solid Prospect: Rapport/ Truth Reason to do business Investment Decision Process   Your first appointment; in person or on the phone The Sales Plan The Bench: Your Ideal Customer Profile

Your Initial appointment The Bench: Your Ideal Customer Profile Close: Present, wrap it up, make it stick Your Sales Plan Your Initial appointment Qualified Prospect: Rapport/ Truth Reason to do business Investment Decision Process Fully Qualified: Ready to present

Solid Prospect: Rapport/Truth Reason to do business Budget Decision Process   Fully Qualified: Ready to present solution Your first appointment: in person or on the phone Close: Present, wrap it up, make it stick The Sales Plan The Bench: Your Ideal Customer Profile

Internal Project Process Apply to The Internal Project Process

The Template The Bench: Possible Internal Projects   The Template     The Bench: Possible Internal Projects Possible internal Champions

Best Possible Projects The Bench: Determining the Best Possible Projects What is are the criteria for moving one project ahead vs. another Quantitative Criteria Qualitative Criteria

Best Possible Projects The Bench: Determining the Best Possible Projects Possible internal champions: Senior manager level people that can be brought on board as supporters/sponsors

Best Possible Projects The Bench: Determining the Best Possible Projects Or identifying the executives that have the authority to set budgets and priority

Sell the idea of project   The Template     Sell the idea of project to management The Bench: Possible Internal Projects Possible internal Champions

Home to First: Sell the Idea of the Project to Management Develop a message around the project Bring project concept to appropriate leader This this executive level, or how you get to executive level? Sell idea of a project to management Problems it will solve Quantify the impact those problems Gain initial approval to proceed

People make decisions emotionally They justify them intellectually

Sell the Idea of the Project to Management Develop a message around project Message has to be problem (not benefit) focused The problem has to impact the “messagee”

Discovery: Dig into the details   The Template     Discovery: Dig into the details Sell the idea of project to management The Bench: Possible Internal Projects Possible internal Champions

Discovery You have a meeting with a champion or leader That person “gets” the impact and is open to hearing details and being persuaded. You have a clear agreement with him/her: Logistics of meeting Objectives Agenda of meeting Outcome(s)

Five Elements of an Agreement Purpose of the meeting   Five Elements of an Agreement Purpose of the meeting Explain why you are having the meeting. Meeting agenda and expectations Find out what the Leader’s agenda is for the meeting. Find out what his/her expectations are before and during the meeting. Understand the leader’s perception of what will happen between meetings. Clarify their perception concerning next step(s).

PM’s agenda and expectations   Five Elements of an Agreement  PM’s agenda and expectations Explain to the leader what you will be doing in the meeting. Explain your expectations of the leader including what information you will need from him. Accept no wishy-washy responses.

Five Elements of an Agreement Time   Five Elements of an Agreement  Time Set the amount of time needed for the meeting. Allow enough time to cover all agenda items. Outcome The outcome should be the decision to proceed with or stop the project.

Setting Agreements Up Front Logistics   Purpose of the Meeting    Prospect’s/Client’s Agenda Salesperson’s Agenda Outcomes/Next Steps

Discovery Dig into details of the project Definition Scope Broad Timeline Outcomes

Discovery: Dig into the details Solution Development: Agreements Clarify Reason** Investment Timeline People       Discovery: Dig into the details Sell the idea of project to management The Bench: Possible Internal Projects Possible internal Champions

Solution Development Clarify the reason Why isn’t the current condition/status quo okay?

Current Condition--------------------------Desired End Result How People Change Current Condition--------------------------Desired End Result Risk Of remaining “as is” : Verses Risk of Change

What are the major problems/issues? Possible projects will: 1. 2. 3.

Business Reasons  

© 2007 Sandler Systems, Inc. All rights reserved. Creating Urgency   Symptom Impact Why? © 2007 Sandler Systems, Inc. All rights reserved.

People make decisions emotionally They justify them intellectually

Solution Development Investment Does the resource investment make sense? Is the timing right? Is the organization truly willing to change?

Solution Development Timeline When should the project be complete? So when should it start? People Who? Why? Structure? Management?

Discovery: Dig into the details Solution Development: Agreements Clarify Reason** Investment Timeline People       Final Presentation: Validate execution plan Discovery: Dig into the details Sell the idea of project to management The Bench: Possible Internal Projects Possible internal Champions

Final Presentation All details must be sorted out between 2nd and 3rd base You have a solid agreement regarding the outcome of the presentation meeting

Final Presentation A compelling reason to move forward has been established Validate execution plan, training, testing, etc. Final approval

Discovery: Dig into the details Solution Development: Agreements Clarify Reason** Investment Timeline People     Final Presentation: Validate execution plan Discovery: Dig into the details Sell the idea of project to management Final Approval: The Bench: Possible Internal Projects Possible internal Champions

Typical Stalls & Objections you will hear: I DON’T HAVE TIME I DON’T HANDLE THIS JUST SEND ME SOMETHING WE DON’T NEED IT WE’RE WORKING WITH ON IT WE’RE NOT INTERESTED  

Applying Sales Process to Internal Projects: Processes for Program, Portfolio and Project Management Steve Parry Sales Productivity Consultants, Inc. 303-568-1500 www.salesproductivity.us steve@SalesProductivity.us