© 2013 Autodesk Are you having the conversations your customers want to have? Tom Edmonds Sales Manager AEC Northern Europe Amsterdam 2013

© 2013 Autodesk  “It is not the strongest of the species that survives, nor the most intelligent, but the ones most responsive to change” -Charles Darwin

© 2013 Autodesk Evolution of sales

© 2013 Autodesk Evolution of sales professionals?

© 2013 Autodesk  49% of C Level Executives regularly use the internet to make buying decisions  57% of senior management in large corporations use the internet on a daily basis  85% of business respondents use search engines to research business issues A recent study by Forbes Magazine

Good News, Bad News “The Good” “The Bad” “The Ugly” Contact turnover has stabilised Customers are open to new ideas Customers’ time horizons have extended Price pressure is still significant Customers increasingly rely on third party consultants Customer spending is still down Customers are pushing risk onto suppliers Customers are demanding increased customisation Consensus requirements continue to expand Changes in Customer Buying Behavior

It’s Not What You Sell, It’s How You Sell Company and Brand Impact Product and Service Delivery Value-to- Price Ratio Sales Experience n=5,000+ Percentage of Contribution to Customer Loyalty Impact of Customer Loyalty Drivers 19% 9% 53% Insight Key Differentiators in the Sale Offers unique, valuable perspectives on the market Helps me navigate alternatives Helps me avoid potential land mines Educates me on new issues and outcomes

© 2013 Autodesk AttitudesSkills/BehaviourActivitiesKnowledge Seeks issue resolution Business AcumenSales process adherence Industry Knowledge Willing to risk disapproval Customer needs assessment Evaluation of opportunities Product Knowledge AccessibilityCommunicationPreparation Goal orientationUse of internal resources Lead Generation Outcome focusNegotiationAdministration Company attachment Relationship management CuriositySolution Selling Discretionary effort Teamwork Sample of variables tested

Five Clear Seller Profiles Sales Rep Profiles n=6,600

The Challenger Wins Core and High Performer Distribution, by Seller Higher Percentage of High Performers Relative to Core Performers Lower Percentage of High Performers Relative to Core Performers Percentage of Core PerformersPercentage of High Performers n=20,000

A Differentiated Approach

Facing More Complex Sales 20% 69% 11% 54% 42% 4% Percentage of Total High Performers Complexity of Sale Low ComplexityHigh Complexity Distribution of High Performance by Sales Rep Profile, Simple vs. Complex Sales Challenger Relationship Builder

© 2013 Autodesk If you don’t make a difference

The Challenger Fingerprint Distinct Challenger Skills Take Control of the Buying Process Openly pursue goals in a direct, but not aggressive way and drive momentum for a purchase decision. 3 Tailor for Resonance Link capabilities to each customer’s individual goals to overcome barriers to purchase. 2 Teach for Differentiation Reframe the way customers view their business and their needs. 1 Centered on Insight

© 2013 Autodesk Who would you rather be?

© 2013 Autodesk Commercial Teaching

Business Drivers Globalisation Regulations Competitors Business Partners Suppliers Customers Operational Financial External drivers Internal drivers

Telling a story Warmer Reframe Rational Drowning Emotional Impact New Way Our solution neutral -ve +ve

© 2013 Autodesk  Buyers behaviours are changing  You must adapt and make a positive impact  It’s not too late to learn new skills and behaviours  Read and study “The Challenger Sale” by Matthew Dixon and Brent Adamson Summary

© 2013 Autodesk, Inc. All rights reserved. Autodesk is a registered trademark of Autodesk, Inc., and/or its subsidiaries and/or affiliates in the USA and/or other countries. All other brand names, product names, or trademarks belong to their respective holders. Autodesk reserves the right to alter product and services offerings, and specifications and pricing at any time without notice, and is not responsible for typographical or graphical errors that may appear in this document.