0. MMTC Sales Process Map: (Draft 9/16/09)
Buying Process
What HELP is available?
Define needs/wants & requirements
Evaluate options
Select solutions and evaluate risk
Resolve issues and finalize contracts
Implement and evaluate success
Sales Process Steps
Plan
Execute
Implement
Plan IM
Analyze
Develop
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 admit-ted 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 of next steps
Present preliminary solution
Prove capabilities (Oper, Trans, Fin)
Conduct review of proposal
Issue proposal
Ask for the business
Receive verbal approval
Prepare for final negotiations
Reach final agreement
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
Verbal approval received
Ts and Cs agreed upon
Documents signed
Implementation Plan completed
Key Takeaways
Definitions of Activities, Outcomes, Roles, sales tools and Probability will be provided later in the workshop, just highlight them for now
Note that sales process includes activities outside of sales execution (planning & implementing)
Sales aids are tools to help advance an opportunity (all sales aids are not used all the time)
Transition Points
Now that we’ve seen a sample of the workshop output, let’s review the benefits of a sales process
Roles (examples)
Sales
Sales mgt.
Sales support
Sales
Pre-sales
Marketing
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Sales mgt.
Sales
Sales mgt.
Sales support
Services
Sales
Sales Tools
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®
Pain Sheet®
S. A. Prompter
Sponsor Letter
Trans. Planner/BPS
9 Block Model®
Pain Sheet®
S. A. Prompter
Power S. Letter
Evaluation Plan
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%
25%
50%
75%
90%
100%
© Solution Selling, Inc. • 2007

1. MMTC Sales Process Map: (Draft 9/16/09)
Buying Process
What HELP is available?
Define needs/wants & requirements
Evaluate options
Select solutions and evaluate risk
Resolve issues and finalize contracts
Implement and evaluate success
Sales Process Steps
Plan
Execute
Implement
Plan IM
Analyze
Develop
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 admit-ted 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 of next steps
Present preliminary solution
Prove capabilities (Oper, Trans, Fin)
Conduct review of proposal
Issue proposal
Ask for the business
Receive verbal approval
Prepare for final negotiations
Reach final agreement
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
Verbal approval received
Ts and Cs agreed upon
Documents signed
Implementation Plan completed
Key Takeaways
Definitions of Activities, Outcomes, Roles, sales tools and Probability will be provided later in the workshop, just highlight them for now
Note that sales process includes activities outside of sales execution (planning & implementing)
Sales aids are tools to help advance an opportunity (all sales aids are not used all the time)
Transition Points
Now that we’ve seen a sample of the workshop output, let’s review the benefits of a sales process
Roles (examples)
Sales
Sales mgt.
Sales support
Sales
Pre-sales
Marketing
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Sales mgt.
Sales
Sales mgt.
Sales support
Services
Sales
Sales Tools
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®
Pain Sheet®
S. A. Prompter
Sponsor Letter
Trans. Planner/BPS
9 Block Model®
Pain Sheet®
S. A. Prompter
Power S. Letter
Evaluation Plan
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%
25%
50%
75%
90%
100%
© Solution Selling, Inc. • 2007

2. 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)
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
Develop or select appropriate stimulating interest Sales Tools to support the strategy
Account-level activities
Opportunity-level activities
Purpose: To provide a list of activities for sellers to engage in spanning account-level and opportunity-level
Key Instructor Notes:
Read the bulleted list
The terms “critical business issue” (or “pain”), “Pain Chain®” and “business development strategy” are emphasized. Let the participants know that you will provide clear definitions and examples of these terms within the following modules
The last two bullets are not emphasized (not in bold) – this slide will be revisited in the “Stimulating Interest” Module
Transition: “We will explore these activities in depth over the next few modules. Let’s start by focusing on pain…”
© Solution Selling, Inc. • 2007

3. Account Profile: Template
Company:
Backyard Products – Monroe, MI
Parent Company = Handy Home and Heartland Industries
Added 140 jobs in However, the current workforce is approximately 100 EE’s throughout US.
Offerings:
Wooden Sheds, Play Sets, Gazebo’s & Assembly Services of Products
Market analysis:
Possible quality issues due to recall notices on web search for company. In 2006, they combined two companies into 1 facility located in Monroe to manufacture and assemble products.
Financials:
The VP of Operations on the phone with NKL stated the president mentioned they are bleeding money.
Competition:
Two major competitors – They either assembly of product or manufacture product, but not both,
Executive profiles:
The VP of Operations stated they are very process oriented.
The president has a strong finance background from Norway. He has been with organization for approximately 3 years.
Both Kirk (VP Op) and Laurna (Dir. Of Logistics) are APICS certified.
Potential critical business issues:
30 branch offices throughout the US that do installations. – Biggest problem in branches is standardized work.
Two people attend MMTC learn abouts, six sigma and quality.
© Solution Selling, Inc. • 2007

4. Business Development Prompters
Business Development Prompter: New Opportunity
This is Tom Bastin with MMTC. You and I haven’t spoken before, but we have been working with machining organizations for the last 20 years. A common trend we are hearing lately from other owners is their frustration (difficulty) with low profits [resulting from high production costs. We have been able to help our customers address this issue. Would you like to know how?
Business Development Prompter: Menu Approach (See Business Development Letter)
This is Norma LaVallee with MMTC. You and I haven’t spoken before, but we have been working with Tool & Die Manufactures for the last 20 years. The top three issues or concerns we are hearing (lately) from other presidents are: (1) reduced sales , (2) increased foreign competition and (3) decreased market share . [We’ve helped companies like: (1) Franklin Fastners, (2) Atlas Tool and (3) Vicount Ind. Would you like to know how?
Business Development Prompter: Referral Approach
This is Mr. Bryan Beechnut with MMTC. You and I haven’t spoken before, but Tom Jones, VP of Manufacturing at Genesee Packaging suggested that I give you a call. We were able to help her/him address his difficulty with machine downtime and excess inventory resulting from poor planning, inventory management, forecasting. Would you like to know how?
Business Development Prompter: Multiple Contact Approach
This is Bob Lyscas with MMTC. You might recall my last contact via phone where we described how we have been working with Stamping organizations for the last 20 years. We cited a common trend with Production Managers is their frustration (difficulty) with press downtime resulting from long changeovers. We have been able to help our customers address this issue. Would you like to know how?
Solution Selling® 2007 © Solution Selling, Inc. All rights reserved

5. Business Development Letter / e-mail: Template
Mr. Tooldie,
Our company is in the business of helping our customers ________________________________________ __________________________________________________________________________________________ (positioning statement using the “we help” theme).
We have been working with Tool and Die companies since 1994.
Our clients include:
Franklin Fastners,
Vicount Industries and
Atlas Tool.
Some of the chief concerns we hear from them include:
Foreign Competition
Lack of Sales and
Shrinking Profit Margins.
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 Vice Presidents solve some very challenging issues, please call me at and I will provide you with more information. In lieu of your call, I’ll plan a follow-up call on Friday morning, October 16th .
Sincerely,
Norma LaVallee
Solution Selling® 2007 © Solution Selling, Inc. All rights reserved

6. Pain Sheet® - Situational Fluency Prompter®: Template
Job Title & Industry:
Offering:
Increased Production Costs - How much have your production costs increased? ($5M Company Was $2.8M – now $3.6M up $800,000 = 20%)
Vice President - Operations
Lean Business Solutions
REASONS
IMPACT
CAPABILITIES
Is it because; Today…?
Is this (pain) causing…?
What if…; Would it help if…? A
Increasing Material Costs
How much of the $800,000 increase is related to material costs? ($480,000 / 60%)
What is your current scrap costs? ($96,000)
How empowered are your employees to solve problems – on a scale of 1-10 (3)
How much of the $96,000 could be reduced if (repeat capabilities).
When:
Who:
What:
Operating Equipment
Your operators
Would be empowered to apply problem solving tools and best practices designed to produce defect free quality parts so that materials costs are lowered. B
Increased Labor Costs
How much of the remaining $320,000 / 40% makes up Labor Costs? ($240,000 / 80%)
How much of the $240,000 is attributed to
inefficiencies related to labor costs? ($120,000 / 50%)
(Overtime? / Additional Shift? / Temporary Help / Sorting/Inspections / Healthcare?
How much of this is due to Increased Sales?)
How much of the $120,000 could be reduced if (repeat capability).
Systems and processes fail to identify and remove constraints
Would apply measurable process improvement techniques to create both information and material flow so as to maximize the capacity of the workforce. C
Poor Equipment Utilization (= to $80,000 Loss)
How do you measure equipment utilization? (Machine time availability vs. machine time run)
What is your current equipment utilization rate? 70%)
(Explanation: 8 hrs. = 480 minutes of available machine run time – minus 60 min. of planned down time (lunch/breaks, etc) = 420 min. of available runtime X 70% utilization = 294 min. of actual run time – leaving 126 minutes – over 2 hours of unutilized capacity.
How much of the 126 minutes could be utilized if (repeat capability).
Equipment is not used efficiently
Your Operators
Could apply time saving techniques, have easy access to required tools, and follow standard procedures so that equipment capacity is maximized. D
© Solution Selling, Inc. • 2007

7. MMTC Sales Process Map: (Draft 9/16/09)
Buying Process
What HELP is available?
Define needs/wants & requirements
Evaluate options
Select solutions and evaluate risk
Resolve issues and finalize contracts
Implement and evaluate success
Sales Process Steps
Plan
Execute
Implement
Plan IM
Analyze
Develop
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 admit-ted 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 of next steps
Present preliminary solution
Prove capabilities (Oper, Trans, Fin)
Conduct review of proposal
Issue proposal
Ask for the business
Receive verbal approval
Prepare for final negotiations
Reach final agreement
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
Verbal approval received
Ts and Cs agreed upon
Documents signed
Implementation Plan completed
Key Takeaways
Definitions of Activities, Outcomes, Roles, sales tools and Probability will be provided later in the workshop, just highlight them for now
Note that sales process includes activities outside of sales execution (planning & implementing)
Sales aids are tools to help advance an opportunity (all sales aids are not used all the time)
Transition Points
Now that we’ve seen a sample of the workshop output, let’s review the benefits of a sales process
Roles (examples)
Sales
Sales mgt.
Sales support
Sales
Pre-sales
Marketing
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Pre-sales
Sales mgt.
Subj Expert
Sales
Sales mgt.
Sales
Sales mgt.
Sales support
Services
Sales
Sales Tools
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®
Pain Sheet®
S. A. Prompter
Sponsor Letter
Trans. Planner/BPS
9 Block Model®
Pain Sheet®
S. A. Prompter
Power S. Letter
Evaluation Plan
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%
25%
50%
75%
90%
100%
© Solution Selling, Inc. • 2007

8. Pain Chain® Template : Backyard Products
President: Thomas Van Der Meulen
Pain: Declining Profits (fall to spring)
Reason A: Increased Production Costs
Reason B: Seasonal/Cyclical Sales
VP Operations: Kirk Utemark
Pain: Increased Production Costs
Reason A: Increasing Cost of Returns - Material Defects
Reason B: Changeover Inefficiencies
Reason C: Standardized Work assembly ctrs)
Director of Logistics: Larana Richter
Pain: Increasing Cost of Returns - Material Defects
Reason A: Lack of Product Quality (wood warping)
Reason B: Equipment Availability
Quality Manager: Mr. Shed
Pain: Lack of Product Quality – (wood warping)
Reason A: Uncontrolled Environment – (Manufacturer to customer)
Reason B: Wood Quality (from supplier)
© Solution Selling, Inc. • 2007

9. Account Profile: Template
Company:
Backyard Products – Monroe, MI
Parent Company = Handy Home and Heartland Industries
Added 140 jobs in However, the current workforce is approximately 100 EE’s throughout US.
Offerings:
Wooden Sheds, Play Sets, Gazebo’s & Assembly Services of Products
Market analysis:
Possible quality issues due to recall notices on web search for company. In 2006, they combined two companies into 1 facility located in Monroe to manufacture and assemble products.
Financials:
The VP of Operations on the phone with NKL stated the president mentioned they are bleeding money.
Competition:
Two major competitors – They either assembly of product or manufacture product, but not both,
Executive profiles:
The VP of Operations stated they are very process oriented.
The president has a strong finance background from Norway. He has been with organization for approximately 3 years.
Both Kirk (VP Op) and Laurna (Dir. Of Logistics) are APICS certified.
Potential critical business issues:
30 branch offices throughout the US that do installations. – Biggest problem in branches is standardized work.
Two people attend MMTC learn abouts, six sigma and quality.
© Solution Selling, Inc. • 2007

10. Business Development Prompters
Business Development Prompter: New Opportunity
This is Tom Bastin with MMTC. You and I haven’t spoken before, but we have been working with machining organizations for the last 20 years. A common trend we are hearing lately from other owners is their frustration (difficulty) with low profits [resulting from high production costs. We have been able to help our customers address this issue. Would you like to know how?
Business Development Prompter: Menu Approach (See Business Development Letter)
This is Norma LaVallee with MMTC. You and I haven’t spoken before, but we have been working with Tool & Die Manufactures for the last 20 years. The top three issues or concerns we are hearing (lately) from other presidents are: (1) reduced sales , (2) increased foreign competition and (3) decreased market share . [We’ve helped companies like: (1) Franklin Fastners, (2) Atlas Tool and (3) Vicount Ind. Would you like to know how?
Business Development Prompter: Referral Approach
This is Mr. Bryan Beechnut with MMTC. You and I haven’t spoken before, but Tom Jones, VP of Manufacturing at Genesee Packaging suggested that I give you a call. We were able to help her/him address his difficulty with machine downtime and excess inventory resulting from poor planning, inventory management, forecasting. Would you like to know how?
Business Development Prompter: Multiple Contact Approach
This is Bob Lyscas with MMTC. You might recall my last contact via phone where we described how we have been working with Stamping organizations for the last 20 years. We cited a common trend with Production Managers is their frustration (difficulty) with press downtime resulting from long changeovers. We have been able to help our customers address this issue. Would you like to know how?
Solution Selling® 2007 © Solution Selling, Inc. All rights reserved