Credit, Copyright, and Contact Information Trademark Notice: The following trademarks and service marks are owned by Sales Performance Holding Company.

2 Day Office Depot Workshop for Territory Development Managers

Credit, Copyright, and Contact Information Trademark Notice: The following trademarks and service marks are owned by Sales Performance Holding Company (DBA: Solution Selling, Inc.) and licensed by Sales Performance International, LLC. Any questions concerning the use of these trademarks or whether a name that does not appear on this list is in fact a trademark of Solution Selling, Inc. or comments concerning this manual, workshop or presentation should be referred to Sales Performance International, LLC in the United States at the following address: 4720 Piedmont Row Drive, Suite 400 Charlotte, North Carolina USA Phone: FAX Solution Selling® and Situational Fluency Prompter®, Pain Sheets®, 9 Block Vision Processing Model® and Pain Chains® are registered trademarks and service marks of Solution Selling, Inc. AchieveGlobal®, Professional Selling Skills®, and Professional Prospecting Skills® are registered trademarks and service marks of AchieveGlobal, Inc. Professional Sales Coaching™ is a trademark and service mark of AchieveGlobal, Inc. All other referenced marks are those of their respective owners. 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. Additionally, Sales Management and Coaching, Targeted Territory Selling, Major Account Selling, Strategic Opportunity Selling, Collaborative Sales Negotiations, Solution Prospecting and Executive-Level Selling are copyrighted materials of Solution Selling, Inc. © Solution Selling, Inc. • 1985 – MAT Karen Allinder inserted this slide here. I didn’t see it in this deck. AchieveGlobal reference added in RED © Solution Selling, Inc. • 2007

Solution Selling®: Workshop Objectives
After completion of this Solution Selling® Workshop, you will be able to: describe “how buyers buy” and align your selling activities to accordingly recognize the difference between “latent pain” and “active vision” opportunities conduct effective pre-call planning and research stimulate interest and establish credibility with prospects get prospects to share / admit high priority pain engage in consultative dialogue that promotes the differentiating strengths of your offerings gain access to “power” people within an opportunity effectively qualify and disqualify opportunities based on objective decision criteria better control and manage sell cycles improve your chances of winning competitive opportunities shorten sell cycles and avoid no decision manage proof and internal resources negotiate the steps leading to closure of a sell cycle Purpose: To position the objectives of the workshop Key Instructor Notes: Often the “workshop objectives” are revisited in the course evaluation (i.e. An evaluation question often asked includes “Were the course objectives met?”) The facilitator may want to ask participants if they have additional objectives Often a personal touch is to tell the participants that a personal objective is for them to say at the end of the session that it was a good use of their time Transition: “We will accomplish these objectives over the next # days using the following agenda…” © Solution Selling, Inc. • 2007

Office Depot Sales Process Elements
Office Depot TDM Sales Process Buying Process Define problems and opportunities Determine needs / requirements Select solution, evaluate risk, & finalize contracts Resolve issues & implement Evaluate success Sales Stage Plan and Engage Diagnose Propose and Close Implement Fulfill Verifiable Outcomes Opportunity created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy First order is placed 7-7-7 Goals Accomplished Sales Tools and Resources Key Players List Contact Strategy PSS® Pre-Call Planner Power Sponsor Letter/ Bid Builder Get-Give List Implementation Plan Reference Story Success Criteria Yield probabilities: these are the percentages that will be put in Oracle as a way to help track opportunity tracking. These are a starting point and may change over time. More important for sales management to understand their pipeline. Yield Probability 25% 75% 100% © Solution Selling, Inc. • 2007

AchieveGlobal Models Will Be Used Within the New Sales Process
Facilitator SAY… SPI’s Solution Selling® continues to build on the Needs Satisfaction Selling™ philosophy taught in Professional Selling Skills® (PSS) and Professional Prospecting Skills™ (PPS). In PSS, you learned how to manage sales conversations in a consultative, mutual fashion. This was accomplished via the methodology of Open/Probe/Support/Close. In PPS, you learned how to utilize the Prepare/Contact/Assess process to gain appointments with prospects in a systematic fashion Now, we are focused on what happens as you string all these conversations together over the course of an end-to-end sales cycle from Engagement through to Proposals and ultimately Fulfillment. The Solution Selling™ program will outline what this sales process looks like on a phase by phase basis and will provide you with specific skills, tools and techniques you will need to move your opportunities successfully through the sales Professional Prospecting Skills®: Professional Selling Skills®: Needs Satisfaction Selling Process Goal: To make informed, Mutually Beneficial Decisions AchieveGlobal®, Professional Selling Skills®, and Professional Prospecting Skills® are registered trademarks and service marks of AchieveGlobal, Inc. © Solution Selling, Inc. • 2007

Newly acquired customers
80 SPI and AchieveGlobal Tools Will Help Sellers Have Conversations with Customers at Various Points in Their Lifecycle New customers Acquire A New Business Newly acquired customers Convert B Conversion Loyal customers Grow C Share of Wallet “At-risk” customers Retain D Retention

20% 80% Eagles Journeypeople Talent Assessment Are intuitive
Have conversations Ask questions Eagles 20% Make presentations Make statements Process is key to success Purpose: To establish the characteristics of “eagle sellers” and “journeypeople sellers”, to highlight their differences, and to correlate how the use of process impacts each segment Key Instructor Notes: The “20-80” rule applies here. Often a sales force is made up of 20% Eagles and 80% Journeypeople Explore the characteristics of eagles (the bird). Conclude that successful sellers are called “Eagles” because they are perceptive but tend to be rare and act alone (not in flocks) Are intuitive – meaning If you asked an eagle, “How did you know to do that during the sell cycle” – they may not be able to exactly describe to you how they did it they are usually competent in their approach. They may say “it comes natural to me”. – we call this “unconscious competent” Process is key to success – They can be good salespeople who appreciate structure but are less intuitive. If they can emulate what eagles do via a replicable process that defines the eagle behavior, they can become more successful, consistent performers. If we can get eagles to see the value in using process they can become more consistent and really unbeatable.” Transition: “So what are the components of eagle behavior, that as journeypeople one may want to emulate… and as eagles, they would want to recognize and utilize more consistently? Answer: components of ‘situational fluency’ …” Additional Insight: Eagles can’t often make poor managers because they have difficulty coaching their sellers. They can’t always tell them what they are doing wrong because of their “unconscious competence”. They may say “just watch how I do it.” If you apply the theory of Geoffrey Moore’s “Technology Adoption Lifecycle” (from Crossing the Chasm). You can make the case that if the market is segmented into “innovators and early adopters” – they are “visionary” (20% of the market) and “majority and laggards” – they are “conservative” (80% of the market) then you often have a “journeyperson” selling to a late market buyer. So 64% of the time (80% x 80%) you have your less-intuitive seller interacting with a buyer who is not visionary and tends to be conservative. This is a tough “sell”. Process becomes key so that the journeyperson can better align with the conservative buyer. (Additionally, eagles selling to visionaries happens 4% of the time, eagles to conservatives and journeypeople to visionaries happen 16% of the time). Journeypeople 80% © Solution Selling, Inc. • 2007

Situational Fluency What Buyers Should Expect from Salespeople
Situational Knowledge Capability Knowledge How Do We Integrate? People Skills Selling Skills Purpose: To define the four components of situational fluency and to position how the sales execution methodology helps integrate these disparate components Key Instructor Notes: The facilitator can better emphasize the purpose by verbalizing or flip-charting the following dialogue: People skills - These are the professional and personal characteristics. (e.g. likeable, easy to talk to, genuine) Selling skills - This is the ability to execute tactics for consistent performance. (e.g. Need definition, ability to close, establish customer loyalty, etc.) Situational knowledge - This is having an understanding of the issues facing specific job titles in a given industry. (e.g. Knowing the issues of VPs of Sales face in the manufacturing industry) Capability knowledge? … This is not only knowing your offering, but also how the capabilities of your offering help someone. (e.g. The ability to articulate how your offering can specifically help that VP of Sales with his/her issue) What two circles are sales managers looking for in sellers? (Answer: People and Selling Skills)…What two circles are customers looking for in sellers? (Answer: Situation and Capability Knowledge) We might be out of alignment with what our customers are demanding Through training and education, most organizations help salespeople in these four areas over time; however, most of this effort is usually disparate. This methodology attempts to integrate these four key components of “situational fluency” Transition: “The instruction team and class will introduce themselves in a moment but as part of that introduction I want to look at some specific challenges that face salespeople today. Here are some selling and managing difficulties that we’ve heard from other attendees.” Situational Fluency: Integration of knowledge and skills by the salesperson for “eagle” performance © Solution Selling, Inc. • 2007

Selling Difficulties: Example
“I have trouble maximizing my time in the field and may not be calling on the right customers.” “Customers only care about price.” “A lot of customers don’t want to switch to another supplier right now unless the price is significantly lower.” “I was a BDM and now I have trouble with account management.” “My experience is primarily working with existing customers so I have challenges with prospecting and finding new customers.” “We get involved in the opportunities too late.” “I lose control of the opportunity at the end of the sell cycle.” Purpose: To “give to get” – sharing difficulties will help the participants more openly share their own Key Instructor Notes: The facilitator may ask if there are other challenges worth adding to the list Transition: “Additionally, here are some of the sales leadership challenges we have heard from our clients.” © Solution Selling, Inc. • 2007

Exercise: Introduction and Selling Difficulties
Purpose: To introduce yourself to the facilitation team and other participants To identify your specific selling challenge(s) Activities: Record the following information: Your name and location Your title and/or responsibility The top selling difficulty that you may be experiencing Note: Selling difficulties should be challenges over which you have control (i.e. no mention of “my manager wouldn’t…” or “my product or service doesn’t…”) Purpose: To provide relevance to any managers in the audience as well as show how selling issues can impact management Key Instructor Notes: Set a specific time limit for the exercise Based on the number of participants, you may choose to have the class work individually or in small groups It is sometimes useful to appoint a spokesperson to share the information or make the introductions on behave of the “team”. Another approach is to have the participants pair up and then introduce each other (an “ice-breaker” approach) This may be an appropriate time to introduce the instruction team If the participants list their difficulties on a flipchart, you may want to post them on the wall in order to refer to as the material presents itself in relationship to the difficulties. You also may want to end the session by referring back to the difficulties. (E.g. “Did you learn something during this workshop that will help you address your difficulty?”) Transition: “Reflecting on some of the difficulties that were mentioned, we will focus on particular selling skills (during the workshop) that should help address some of the challenges you listed. Let’s look at some of those specific key selling skills.” © Solution Selling, Inc. • 2007

Key Selling Skills Sales Process Steps PLAN & ENGAGE DIAGNOSE
PROPOSE & CLOSE IMPLEMENT FULFILL Prospecting Developing Needs Developing and Delivering Value Managing Proof Accessing Power Qualifying / Disqualifying Purpose: To define key terminology (used within the sales process) that will be referenced throughout the workshop Key Instructor Notes: Prospecting: The ability to stimulate interest where there is none Developing needs: The skill of developing needs comes in two categories…creating visions and reengineering visions Vision Creation – The ability to create a vision in the mind of the buyer of how they will be better in the future as a result of your capabilities before introducing your product or service Vision Reengineering – The ability to change or expand an existing customer vision biased toward your product or service, but the buyer retains ownership of the new vision Developing and delivering value: –The ability to establish quantifiable value with the buyer that provides him/her a compelling reason to take action and then provide capabilities that deliver the expected value Managing proof: – The skill of introducing the appropriate level of proof at the appropriate time in the sell cycle (e.g. don’t “waste” good proof on someone who can’t make a purchase decision or further the sell) Accessing power: – The discipline of always attempting to interact with the “decision maker(s)” even when out of one’s comfort zone or the buyer’s normal buying process Qualifying / Disqualifying: – Qualifying is the ability to bring an opportunity to your standard based on what a buyer does (not what they say). If not, then the ability to (disqualifying) disengage from the opportunity Controlling the process: – The ability to exert command (control) over the buying process NOT the buyer Negotiating: – When does negotiating take place in the sell cycle? When should it? – The ability to never give a concession without first getting something (quid pro quo). What’s the perceived value of something you get for free? Closing: – Often too much emphasis is placed on closing. Through adherence to process, closure can become less of an event. It can be managed as a series of mini-closes that is pervasive throughout a sell cycle not just at the end. Closing can also be viewed as the natural evolution of a sell cycle Aligning: What do you think of when you here the word aligning or alignment? (You may relate the definition to an automobile being out of alignment – i.e. only bad things happen) – Understanding where the buyer is in their buying cycle both behaviorally and procedurally and aligning your selling activities accordingly Transition: “Alignment is a dynamic where selling activities occur in conjunction with how buyers buy.” Controlling the Process Negotiating / Closing Aligning © Solution Selling, Inc. • 2007

Negotiating Throughout the Sales Process Maintaining Your Control
Quid Pro Quo: Latin, “something for something” Set the tone for all things to be negotiated throughout the sales cycle Use “quid pro quo” to: Qualify the buyer and the opportunity Move opportunities forward Position your personal “power” Minimize the cost of sale Office Depot Sales Process Plan and Engage Diagnose Propose And Close Implement Fulfill Quid pro quo links to the idea of mutual and mutuality discussed in PSS Quid Pro Quo and Negotiating © Solution Selling, Inc. • 2007

Shifting Buyer Concerns How Organizations Plan, Evaluate and Buy
Buying Phases Phase 0: Conduct Planning Phase I: Determine Needs Phase II: Evaluate Alternatives Phase III: Evaluate Risk Level of Concern Strategy Projects Issues Priorities Budgets Risk Price Needs Solution Remember the 3 buying phases that customers go through? The first phase starts when the customer decides to buy something to address a business problem, to avoid one in the future, or capitalize on a future opportunity. But, in reality all businesses go through a phase 0 in which they: Set their strategy Identify issues that may be roadblocks to the strategy Identify projects to implement the strategy Establish tactics to implement the strategy Create a budget to fund the priority projects. Often the Phase 0 planning phase is done annually as companies budget for the next year. If we are having conversations with customers that are about strategies before they decide to buy anything we can be consultants to them and guide their strategies. But these conversations cannot be sales campaigns if we are to have the kind of relationship we want to have with the executive. If we are perceived as trying to sell at this point, we’ll never connect with the executive. Why? Because they are not buying. Their focus is on their strategy: how to move their company in the direction they want to move it. Of course, they realize you are in the business of selling. But true consultants focus on the customer first before they try to sell anything. So we must stay away from product-talk and even solution-talk. That comes later. And it may not be with this executive. It will probably be with someone the executive connects us with, but later. Transition: How does this idea of getting in at Phase 0 relate to the idea of latent opportunities? Remember the concept of a “latent” opportunity? That is the situation when you get to the customer before they know what they want to buy, or even before they have decided to buy anything. A latent opportunity– one that you create– is started any time before the customer has determined what they want to buy. At the end of Phase I they know what they want to buy, their needs. So latent opportunities are started in Phase 0 or I. An active opportunity– one when the customer already knows what they want to buy before you get involved– starts in Phase II. Our goal in selling to executives is to participate in the customer executive’s phase 0 with the objective to influence the strategy and plans towards needing what we are selling, and to become column A when the opportunity becomes active. Decision to solve a priority problem Time © Solution Selling, Inc. • 2007

Basic Principle BASIC PRINCIPLE NO PAIN, NO CHANGE
Purpose: To position one of the key basic principles within Solution Selling®. Key Instructor Notes: The principles “no pain, no change” is a play on words. Some people may recognize the old fitness adage “no pain, no gain!” Pain usually manifests itself as a business driver for change. Pain is at the individual level. Let’s look at specific criteria for pain that we will refer to during the rest of this workshop.” Potential missed opportunity” is also a pain. For example, a company may be profitable but not as profitable as it could be. There is a missed opportunity. One challenge with missed opportunities is that people are more likely to solve a negative than they are to improve an average situation Note: Pain is usually a word used during workshops for training purposes. The phrase “critical business issue” may be a more acceptable phrase to use in front of customers “Pain” links to the idea of customer business issues as taught in PPS and needs/needs behind the need in PSS Transition: “Whether someone calls it a pain, a critical business issue, a business driver, etc… the most important thing is that sellers recognize the characteristics of what constitutes a pain...” Pain = Problem, Critical Business Issue or Potential Missed Opportunity © Solution Selling, Inc. • 2007

Criteria for Pain Job specific How the prospect is: Measured Motivated
Recognized Rewarded Viewed by peers Personal Provides a compelling reason to act Purpose: To provide definition around the term “pain” Key Instructor Notes: Most employees of an organization are likely be concerned about key issues that impact the company’s performance; however that doesn’t mean they are “measured” or “motivated” by addressing it or are they compensated / rewards for addressing it. e.g. A VP of Human Resources may care about the revenue production of their company but they are likely chartered with addressing “effective hiring” or “employee retention” while a VP of Sales is more likely to be held responsible for attaining revenue targets Transition: “Pains usually fall into 1 of 3 categories...” © Solution Selling, Inc. • 2007

? Basis of Pain Increasing Costs Competitive losses Errors
Customer complaints Returns Employee turnover Eroding Profits Market share Service quality Growth rate Customer care Compliance Government regulation Industry standard ? COMMON DENOMINATOR Purpose: To provide examples of “pain” Key Instructor Notes: Read the list Ask the question to the participants “What are some others?” (Record them on a flipchart) Referencing some of the examples of pain, ask the question “Using the criteria from the prior page, who might be responsible for this pain?... And this one?... And this one?” Ask the question, “What is the common denominator?” (answer: money) “Most pains can be tied to a financial impact.” Note: “Compliance” may sometimes tie more to pains associated with shrinking budgets or declining service levels and may be more difficult to financially equate. Transition: “pain is one of the states you’ll find buyer in…?” © Solution Selling, Inc. • 2007

Basic Principle: There are Four Levels of Buyer Need
Level Four: Active Evaluation Level Three: Vision of a Solution Level Two: Admitted Pain Purpose: To define four distinct states that sellers may find buyer in. Key Instructor Notes: The facilitator may chose to define the four levels on this page or on the next page 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 when, who, and what 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 solution exists or may have failed at previous attempts to solve the problem Buyer has rationalized solutions viewed so far as “too expensive,” “too complicated,” or “too risky,” PSS Notes: Level Four: Active Evaluation : this equates to the confirm existence of a need Level Three: Vision of a Solution : this equates to Examine Effects Level Two: Admitted Pain: Identify Opportunities Level One: Latent Pain: AchieveGlobal calls this phase exploring customer’s circumstances Transition: “Why is it important to distinguish between these various levels?.” Level One: Latent Pain © Solution Selling, Inc. • 2007

Conceptual Sales Territory
Of all the people who could benefit from your offering… What % are actively evaluating? Not Looking Active * Purpose: To stress the strategic importance of engaging in the “not active” portion of the market in order to exhibit more buying process control Key Instructor Notes: The instructor may find it effective to “play out” this teach point by charting the above graphic on a flipchart and filling in the pie portions based on participant feedback If this circle / pie represents your territory, of all the people in your territory who could benefit from your offering, what percentage are actively evaluating - looking to acquire those capabilities? The usual answer to this question tends to range from 1% to 20%. Large disparities in this answer may occur for organizations with great market/mind share or for a particular offering If (90)% could benefit from your capabilities, why are they NOT actively evaluating right now? Usually the answers range from “they don’t see the value” to “they don’t know they have a problem”. Which portion of the pie do you think most salespeople spend their time… and why? The usual answer is “Active” because it is “live” and buyers wants to take action. Why are these people looking?” (Pointing to the “Looking” portion of the pie chart) The usual answer is “because they have a problem or pain that they need to resolve” What about these people, do these people have problems? (Pointing to the “Not Looking” portion of the pie chart)... “Yes (they do have problems), so why don’t salespeople spend more time over in the “Not Looking”? The usual answers are “takes longer” and “it’s harder to get a buyer to want to look versus someone who already knows what they want.” The instructor can then position the concept that buyers who are “looking” were at one time “not looking” and that some selling organization likely helped them formulate their buying requirements. Then the buyer “shops” (Level 4) in the form of an active evaluation… Transition: “Let’s look at that due diligence process.” * Power person driving evaluation Business issues defined Requirements documented Evaluation team in place © Solution Selling, Inc. • 2007

How Organizations Evaluate and Buy
Not Looking Active Requirements Company A Company B Company C    Purpose: To depict how buyers buy and stress the disadvantage of coming in late to opportunities Key Instructor Notes: The instructor may find it effective to “play out” this teach point by charting the above graphic on a flipchart and filling in the pie portions based on participant feedback Usually a buying organization will develop a list of requirements for a potential purchase. That list can be developed internally or with a third party, but normally it is developed from vendor input. (Even an internal or third party’s list of requirements is usually vendor influenced, either consciously or unconsciously) Column A’s capabilities match “one-for-one” with the developed list of requirements. Why? The vendor who engages first gets a chance to mold / direct / influence the development of the requirements Then the buyer (usually) performs due diligence. They seek bids from other vendors. All things being fairly equal between vendors, the buyer tends to favor the Column A vendor. Why? It is due to the phenomenon of “the bond of joint discovery” – an inherent trust developed between the vendor and buyer as they jointly figured out how they can address an existing business issue of the buyer Note how Company B’s and C’s capabilities fall short of the requirements. These companies are being used to validate what the buyer really wants to do with Company A. We call these companies “column fodder”… much like cannon fodder Cannon fodder: Soldiers deemed expendable during battle. E.g. (US Civil War) Two sides lining up on a battlefield with one allowing the first few waves of troops to advance against the other’s cannon fire. Once the primary cannon fire is exhausted, the more-skilled troops engage in the battle Transition: “Now that we’ve looked at… (1) how buyers buy, (2) seller alignment and (3) the different levels of buyer need, we now have a foundation by which sales process can be architected…” © Solution Selling, Inc. • 2007

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 Purpose: To define key roles and approval types discussed within the methodology Key Instructor Notes: Sponsor: Read the four bullets while highlighting that “Provides access to Power” is probably the most defining characteristic of a Sponsor Power Sponsor: Read the three bullets while highlighting that “Can and will negotiate the steps leading to a buying decision” is probably the most defining characteristic of a Power Sponsor These two approval types are ones that we’ll refer to quite a bit throughout the workshop Beneficiary: Those who benefits from the use of your offering. This could be anyone on the Pain Chain® Adversary: Anyone who opposes you in an opportunity. They could be a sponsor for your competition. They could be someone who is responsible for implementing the capabilities you are promoting and is reluctant to change for a number of reasons. Adversaries are often NOT converted. The best way to handle them is to neutralize them – make them a non-factor in the buying process End user: These people are the ones who are “hands on”. They will be directly or indirectly using your offering. These people can’t buy BUT they can keep you from winning so don’t ignore them Formal vs. Informal means that the formal role will probably be the same key players from opportunity to opportunity. The informal is specific to the opportunity and can change from opportunity to opportunity Legal / Technical / Administrative: We call these people the “sales prevention department” (joke). Has anyone had a sale held up because one of these approvals was not resolved? If these functions are part of the sell cycle, they should be identified early and included in the process early. Don’t wait until the end to get them involved. (“Administrative” often refers to getting on approved vendor lists) Financial: Someone is eventually going to have to sign-off on a purchase whether that is the Power Sponsor’s actual signature or not. Often financial approvers may be a beneficiary on the Pain Chain® or they may just need to justify that the return is acceptable Ultimate Authority: This can be “power” but often is someone who may have to sign a deal (“rubber stamp”) Transition: “Not only can some of the roles change from opportunity to opportunity, but spending thresholds may exist within organizations…” © Solution Selling, Inc. • 2007

Sales Process Flow Model (Sales Execution Focused) Example
Latent or Admitted Pain Potential opportunity starting points Vision or Active Evaluation Conduct pre-call planning and research Perform opportunity assessment Stimulate interest Go? No No Yes Define “pain” or critical business issue Yes Yes Negotiate access to power Select competitive strategy No Diagnose and create vision of company-biased solution Yes At power ? Yes Reengineer vision with company differentiators No Yes No Develop & manage Evaluation Plan (sample steps) Summarize findings Prove capabilities Present preliminary solution Determine value analysis/s. criteria Gain all approvals (L/T/A) Conduct pre-proposal review Purpose: To introduce another view of the sales process Key Instructor Notes: Another view of the sales process. There are 2 starting points: one for latent and admitted pain; another for vision or active evaluation For today and part of tomorrow, we are going to focus on the latent side and how to create your own opportunities Reach final agreement Measure and leverage success criteria © Solution Selling, Inc. • 2007

Office Depot Sales Process: Plan and Engage Stage
Buying Process Define problems and opportunities Sales Stage Plan and Engage Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator Verifiable Outcomes Opportunity Created in Sales Online Yield Probability 0% Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories

Contact Strategy within Sales Online

Appointment Preparation
When preparing for appointments, take advantage of the tools that are on the dashboard. MARKETING MATERIAL – you will also find this link on the left side of the Dashboard under the QUICK LINKS section. This takes you to an EXCEL document with links to some helpful marketing material. You can filter the material based on Sector, Product Group or Project name. Print them off, or go GREEN and them to your customer before or after the sales call. Note: Make sure you use the STAR report to identify multiple categories to go after. Have backups and don’t stop if the customer agrees to purchase in a new category. Keep penetrating and offering solutions. Debrief for Landing Page :Quicklinks relative to the Week in the Life All things available on dashboard today is available here for you as you plan your calls. TOOLS AND JOB AIDS – you will find this link on the left side of the Dashboard under the QUICK LINKS section. This link takes you to a series of CATEGORY CHEAT SHEETS that allow you to prepare for specific categories on customer calls. Print them off as needed and use them in your appointment planning. You will find the CALL PLANNER under this link. This Call Planner assists in developing your action plan and incorporates PSS skills. You will also find the SOLUTION SELLING® TEMPLATES at this link.

Account Pre-call Planning and Research Information Sources
Review account’s website Access public information Annual Reports / 10-Ks Chairman’s Letter Financial highlights Hoover’s Online ( – Company overviews: financials, key people in the organization, industry-related news, competitor profiles, business & financial rankings, and company subsidiaries MSN Business Online ( Company information and news articles searchable at the world, national and local levels LinkedIn ( - Source for increasing network and association with past and present colleagues OneSource ( – A single source for detailed company information for both public and private companies Standard & Poor’s ( – 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 ( – Information on public filings from 1993 – present Yahoo Finance Contact account’s shareholder department ( ) with specific questions – become a shareholder Contact salespeople and account managers within the prospect organization Purpose: To provide a list of resources that participants can leverage to construct Account Profiles Key Instructor Notes: Review account websites: Often corporate websites have a “what’s new” or “news” section on their website that can provide valuable information Note: Letting a prospect know that you’ve recently visited their website is a huge compliment that shows you’ve taken the time to conduct some due diligence before contacting them Access public information: There is more client information available now than ever before. The challenge is finding accurate and effective information. Read the bulleted list Ask participants to add to the list of public information sources that they use Note: some of these resources might require a subscription Contact account’s shareholder department: Becoming a shareholder puts one on a mailing list where they receive insightful information Contact salespeople and account managers within the prospect organization: Generally, salespeople like to have conversations. They can be a great source of internal, client information before making official contact with the targeted individual Transition: “So, once we have this information what do we do with it?…” © Solution Selling, Inc. • 2007

Exercise Discuss Contact Strategy and Planning Best Practices
Purpose: Share best practices for using Contact Strategy and planning Activities: Break into teams Discuss how you as individuals have leveraged Contact Strategy to your advantage for Conversion, SOW, and Retention opportunities Discuss additional planning best practices Select a spokesperson and be prepared to debrief

Contact Strategy and Planning Best Practices
Conversion SOW Retention Other

Additional Planning Best Practices
Plan at least 2 weeks ahead of time Understand your territory and major groupings/clusters Segment territory into 3-4 clusters Plan to spend the appropriate amount of time in each grouping/cluster Guide prospects/customers to gain appointments while in the cluster area (don’t be afraid to suggest another time) Use all available tools to gain information on prospect/customer Identify new prospects to visit based upon existing appointments Always have a contingency plan As part of Smart Mondays, confirm appointments and agendas with prospects and customers for the week Use calendar / time management tools to confirm appointments Confirm you have synced with Sales Online Know your “sweet spot” within the territory Not in sequence- just ideas © Solution Selling, Inc. • 2007

A Week in the Life Best Practices

Buying Process Define problems and opportunities Sales Stage Plan and Engage Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator Verifiable Outcomes Opportunity Created in Sales Online Yield Probability 0% New Business Conduct research on prospective accounts Identify contacts

Qualification Criteria: Example Finding the “Sweet Spot”
Criterion Measure Points # of White Collar Workers 25-50 1 50-75 3 75-100 5 Chamber / Association Member Yes No Referred to Office Depot by another customer High revenue producing verticals Legal Medical Education Close proximity to Office Depot stores Currently under “Contract” or receiving customized pricing with competitor 25-50 WCW Yes = 1 No = 3 50-75 WCW No = 5 WCW No = 7 Not mandated by corporate Criteria will vary from region to region (gain input from manager) Not a form… things to consider! Solution Selling® 2006 © Solution Selling, Inc. All rights reserved

Sorted in Descending Rank: Example
Account Name # of WCW Chamber / Association Member Referred to Office Depot by another customer High revenue producing verticals Close proximity to Office Depot stores Currently under “Contract” or receiving customized pricing with competitor Total Matchmakers, Inc. 5 3 1 24 United Way 22 Kwik Transport Lifestyle Leasing 7 20 MSA Payroll Services 12 Fantasy Travel 4Square Entertainment Baldrige Consultants 26 City Government Able Bakers 14 Your planning template should look like this at this point after you click on the ‘Sort’ button. Ask: “What does it mean for the account at the top of the sorted list?” That account most closely meets the characteristics of your Ideal Customer Profile. Conclusion is that this account should be the first one you prospect to. Get agreement with this conclusion. Note: To this point you have done only partial research on a handful of accounts. But you can see how this model works. As mentioned earlier, you will never find out 100% of the information for all the accounts. But that should not keep you from putting a plan together on what you DO know. This planning methodology lets you easily adjust your plan based on either new information you discover from the press, other informal sources, or additional research. For example, let's say Baldrige Consultants in this example has a press release covering an unusually big increase in quarterly revenue over past quarters. In the example on this slide we would re-grade Baldrige and change the value of the “Growth n Revenue criterion from 2 to 18. That would raise the Index to 83. Re-sorting would put it to the top of the list. Ask: “What would that mean?” If we have not already prospected Baldrige, it becomes an account that would need immediate prospecting since it is the highest priority. Our territory plan has been updated and our activities will adjust accordingly. Solution Selling® 2006 © Solution Selling, Inc. All rights reserved

Account Criteria Examples
Annual company revenue Our revenue from this account last year * Expectations of future revenue * Market position Market viability Financial strength Recent good/poor financial performance Growth in revenues Growth in employees Our relationship quality Our account coverage last year Customer satisfaction level Current installed inventory of our products Potential usage of our offerings * Analyst opinions Known address Strategic value to us Company’s compatibility with our culture Our experience in this industry Urgency of Business Issues (Pains) Knowledge of buying processes Trusted advisor vs. vendor Likelihood of sponsorship Expected profitability Technology adoption position Competitive strength Competitive presence Our solution fit to their needs * Business initiatives we can help with Mergers & acquisitions Convenience of geographic location Responded to (e)mailing Think about a “perfect” prospect for you and your company. What are the characteristics of that perfect prospect? Most people planning their territory tend to use the same general criteria, shown in red on this page. But there are many other potential criteria that may fit your ideal prospect better. This page represents only a few of the criteria that one could use. Ask: “What are some criteria that might fit your “ideal” prospect?” (Capture output on chart.) Transition: “Let’s see if we can put some structure around the selection of ‘ideal’ prospect criteria.” * “Traditional criteria” © Solution Selling, Inc. • 2007

Exercise Develop Qualification Criteria
Purpose: Identify criteria to help determine the “sweet spots” in your territory Activities: Record the top 5 criteria that describes an ideal customer in your territory Be prepared to debrief

Qualification Criteria: Example Finding the “Sweet Spot”
Criterion Measure Points Solution Selling® 2006 © Solution Selling, Inc. All rights reserved

Identify Opportunities through Planning
Territory Territory Planning Existing Accounts New Accounts Account Account Account Account Account Opportunity Planning Purpose: To position that planning takes place at multiple levels leading to specific (potential) opportunities Key Instructor Notes: Whether someone conducts Territory Planning or Account Planning (or both) they are looking to identify potential opportunities that they can leverage to begin a sell cycle Transition: “The following shows the type of activities one might engage in for these different levels of planning…” Opp Opp Opp Opp Opp © Solution Selling, Inc. • 2007

Key Players List: Example
Role Pains Owner Finance / Purchasing Accounting Office Manager Administrative Professional Sales / Marketing IT Difficulty controlling spend X Unable to track spend easily/efficiently Increasing operational costs Difficulty completing workload Increased pressure / responsibility with less resources Increase in personal workload Inefficient office management processes and procedures Increased time to process invoices Eroding margins Declining revenue Company image is not standard or consistent Increasing technology costs Increasing costs and time to manage multiple vendors

Opportunity Example Snapshot
All tools throughout materials are based on these characteristics: 50-60 WCW, approximately $250 spend/year for each WCW Office Manager is Power Sponsor Owner has given all departments directive to cut budgets by 10%

PAIN FLOWS THROUGH AN ENTIRE ORGANIZATION
Basic Principle BASIC PRINCIPLE PAIN FLOWS THROUGH AN ENTIRE ORGANIZATION Purpose: To begin the discussion of how one person’s pain causes another pain for someone else Key Instructor Notes: What does that mean? What happens in one part of the organization will certainly impact others parts Additional Insight W. Edwards Deming (Ph. D.) was considered a “quality guru” in the automotive industry some years ago. He developed several theories around business. One of his theories was “organizational interdependence”. He described how certain relationships have higher interdependence than others do. For example, a bowling team has low interdependence. They are bowling together but if one member bowls a 100 that has little effect on an other’s ability to bowl a He said orchestras have an incredible amount of interdependence. If one brass player is off key, or the woodwinds are off tempo it will certainly affect the overall sound of the company. Deming claims that business is even more interdependent than an orchestra… what happens in production affects shipping, what happens in shipping affects customer service, what happens in customer service affect sales and so on.” Transition: “This business dynamic of ‘interdependence’ can be visually depicted in a job aid we call the Pain Chain®...” © Solution Selling, Inc. • 2007

Pain Chain® - “Cause and Effect”
Job Title: Pain: Reason: Job Title: Pain: Reason: Purpose: To provide a graphical representation of how pain at one level becomes a reason at a higher level Key Instructor Notes: The instructor may want to refer back to some of the participant input from earlier. (I.e. if the participants shared input about how they felt specific job titles related to the pains, then the instructor can link them together on a flipchart in order to assemble a Pain Chain® Diagram the evolution of the Pain Chain® by tracing the arrows from one end of the chain to the other Pain Chains® are not hierarchy charts. They may look similar to Organizational Charts but are intended to trace the flow of pain throughout an organization Generally “pains” at one level become “reasons” for another pain at a higher level. Usually this correlation is “word for word” but does not have to be the exact case Pains articulated on a Pain Chain® should adhere to the same criteria for pain described earlier Transition: “An example can be seen on the next page...” Job Title: Pain: Reason: © Solution Selling, Inc. • 2007

Pain Chain®: Example Job Title: Owner
Pain: Difficulty controlling spend Reason A: Increasing operational costs Job Title: Finance Pain: Increasing operational costs Reason A: Increasing time and cost to process invoices Job Title: Accounting Pain: Increasing time and cost to process invoices Reason A: Managing multiple vendors Purpose: To provide a graphical representation of how pain at one level becomes a reason at another Key Instructor Notes: Note: The Pain Chain® should not imply that a pain addressed at the bottom of the chain will 100% address the pain of the key player at the top of the Pain Chain®; however, it does create a framework to help explore how much addressing a pain at one level can impact a higher level pain Pain Chains® become “living documents” that should be refined over time as pertinent information becomes available. The Pain Chain® probably manifests itself at three key points in the sell cycle: Prior to starting an opportunity: Pain Chains® that have been developed via Key Players List analysis, from prior account situations or provided by marketing as a general view of likely issues and their interdependence within an industry can be a powerful pre-call planning mechanism While engaged in an opportunity: Pain Chains® that have been developed from prior account situations and are being used as a “starting point” can become a map that a salesperson can use to navigate though an organization. The salesperson would validate or change information to the existing chain as they learned more about the customer’s situation. The Pain Chain® flow provides information that is the cornerstone of the “impact conversation” to take place during vision processing To help bring closure to an opportunity: Toward the end of a sell cycle, the salesperson has met with several key players. The question can become “Who does the salesperson focus his/her efforts on?” - knowing that each of the key players has their own personal pain. The Pain Chain® allows the salesperson to focus on all of the key players by providing a visual aid that encompasses all of the key players, their pains, and how they are all inter-related. The salesperson also can begin to describe the benefit path that his/her offering will provide Key Comment:  Customization  – This page will need to be replaced with a customized version for client-specific material Transition: “Assembling Pain Chains® can help begin to target customer individuals who might involved in a potential sell cycle. This will become important as we begin to look at who we want to target.” Job Title: Office Manager Pain: Increasing costs and time to manage multiple vendors Reason A: High use of single vendors to provide services © Solution Selling, Inc. • 2007

Buying Process Define problems and opportunities Sales Stage Plan and Engage Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator Verifiable Outcomes Opportunity Created in Sales Online Yield Probability 0% Create interest Gain initial meeting Strong connection here between SPI and the work they do in PPS in the contact phase © Solution Selling, Inc. • 2007

Business Development Best Practices
Remember who is responsible for your quota Distinguish between prospecting vs. polling Analyze funnel to plan activity and determine level of activity needed Create interest and curiosity with your approach Reserve sacred time for business development activities Target the same job title or same industry (if possible) Target high in the organization Experiment with new approaches Consider “timing and touches” Measure results of various approaches Remember the “SW” rule Inserted funnel and best practice: Analyze funnel to plan activity and determine level of activity needed © Solution Selling, Inc. • 2007

Business Development: Messaging Considerations “Are You Curious?”
You have limited time to get attention and create curiosity 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” Purpose: To position a collection of best practices associated with the content in this module Key Instructor Notes: Limited time to get attention and create curiosity” -“If we were on the phone, how long do you think we have to get the prospect’s attention.” (About 20 seconds) Because of this it is important to quickly get to a topic that will interest the prospect. However, keep in mind… B2B vs. B2C …that we probably are perceived in a more positive manner when prospecting business-to-business unlike some of the negative perception of business-to-consumer telemarketing. We really need to earn the right to explore with the prospect. One way to earn that right is to target pains that are potentially important to them. We need to be invited by the prospect to continue. The best way to do that is to: describe how someone else has solved a problem, hopefully we can target a peer in a potentially similar situation who might have a problem they (prospect) might have or to which they can relate The communication should not focus on things such as asking the prospect to learn about our company history or new offerings. We certainly wouldn’t expect them to buy anything (we don’t know if they need anything) and there is no need at this point to schedule a meeting, we don’t even know if they have a problem, we also have not earned the right to ask them to admit pain These sound like pretty reasonable objectives. Think about when you are sitting home during dinner and you get that prospecting call. Do they follow these objectives? Or do they jump straight to product whether you have a need or not.” Have some conversation around bad prospecting calls that some participants have been involved in from the prospect perspective We are going to look at some call-oriented prompters, but as we do – think about all the things that you dislike about some of the bad prospecting calls that you have received. The odds are that you will not find those in the prompters that we are going to present. underlying message though is – target the message with the right content to the right audience and Internet marketing can work Transition: “Now that we’ve reviewed key messaging considerations, lets look at some templates.” © Solution Selling, Inc. • 2007

Business Development Prompter: Examples
Business Development Prompter: New Opportunity This is Bill Hart (salesperson name) with Office Depot (your company). You and I haven’t spoken before, but we have been working with legal firms (specific industry) for the last 10 (#) years. A common trend we are hearing lately from other Office Managers (job title) is their frustration (difficulty) with not being able to complete their workload (job title’s likely critical issue / pain) [resulting from excessive administrative time they are spending on office supplies (articulate common reasons)]. We have been able to help our customers address this issue. Would you like to know how? Purpose: To discuss key components of and show examples of effective business development prompters Key Instructor Notes: The prompters, all different examples, have common elements: Potential critical business issue(s) that the target prospect should be able to relate to Describe a similar industry as the target prospect Describe how “we” helped similar job titles as the target prospect Avoid discussing product Don’t ask for a meeting but rather ask if the prospect is interested They are brief… i.e. can be read in about 20 seconds The messages can be left on voice mail with the addition that the caller will make a return call. The seller may also chose to leave a number to be reached at Transition: “These messages can also be used in letter and form...” © Solution Selling, Inc. • 2007

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? Business Development Prompter: Menu Approach (See Business Development ) 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. The top three issues (concerns) we are hearing (lately) from other __________ (job title) are: (1) __________, (2) __________ and (3) __________ (job title’s top three likely critical issue / pain). [We’ve helped companies like: (1) __________, (2) __________ and (3) __________ (three reference-able organizations) address some of these issues.] Would you like to know how? Business Development Prompter: Referral Approach This is __________ (salesperson name) with __________ (your company). You and I haven’t spoken before, but __________, __________ at __________ (reference person’s name, title and organization) suggested that I give you a call. We were able to help her/him address his/her difficulty with __________ (reference person’s critical issue / pain) [resulting from ______ (articulate common reasons)]. Would you like to know how? Business Development Prompter: Multiple Contact Approach This is __________ (salesperson name) with __________ (your company). You might recall my last contact via [phone / / seminar / webinar / tradeshow] where we described how we have been working with __________ (specific industry) organizations for the last ___ (#) years. We cited a common trend with __________ (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? Purpose: To discuss key components of and show examples of effective business development prompters Key Instructor Notes: The prompters, all different examples, have common elements: Potential critical business issue(s) that the target prospect should be able to relate to Describe a similar industry as the target prospect Describe how “we” helped similar job titles as the target prospect Avoid discussing product Don’t ask for a meeting but rather ask if the prospect is interested They are brief… i.e. can be read in about 20 seconds The messages can be left on voice mail with the addition that the caller will make a return call. The seller may also chose to leave a number to be reached at Transition: “These messages can also be used in letter and form...” © Solution Selling, Inc. • 2007

Business Development Letter/e-mail: Example
Steve, Office Depot’s Business Solutions Division helps companies in 3 primary areas: sourcing, procurement, and payment for anything office related, and we help you do that effectively and efficiently. We have been working with legal firms since Some of the chief concerns we hear lately include: Increasing operational costs Difficulty completing workload Increased pressure / responsibility with less resources 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 Office Managers solve some very challenging issues, please call me and I will provide you with more information. In lieu of your call, I’ll plan a follow-up call on Wednesday of next week. Regards, Bill Hart Purpose: To discuss key components of and show examples of effective business development prompters Key Instructor Notes: The same level of information can be sent in letter-form (or ) as part of direct mail piece or campaign You’ll notice we provide a little company positioning; however the real focus is on how we have helped companies solve critical business issues that the prospect either has or can relate to Here, we share the top three issues we are hearing and then reference three applicable companies that we’ve worked with. We then have them call us back You might find it effective to send letters, s, leave voice messages, etc. and then follow up on them. It allows you to touch the customer more than once Key Comment:  Customization  – This page will need to be replaced with a customized version for client-specific material Transition: “If the prospect is interested and wants to know more, an effective approach is to share a reference story...” © Solution Selling, Inc. • 2007

Reference Story: Example
Situation: Office Manager in a 50 person organization Critical Business Issue: Difficulty completing workload Reason(s): Spending too much administrative time on office supplies Capability(s): (when, who, what) They needed a way when ordering office supplies the administrative professional could access frequently ordered items from a pre-populated list and select the appropriate items and volume needed. We provided… …this capability Result: They were able to gain back 25% of time spent on office supplies and reallocate it to other areas of the business. In PSS reference stories are called “Proof Sources.” © Solution Selling, Inc. • 2007

Reference Story Format
Situation: A customer job title and vertical industry Critical Business Issue: The pain of the title above (Anxiety words and phrases are very powerful here). Reason(s): One of the reasons for the critical issue biased to your product or service Capability(s): (when, who, what) 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” We provided… 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 Result: Specific measurement is best, $ or % Purpose: To break down the components of the Reference Story Key Instructor Notes: You should notice that the capabilities described address the reason or reasons for the pain The results, the compelling portion of the story, should address (or tie back) the critical issue / pain If the solution is properly described in the capabilities statement than the seller only has to allude to the fact that “they provided those capabilities”. Now is not the time to discuss the specific offering. Content Highlights: Reference Stories, if designed and shared effectively, can quickly establish credibility in the mind of the prospect, stimulate interest with the prospect in working with that salesperson further and begin the discussion of critical business issues that the prospect is faced with within their organization They should be written for a specific person (key player) citing a specific pain. One successful implementation can result in several Reference Stories. They can be delivered to the prospect either face-to-face or over the phone When used successfully, the prospect will either admit pain, direct the salesperson to another part of the organization or the salesperson will discover that the prospect already has a vision of a solution. The conversation could then continue further by engaging in vision processing (creation or reengineering) When sharing Reference Stories is to not divulge the referenced company’s name. There are several reasons for this: Permission may not have been obtained to use the name. To do so without permission would unethical To hold the information back, may imply to the prospect a certain level of trust. That is to say, the prospect will hopefully think, “If I end up doing business with them they will keep my information in confidence too”. It can create further curiosity (“Who was that company?”) or it can become a bargaining tool later in the sell cycle (“If we get to a point where we might do business, I’ll be glad to share the company name with you then.”) Transition: “We will look at where in the sell cycle Reference Stories can be used later. I want to introduce you to another job aid that can also be very effective to stimulate interest …” © Solution Selling, Inc. • 2007

Building a Compelling Value Proposition
EXTRAPOLATE Your Offering Customer A Situation Your Offering Customer B Situation Key Instructor Notes: Building a Compelling Value Proposition Explain the graphic by relating how (as the seller) you are going to take existing, measured results of a successful customer (Customer A) and extrapolate the POTENTIAL benefits that a prospect company (Customer B) might hope to enjoy. “Let me describe the specific components.” Components of an Initial Value Proposition Read the bulleted items Most of the components are easy to grasp. It probably should be stressed (on this page) that there is probably a good degree of pre-call planning and research that would be required to be able to make an initial value proposition statement. It may be useful to have some dialogue with the participants about additional information sources Value Proposition or ‘Value-less’ Proposition Not much time should be spent on this page. Here we are attempting to accomplish two objectives One, Define “value” which will become increasingly important throughout the workshop Two, Distinguish what might be considered a “typical” value proposition (which does not really speak of value as we have defined it) vs. the Solution Selling® interpretation of an (initial) value proposition Again, put yourself in the buyer’s shoes. If I contacted you (phone or face-to-face) and I delivered the following statement, what would your reaction be… (good and bad)? Measured Results Projected Results Reference Story Initial Value Proposition © Solution Selling, Inc. • 2007

Components of an Initial Value Proposition
A simple, clear statement of: Your target prospect Key quantified benefits you may offer them to address their potential critical business issue(s) Based on: Your knowledge of the specific value already achieved by an existing customer Your company’s experience / knowledge of the prospect with a comparable situation Your initial projection of the value to that prospect Key Instructor Notes: Building a Compelling Value Proposition Explain the graphic by relating how (as the seller) you are going to take existing, measured results of a successful customer (Customer A) and extrapolate the POTENTIAL benefits that a prospect company (Customer B) might hope to enjoy. “Let me describe the specific components.” Components of an Initial Value Proposition Read the bulleted items Most of the components are easy to grasp. It probably should be stressed (on this page) that there is probably a good degree of pre-call planning and research that would be required to be able to make an initial value proposition statement. It may be useful to have some dialogue with the participants about additional information sources Value Proposition or ‘Value-less’ Proposition Not much time should be spent on this page. Here we are attempting to accomplish two objectives One, Define “value” which will become increasingly important throughout the workshop Two, Distinguish what might be considered a “typical” value proposition (which does not really speak of value as we have defined it) vs. the Solution Selling® interpretation of an (initial) value proposition Again, put yourself in the buyer’s shoes. If I contacted you (phone or face-to-face) and I delivered the following statement, what would your reaction be… (good and bad)? © Solution Selling, Inc. • 2007

Initial Value Proposition: Example for Office Manager
“We have worked with similar companies and have demonstrated up to 15% savings on total costs associated with procuring office supplies by helping them improve some critical processes through the improvement of their sourcing, procurement, and payment processes around office supplies. Would you be interested in exploring the potential savings for your organization?” Value Proposition Assumptions: General statistics associated with non-automated processes 50-60 WCW Other companies of similar size and industry typically achieve 15% savings on total costs based upon current usage © Solution Selling, Inc. • 2007

Initial Value Proposition: Format and Template
VALUE PROPOSITION TEMPLATE “We believe that _____________________________ should be able to __________________________________________________________ (by $_______________ or _______________%) through the ability to ________________________________________ as a result of ____________________________________________.” Purpose: To show the format of the Value Proposition Key Instructor Notes: The seller should not feel uncomfortable having to make certain assumptions if they are reasonable, conservative and in lieu of lack of having exact customer information. Record any assumptions being made. These should be shared with the buyer as interest is being stimulated Describe the Value Proposition Template in relationship to the format Value Propositions are statements (not guarantees) which attempt to project the potential quantified benefit (value) to a prospect and their organization that they can hope to receive through the implementation of a specific capability or offering. Value Propositions are intended to create curiosity and serve as a catalyst to start a sales cycle. To create a Value Proposition a salesperson must have knowledge of the specific value already achieved by a customer who has used the salesperson’s products and/or services Value Propositions can be delivered over the phone, face-to-face or even as part of a direct mail campaign Some assumptions may have to be made in the absence of facts. The use of industry averages or conservative metrics is acceptable. A salesperson should be prepared to share/defend any metrics or assumptions provided within a Value Proposition A Value Propositions is a job aid that may not be used all the time. The amount of customer information available to the seller may determine the frequency of use Value Propositions tend to highlight improvement and enabling capabilities that would be important to the specific buyer. (I.e. The statements tend to be targeted in their nature.) Some Value Propositions may even provide ranges of value and investment instead of defined numbers. (E.g. “… increase revenue by 10-15%…for an investment around $500K - $800K) Transition: “These type of messages can be delivered in a number of venues / vehicles...” Value Proposition assumptions being made: ____________________________________ 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? ]. © Solution Selling, Inc. • 2007

Exercise Stimulating Interest
Purpose: To allow you and/or your team to develop specific job aids aimed at stimulating interest with the prospect organization by describing how you have helped others solve business problems Activities: In your group, identify an opportunity (from your pre-work) to use as an example Identify the person you would like to contact (most likely Power Sponsor) and build a Business Development Prompter Build a Reference Story for a past success or use a typical example of an opportunity you may encounter on a daily basis. Elements of this exercise may be fictitious or you may have to fabricate metrics for the results portion of the story (if results have not been measured as of yet) Note: Worksheets have been provided on the pages that follow © Solution Selling, Inc. • 2007

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? Business Development Prompter: Menu Approach (See Business Development ) 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. The top three issues (concerns) we are hearing (lately) from other _______________ (job title) are: (1) _______________________________, (2) ___________________________ and (3) _________________________ (job title’s top three likely critical issue / pain). [We’ve helped companies like: (1) __________________, (2) _________________________ and (3) ______________________________ (three reference-able organizations) address some of these issues.] Would you like to know how? Purpose: To discuss key components of and show examples of effective business development prompters Key Instructor Notes: The prompters, all different examples, have common elements: Potential critical business issue(s) that the target prospect should be able to relate to Describe a similar industry as the target prospect Describe how “we” helped similar job titles as the target prospect Avoid discussing product Don’t ask for a meeting but rather ask if the prospect is interested They are brief… i.e. can be read in about 20 seconds The messages can be left on voice mail with the addition that the caller will make a return call. The seller may also chose to leave a number to be reached at Transition: “These messages can also be used in letter and form...” © Solution Selling, Inc. • 2007

Business Development Prompter: Referral Approach This is ________________ (salesperson name) with __________________ (your company). You and I haven’t spoken before, but ________________________________ at ______________________________ (reference person’s name, title and organization) suggested that I give you a call. We were able to help her/him address his/her difficulty with ______________________________________________ (reference person’s critical issue / pain) [resulting from _______________________________________________ (articulate common reasons)]. Would you like to know how? Business Development Prompter: Multiple Contact Approach This is _______________________ (salesperson name) with ____________________________ (your company). You might recall my last contact via [phone / / seminar / webinar / tradeshow] where we described how we have been working with ___________________________ (specific industry) organizations for the last ___ (#) years. We cited a common trend with _______________________________________ (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? Purpose: To discuss key components of and show examples of effective business development prompters Key Instructor Notes: The prompters, all different examples, have common elements: Potential critical business issue(s) that the target prospect should be able to relate to Describe a similar industry as the target prospect Describe how “we” helped similar job titles as the target prospect Avoid discussing product Don’t ask for a meeting but rather ask if the prospect is interested They are brief… i.e. can be read in about 20 seconds The messages can be left on voice mail with the addition that the caller will make a return call. The seller may also chose to leave a number to be reached at Transition: “These messages can also be used in letter and form...” © Solution Selling, Inc. • 2007

Reference Story: Format and Template
REFERENCE STORY TEMPLATE 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 %) Situation: Critical Business Issue: Reason(s): Capability(s): (when, who, what) We provided… …this capability Result: © Solution Selling, Inc. • 2007

Quid Pro Quo in Plan and Engage
“What things would the customer want from you and what would you want from the customer?” © Solution Selling, Inc. • 2007

Office Depot Sales Process: Diagnose Stage
Buying Process Define problems and opportunities Determine needs / requirements Sales Stage Plan and Engage Diagnose Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Verifiable Outcomes Opportunity Created in Sales Online Gain agreement with Power Sponsor to next steps Yield Probability 0% 25% Get pain admitted In PSS this is called “confirming the existence of a need.” © Solution Selling, Inc. • 2007

Getting Pain Admitted Why Would Buyers Admit Pain?
Because the salesperson has: Built rapport naturally Established trustworthiness (sincerity + competence) Established credibility Demonstrated situational knowledge Purpose: To describe the objectives of the module that will be addressed by the content within the module Key Instructor Notes: If through the call introduction the buyer has not admitted pain, we likely have NOT demonstrated one of these elements well enough. We might have to ‘back up’ in the process in order to better cover one of these elements.” In this module we are going to look at steps that help build rapport naturally, and establish trustworthiness and credibility Transition: “Some of the basic principles to keep in mind during the call introduction include……” © Solution Selling, Inc. • 2007

Basic Principles BASIC PRINCIPLE PEOPLE BUY FROM PEOPLE BASIC
POWER BUYS FROM POWER BASIC PRINCIPLE Purpose: To position two of the key basic principles within Solution Selling®. Key Instructor Notes: Finish this sentence, ‘People buy from people… ____…they like… they consider trustworthy (sincere + competent)… they can relate to… who empower them (to make buying decisions) “People buy from people, they don’t buy from proposals, RFPs, etc. Sure, there is Internet selling, but if someone wants to go to a web-site and buy something, they don’t need us for that type of sales transaction.” Power Buys From Power - People want to buy from people that they perceive bring value and demonstrate that they have respect for their time and company’s resources. Power does not mean arrogance, but it is a general attitude that one can demonstrate and bring value to a customer through the services and offerings that they provide The instructor may find it useful to gauge the perception of how salespeople view “power”. Draw two “stickmen” side by side). One should be bigger than the other one. Ask, “Which one is the seller?… buyer?” Most participants will say the bigger one is the buyer. Ask, “What should the relationship be like?” Redraw the smaller stickman to equal the smaller one while describing that the “seller” can give a perception of power (an equal level) in the mind of the buyer Several examples of ways to lose “power” are: Conducting yourself in a manner that puts you on a lower “power” level than the buyer Empowering other entities to solve a problem instead of the customer Correcting a colleague in a manner which resembles… “What he really meant to say was…!” Disengaging from a meeting or presentation because its not your turn to speak (E.g. “I’ll leave you and my Systems Engineer to walk through this demo while I go check voice mail.) Using a string of wimpy words or over-used industry words (E.g. Its possible that perhaps we might be able to do it… or … E.g. Our leading-edge solution is robust and innovative…). If you feel like some industry words are important to your marketing efforts, at least define what you mean by it. (E.g. When I say “robust”, I mean it can…) Avoiding taking stands during negotiating. To not withstand concessions can make a seller appear weak Overdoing politeness. Etiquette and manners are important; however, the point here is that sometimes you can put yourself on a lower level, instead of a peer-level, by constantly addressing customers as Mr. or Mrs. Transition: “Keep these basic principles in mind as move into the discussing elements of a first call…” © Solution Selling, Inc. • 2007

Strategic Alignment Opening of the Call
BUYER PERSPECTIVE / DECISION SALESPERSON ACTION “Do I even want to listen to this salesperson?”  Establish Rapport Naturally Introduce Call “Is this person different from other salespeople?” “Is s/he sincere?... competent?” “Am I ready to share critical information with this person?” State call agenda Share “we help” theme Provide company / personal introduction Share relevant Reference Story (or progress-to-date) Transition to “getting pain admitted” Purpose: To introduce portions of a framework that can help sellers stay in alignment with buyers as they move through their buying process. Key Instructor Notes: For each key objective, there is a specific selling activities to engage in based on alignment with where the buyer is (psychologically and procedurally) in their buying process Notice how the Reference Story can be applied at this stage of the sell cycle Transition: “Let’s look at some specific actions and words around these first two steps of the Strategic Alignment Prompter...” © Solution Selling, Inc. • 2007

First Call Introduction: Strategic Alignment Prompter
Introduce Call State call agenda * 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. Is that fair?” Share “we help” theme “Office Depot’s Business Solutions Division focuses on 3 areas: sourcing, procurement, and payment for anything office related, and we help you do that effectively and efficiently. ” Provide company / personal introduction * FACTS Have X# of employees in your area Office Depot won the “Outstanding environmental leadership” award from Office Products International Recognized as one of the top organizations for multi-cultural business opportunities by Diversity Business.com Share relevant Reference Story (or progress-to-date) “A particular situation you might be interested in is another 50 person organization we worked with. (organization type). Their office manager (job title) was having difficulty with completing her workload with less resources (pain). The reason for her difficulty was spending too much administrative time on office supplies. What she needed was some way to (describe capabilities) when ordering office supplies the administrative professional could access frequently ordered items from a pre-populated list and select the appropriate items and volume needed. We provided them with those capabilities and the result was she gained back 25% of time spent on office supplies and reallocate it to other areas of the business (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 Purpose: To provide some sample text and actions associated with “establish rapport” and “introduce call”. Key Instructor Notes: Describe that we do not expect this text to be used verbatim. The goal is to provide context around the outline. However, most of these words have been finely tuned over time and there is value in using them This “dialogue prompter” is for a first call with a prospect. Keep in mind, we have already met with the prospect and they said they would meet with you again - thus this call introduction. There are also cultural aspects that might have to be taken into consideration during business calls. Those things considered, let’s look at the example closer Step 1: Establish Rapport - We could teach an entire course on the dos and don’ts of rapport building, but one guideline is to conduct a conservative approach that is genuine and does not force rapport Let the prospect set the tone of the meeting: We may want to start the meeting by remaining silent. Why? To see if the buyer wants to engage in “small” or “business” talk. We don’t want to force rapport and seem insincere. Some sellers are taught to find something in the prospect’s office that they can connect with. If the seller is not genuine about the object they picked as a point of rapport it can seem insincere and begin the relationship on a negative basis Step 2: Introduce Call: State the call objective - Read the phrase and ask, “How does that sound?” We are being professional and stating our proposed agenda for the meeting. If the prospect has something else in mind then we want to know that also. The phrase “whether or not we should proceed any further” should tell the prospect that we are not going to try to continue selling to them if there is no benefit for the both of us - the prospect has an out Share positioning statement - Here we are making a high level statement about how we “help” companies. The message should be tailored to be specific to the person (and potential problems) that you intend to address Provide company / personal introduction - Here we are attempting to provide facts that will help the prospect draw desired conclusions about us and our organization. We are providing facts, not opinions Share relevant Reference Story – We want the prospect to talk about some problems that they are faced with. However, we have not earned the right to ask them what their problems are yet; therefore, relate a Reference Story. The goal is to establish credibility to the point that the prospect will share some of their problems. So here we are using the Reference Story that we prepared during the pre-call planning and research phase of the process Transition to getting pain admitted – Now we want to turn over ownership of the conversation to the buyer PSS Notes: This all happens during the Opening phase of PSS. Transition: “Here we move to step 3 of the prompter…” © Solution Selling, Inc. • 2007

Strategic Alignment Getting Pain Admitted
BUYER PERSPECTIVE / DECISION SALESPERSON ACTION Get Pain Admitted “Do I want to admit my critical business issue (pain) to this salesperson?”  Ask Situational Questions (if necessary) Ask Menu of Pain Questions (if necessary) Prioritize the admitted pain Purpose: To introduce portions of a framework that can help sellers stay in alignment with buyers as they move through their buying process. Key Instructor Notes: For each key objective, there is a specific selling activities to engage in based on alignment with where the buyer is (psychologically and procedurally) in their buying process We will look at examples of these questions shortly Transition: “So, if we read a Reference Story (with the pain well-targeted) what responses might we get?” © Solution Selling, Inc. • 2007

Getting Pain Admitted Potential Buyer Responses
“But enough about (my company). Tell me about you and your situation.” Potential Buyer Responses: Salesperson’s Actions: 1. 2. 3. 4. 5. Purpose: To share potential responses to expect and tactics to engage in after sharing a Reference Story Key Instructor Notes: At the end of the call introduction we told a Reference Story to the prospect. We then transitioned the conversation back to the prospect by saying ‘but enough about (how we helped another organization). Tell me about you and your situation’. At that point, we are hoping to get the prospect talking. What are the responses we could hear from them? ... (And we generally hear responses that can be broken down into 5 categories) Lead the participants by asking them, “What is the best possible response I could get after reading that Reference Story?” You should get buyer response #1 (see below). Continue to lead the participants - “What is the next best response that I could get?” You should get buyer response #2 (see below). Participants may give many different answers most of which you will be able to “categorize” into one of the five typical buyer responses. Take the answers as the participants give them to you and write them down on a flipchart. Have the participants write the answers in their workbook. Once you get the correct answer then ask the participants what the “seller action” is they would take in regards to the buyer responses. Once you get all the answers recorded on the flipchart - it should resemble the following: Potential Buyer Responses “I’m having that same problem” (very good) “I’m having a different problem” (still good, the buyer shared a problem) The buyer talks freely (and is nice) but admits no pain / problem The buyer does not admit a pain (and is not friendly, maybe even hostile) “I’m glad you called, we are currently looking.” (“Is this good or bad?”) Seller Actions Prioritize and diagnose (Vision Creation) Ask Situation Questions (to help direct the conversation toward pain) Ask Menu of Pain Question Reengineer the vision Transition: “On the following page you’ll see this same content but in the context of a flowchart.” © Solution Selling, Inc. • 2007

Getting Pain Admitted Question Examples
SITUATIONAL QUESTIONS “How do you currently source, procure, and pay for office supplies?” “What sources do you use to order?” “What is the process for placing an order?” “After the supplies are received how does the invoice get paid?” “If you could change one thing about this process what would it be?” “What problems does this cause and how is it affecting you?” MENU OF PAIN QUESTIONS “The top three difficulties we are hearing from other Office Managers these days include: Difficulty completing workload Increased pressure / responsibility with less resources Inefficient office management processes and procedures …are you facing any of these issues today?” OR …are you curious how we have helped our customers deal with these issues?” Purpose: To establish a fuller understanding of “how to get pain admitted” by providing some questioning examples of the content discussed. Key Instructor Notes: If pain is not admitted but the buyer is openly talking, the next approach is to get the conversation focused around something that you know you can help the prospect with. Sometimes Situation Questions can help “funnel” responses from a buyer down to a topic that has them either admitting their pain or providing information that can help the seller predict the pain If pain is still not admitted and it appears the conversation is going nowhere it may be time to be direct with your questions. This is where a menu of pains approach might take place.” Read the example of Multiple Choice “Menu” of Pain Situation Questions tend to be “open” questions. (E.g. “Today, how do your customers get notified of new products or promotions?”) It may be necessary to intertwine (what we call) “Information Questions” with your Situation Questions. Information Questions tend to be “control” questions that help bring clarity to buyer dialogue. (E.g. “How many products do you sell?”) “Menu of Pain” Questions tend to be “closed” questions. PSS Notes: Situation questions in PSS are Circumstances Menu of Pain in PSS are opportunities Transition: “It becomes very important when having dialogue to ensure that your questioning leads to uncovering the actual pain and not symptoms of it...” © Solution Selling, Inc. • 2007

Anxiety: Example for SMB Customer Using Local Competitor
1. Anxiety Question: “How would you feel if you received a damaged product or had to have return something to the vendor, but you had to go through a dispute process while the order was being investigated and had to pay a restocking fee?” 2. Capability Question: “What if there were a way…when there is something wrong with the order you automatically received the appropriate credit while the process is being investigated and you did not incur additional fees for the return… would that help?” 3. Office Depot Differentiator: Customer service team will provide credit back while orders are being disputed. Anxiety Creation in PSS is Examining Effects and Confirming the existence of the need. © Solution Selling, Inc. • 2007

Anxiety: Example for Large Corporate Competitor
1. Anxiety Question: “How would you feel if you were having trouble with your service, and you were not able to access the person you built the initial relationship with who knew you and your account? As a result, you only had the ability to contact customer service and potentially go through multiple channels to get the issue resolved.” 2. Capability Question: “What if there were a way… if a big issue came up you could contact me as your local rep or my team that would know your account details and be able to handle your requests without going through multiple channels… would that help?” 3. Office Depot Differentiator: Account management team approach- dedicated rep in the area that is reachable along with an inside sales rep and the customer service team. Anxiety Creation in PSS is Examining Effects and Confirming the existence of the need. © Solution Selling, Inc. • 2007

Exercise Call Introduction Role Play
Purpose: To provide a practice session for an initial sales call. This is your chance to define your company on your terms and help position you and your organization with the prospect. Remember that rapport has already taken place Activities: Avoid becoming too wordy or "rambling", especially in your company introduction. The Call Introduction role play should include: Call agenda “We help” theme Company introduction Reference Story Transition to getting pain admitted Fill out the Strategic Alignment Prompter on the next page. You may need to embellish portions of the Reference Story that are not available to you or use the example provided. Complete the Questions Worksheet in order to have Situation Questions and a Menu of Pain approach available Breakout into role play groups Each person should get an opportunity to play the “buyer” and the “salesperson” Be prepared to debrief Note: Use an anxiety question if appropriate Purpose: To allow the participants a chance to practice the call introduction concepts and ask questions of / receive feedback from coaches / instructors. Key Instructor Notes: Read the bulleted items Show the supporting materials that are on the pages that follow The instruction team will want to have determined the Role Play Teams prior to this exercise. It may be appropriate to simply have the classroom pair up side-by-side instead of breaking out into Role Play Teams Provide time for the participants to “write up” the information needed for Step 2 (I.e. Call Introduction, Positioning Statement and Company Facts) of the role play as well as develop some situation questions and menu of pains question (Step 3) The “buyers” should be coached on the intended “pain” as to not admit it readily but also to eventually admit it Transition: “This role play will take about ___ minutes. Upon its completion we will have a short debrief to talk about it.” © Solution Selling, Inc. • 2007

Strategic Alignment Prompter
Introduce Call State call agenda * 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. Is that fair?” Share “we help” theme “Office Depot is in the business of helping organizations / companies in the __________ industry to… ___________________________________________________________________________________________.” 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 Purpose: To provide a worksheet or example to support the exercise. Key Instructor Notes: None Transition: None © Solution Selling, Inc. • 2007

Getting Pain Admitted – Questions Worksheet
SITUATIONAL QUESTIONS (including “what bad thing happens” line of questioning) MENU OF PAIN QUESTION “The top three difficulties we are hearing from ____________________ these days include: …are you facing any of these issues today?” or …are you curious how we have helped our customers deal with these issues?” Purpose: To provide a worksheet or example to support the exercise. Key Instructor Notes: None Transition: None © Solution Selling, Inc. • 2007

Anxiety: Template 1. Anxiety Question: “How would you feel if….
2. Capability Question: “What if there were a way…. 3. Office Depot Differentiator:

Office Depot Sales Process: Diagnose Stage
Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Buying Process Define problems and opportunities Determine needs / requirements Sales Stage Plan and Engage Diagnose Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Verifiable Outcomes Opportunity Created in Sales Online Gain agreement with Power Sponsor to next steps Yield Probability 0% 25%

Basic Principle BASIC PRINCIPLE DIAGNOSE BEFORE YOU PRESCRIBE
Purpose: To position one of the key basic principles within Solution Selling®. Key Instructor Notes: The instructor may want to suggest that they can share an illustration of this basic principle by discussing the chart on the page that follows “Sales Performance Over Time” The instructor may chose to further position this principle by sharing an example of “prescribing before diagnosing” E.g. Share an anecdote of being ill and going to see a doctor who was very diagnostic (describe the diagnosis) and then gave the prescription (“take 2 of these daily”) followed by another anecdote of again being ill but going to see a doctor who was NOT diagnostic but tended to jump to the “answer” quickly – even make the “prescription” sound different… ask the participants: Which experience was better? Why? Share the irony that the two prescriptions were the same but in the second anecdote we were not ready to accept the prescription because of the poor diagnosis Transition: “Let me share a study that will help illustrate this point...” © Solution Selling, Inc. • 2007

Sales Performance Over Time
Purpose: To stress the importance of diagnosing a problem via questioning before hastily discussing product. Key Instructor Notes: This chart depicts one of many findings from a study done by Huthwaite Group. The finding discusses seller performance over time. In this study, the consultants analyzed a group of sales reps to see how their behavior changed over time. The study indicated that after some time of having been in the territory that a rep typically saw some measure of success. What the study noted was that after a certain period of time (usually months) in the territory the performance dropped off dramatically followed closely by a drop in morale. Ask “What phenomenon occurred that caused this drop off in performance? The instructor should ask, “What are new reps doing a lot of, at the beginning, in order to get to know the customer and their environment?” Answer: Asking questions - because the rep doesn’t know a lot, by default they ask a lot of questions. This helps them understand the customer and their environment and puts them in a better position to eventually recommend an offering and the buyer feels confident in the prescription because of the thorough diagnosis Now what do you think the reps are NOT doing a few years later? ... the answer.... Asking a lot of questions! … Why? … They feel like they have seen the same situation so often that they know the answer almost immediately! The seller thinks they are doing themselves and the customer a favor by skipping the questioning / diagnosing and jumping straight to the answer. However, the customer is not ready to accept the answer. The customer may not have even admitted they have a problem. Psychologically, the customer needs to go through that diagnostic process to feel comfortable about accepting a solution Wouldn’t it be great if as sellers we had a questioning approach that forced us to diagnose a customer’s problem instead of hearing a customer problem and then jumping straight to the answer Don’t let your… Experience + Enthusiasm = Enemy Transition: “We are going to learn a questioning model that helps sellers diagnose a customer problem. This questioning model is designed to help slow sellers down, so that their experience does not get in the way. This model is based upon the psychological principle that people do not like to be told what to do, but rather come to self-conclusion as to what they need to do. This questioning model does just that - helps the prospect come to self conclusion about how to solve a business problem...” P = Performance M = Morale © Solution Selling, Inc. • 2007

Strategic Alignment Develop Needs / Customer Buying Vision
BUYER PERSPECTIVE / DECISION SALESPERSON ACTION Develop Needs / Customer Buying Vision “Does this person understand my business issue and the reasons contributing to it? “Has this person thoroughly diagnosed my situation?” “Do I agree with the capabilities suggested and the value articulated?” “Do I want to take responsibility for solving this problem?”  Diagnose and create a vision of a company-biased solution or Reengineer a vision with company differentiators Participate in existing vision Introduce differentiators Determine underlying pain (if not admitted) Purpose: To introduce portions of a framework that can help sellers stay in alignment with buyers as they move through their buying process. Key Instructor Notes: For each key objective, there is a specific selling activities to engage in based on alignment with where the buyer is (psychologically and procedurally) in their buying process We will look at examples of these questions shortly Transition: “So, if in step 3 we are going to diagnose before we prescribe, there is a job aid in Solution Selling® that helps have that diagnostic conversation…” © Solution Selling, Inc. • 2007

Types of Questions Open Purpose: Control Confirming

Areas to Explore Diagnose Before You Prescribe
Diagnose Reasons (how they operate today) Visualize Capabilities (better future state) Open (1) Open (4) Control (2) Control (5) Confirm (3) Confirm (6)

Vision Processing: Example
Pain : Difficulty completing workload Diagnose Reasons Visualize Capabilities OPEN Tell me about it, what is causing you to have this (repeat pain)? What is it going to take for YOU to be able to (achieve goal)?” CONTROL What is the process for ordering and maintaining office supplies? Does this process take a lot of time? How much time do they spend per week? How many orders do you place per week? Who is doing the ordering? How many people are involved? When ordering office supplies the administrative professional could access a frequently ordered items list from a pre-populated list and select the appropriate items and volume, or with a single check duplicate a previous order & add or delete items immediately and have them delivered next-day? How do you reconcile invoices? Due to the process, do you spend a lot of time reconciling invoices? How much time? What are your accounting requirements? What happens to invoices that can’t be reconciled? How often does that happen? How much administrative effort is involved in getting it resolved? Does it adversely affect your vendor relationships? How does this affect your buying power? When an order is entered the administrative professional could be assured that the invoice requirements have been completed so that less time is spent reconciling invoices on the back-end? What is the approval process for spending? How long does it take to get an exception approved? What are your spending authority levels? What happens if the approvers are not in the office? Have there been any key project delays due to the approval process? How often does it happen? What is the cost? When a special request order is entered you had a way for the order to be automatically compared to preset rules and routed appropriately for approval so that you don’t spend too much time waiting for approvals? CONFIRM So, the reasons for your (repeat pain) are …? Is that correct? So, if you had (summarize capabilities), then could you (achieve your goal)? 1 4 2 5 3 6

THE SOLUTION MUST EQUAL
Basic Principle BASIC PRINCIPLE THE SOLUTION MUST EQUAL THE BUYING VISION Purpose: To highlight the importance that the seller’s offering (or capabilities) ultimately must deliver the functionality that the buyer envisioned him/herself receiving. Key Instructor Notes: An effective way to make this point is to share a story / personal example of a time you made a material purchase not for the actual item BUT because of how you saw yourself using the material item Has anyone ever bought something like a nice sports car (or an expensive cocktail dress). You probably weren’t buying four wheels and some seats, you were probably trying to acquire the vision you had dreamed of… where you could see yourself driving down a scenic road… on a nice Summer day… the radio on with the top down As sellers, we have to both help our buyers visualize how they will be different in the future as a result of implementing our offering and we have a responsibility to not over-state the capabilities of our offerings. Our offering ultimately must deliver the functionality that the buyer envisioned him/herself receiving. Its not about a seller telling a buyer all about their features and functions… but it is describing how your customers see themselves using your offering. People buy visions Visions give buyers hope Transition: “Look at buying visions in relation to other terminology...” © Solution Selling, Inc. • 2007

Building Visions Pain:
“I am having difficulty completing all of my work!” Goal: “What if you could complete all of your work?” Capability: “What if you could duplicate your last office supplies order over the internet?” Capability Vision: “What if when ordering office supplies (who) the administrative professional (what) could access a frequently ordered items list from a pre-populated list and select the appropriate items and volume, or with a single check duplicate a previous order & add or delete items immediately and have them delivered next-day?” Capability Vision: Purpose: To provide strict definitions around components of the vision processing model. Key Instructor Notes: Pain: Here the buyer has admitted a pain to us… articulated with a negative phrase Goal: The inverse of the pain. The desire to resolve the pain Capability: What a specific feature will allow a buyer to do Capability Vision: Painting an action picture of how someone will do something different (in the future) by means of an offering’s feature Buying Vision: A combination of two or more capability visions that addresses an admitted pain Further terminology chain: Products and Services contain features Features may or may not be differentiators in comparison to a given competitor Each feature performs a function (or more than one function). This function is articulated as a capability. Sometimes articulated by “allows someone the ability to…” Capabilities should deliver functionality to help solve a problem (either a pain or a reason for a pain) Capabilities that are articulated as “capability visions” paint action pictures of how someone will do something different (in the future) by means of an offering’s feature A culmination of Capability Visions to solve a pain results in a Buying Vision Transition: “Let’s conduct an exercise around these concepts...” What if when an order is entered the (who) administrative professional (what) could be assured that the invoice requirements have been completed so that less time is spent reconciling invoices on the back-end?” Buying Vision “IF you could order office supplies from a frequently ordered items list or duplicate a previous order and have it delivered next-day and be assured the invoice requirements have been completed , THEN could you complete your workload?” © Solution Selling, Inc. • 2007

Exercise Vision Processing Role Play
Purpose: To give a salesperson practice on how to diagnose the reasons for a prospect’s critical business issue or pain and help the buyer visualize the capabilities needed to address their pain Activities: Break into role play groups Follow the blocks in the numbered order using the prompter provided Each person should get an opportunity to play the “buyer” and the “salesperson”. Use an observer in the rotation if possible Be prepared to debrief Note: Focus on following the process, not on personal skills such as eye contact Purpose: To allow the participants a chance to practice role playing vision creation. Key Instructor Notes: Read the bulleted items Show the supporting materials that are on the pages that follow Have the participants share their experiences and questions after the role play Conduct a demonstration of the 9 Block Vision Processing Model® for Vision Creation prior to having the participants role play it. This sets a model for how the role play should be conducted Provide a short and simple demonstration Ask for feedback while positioning some of the caveats - “Other than the role play being intentionally short, somewhat scripted and maybe a bit of a one-sided conversation for the seller, what things did you see taking place in that demo?” Some of the participant replies could be along the lines of: The seller asked a lot of questions The seller tried to understand who else was affected The seller controlled the conversation but in a consultative way Handle the replies appropriately but make sure the key messages that get across to the participants from the demonstration are: The seller is trying to control the conversation BUT not control the buyer The seller is giving the prospect an opportunity to have input (open questions) prior to controlling the conversation (control questions) The seller didn’t control the prospect but rather asked only questions Transition: “This role play will take about ___ minutes. Upon its completion we will have a short debrief to talk about it.” © Solution Selling, Inc. • 2007

Vision Processing: Example
Pain : Difficulty completing workload Diagnose Reasons Visualize Capabilities OPEN Tell me about it, what is causing you to have this (repeat pain)? What is it going to take for YOU to be able to (achieve goal)?” CONTROL What is the process for ordering and maintaining office supplies? Does this process take a lot of time? How much time do they spend per week? How many orders do you place per week? Who is doing the ordering? How many people are involved? When ordering office supplies the administrative professional could access a frequently ordered items list from a pre-populated list and select the appropriate items and volume, or with a single check duplicate a previous order & add or delete items immediately and have them delivered next-day? How do you reconcile invoices? Due to the process, do you spend a lot of time reconciling invoices? How much time? What are your accounting requirements? What happens to invoices that can’t be reconciled? How often does that happen? How much administrative effort is involved in getting it resolved? Does it adversely affect your vendor relationships? How does this affect your buying power? When an order is entered the administrative professional could be assured that the invoice requirements have been completed so that less time is spent reconciling invoices on the back-end? What is the approval process for spending? How long does it take to get an exception approved? What are your spending authority levels? What happens if the approvers are not in the office? Have there been any key project delays due to the approval process? How often does it happen? What is the cost? When a special request order is entered you had a way for the order to be automatically compared to preset rules and routed appropriately for approval so that you don’t spend too much time waiting for approvals? CONFIRM So, the reasons for your (repeat pain) are …? Is that correct? So, if you had (summarize capabilities), then could you (achieve your goal)? 1 4 2 5 3 6

Exercise Build a Vision Processing Prompter
Purpose: To construct a Vision Processing prompter to help diagnose a customer’s critical business issue and build a vision of an Office Depot solution Activities: Include the primary reasons (for a key player’s pain) and the corresponding capabilities Attempt to uncover at least 2 reasons and articulate 2 corresponding capabilities Be sure to articulate the capabilities by crafting a “capability vision” that addresses each reason for the pain Be prepared to share your work © Solution Selling, Inc. • 2007

Vision Processing: Template
Pain : Diagnose Reasons Visualize Capabilities OPEN Tell me about it, what is causing you to have this (repeat pain)? What is it going to take for YOU to be able to (achieve goal)?” CONTROL CONFIRM So, the reasons for your (repeat pain) are …? Is that correct? So, if you had (summarize capabilities), then could you (achieve your goal)? 1 4 2 5 3 6

Exercise Vision Processing Role Play
Purpose: To give a salesperson practice on how to diagnose the reasons for a prospect’s critical business issue or pain and help the buyer visualize the capabilities needed to address their pain Activities: Break into role play groups Use the Vision Processing Prompter you built in your groups to practice Each person should get an opportunity to play the “buyer” and the “salesperson”. Use an observer in the rotation if possible Be prepared to debrief Note: Focus on following the process, not on personal skills such as eye contact Purpose: To allow the participants a chance to practice role playing vision creation. Key Instructor Notes: Read the bulleted items Show the supporting materials that are on the pages that follow Have the participants share their experiences and questions after the role play Conduct a demonstration of the 9 Block Vision Processing Model® for Vision Creation prior to having the participants role play it. This sets a model for how the role play should be conducted Provide a short and simple demonstration Ask for feedback while positioning some of the caveats - “Other than the role play being intentionally short, somewhat scripted and maybe a bit of a one-sided conversation for the seller, what things did you see taking place in that demo?” Some of the participant replies could be along the lines of: The seller asked a lot of questions The seller tried to understand who else was affected The seller controlled the conversation but in a consultative way Handle the replies appropriately but make sure the key messages that get across to the participants from the demonstration are: The seller is trying to control the conversation BUT not control the buyer The seller is giving the prospect an opportunity to have input (open questions) prior to controlling the conversation (control questions) The seller didn’t control the prospect but rather asked only questions Transition: “This role play will take about ___ minutes. Upon its completion we will have a short debrief to talk about it.” © Solution Selling, Inc. • 2007

Strategic Alignment Gain Agreement to Explore, Determine Ability to Buy, and Negotiate Access to Power BUYER PERSPECTIVE / DECISION SALESPERSON ACTION “Am I serious about moving this forward? “Am I prepared to promote this to our decision-maker?” Gain Agreement to Explore Further  Gauge the desire of the buyer to move to the next step Move to next step if you perceive the buyer is not “power” and has not volunteered access to “power” “Should I reveal the identity of power?” Determine Ability to Buy Ask the buyer to describe the process for proceeding if they are pleased with the capabilities. Ask them to identify anyone else involved in making the decision “Do I want to sponsor this person if I’m convinced the capabilities meet my needs?” Negotiate Access to Power Request access to “power” If denied, strike a bargain If buyer bargained, end the call and write a If buyer will not bargain, find another potential Sponsor Purpose: To introduce portions of a framework that can help sellers stay in alignment with buyers as they move through their buying process. Key Instructor Notes: For each key objective, there is a specific selling activities to engage in based on alignment with where the buyer is (psychologically and procedurally) in their buying process We will look at examples of how this dialogue might take place shortly Transition: “So, if in step 5 we are going to gauge how interested the buyer is in moving forward…” © Solution Selling, Inc. • 2007

Next Steps with Sponsor
Seller says… Actions “If you had these capabilities could you fix your problem?” Buyer agrees “I am confident we can give you these capabilities. If you want to go forward, what do you do then? Who else is involved in this decision? How are they involved?” Buyer acknowledges “Power” as someone else. “Can we meet with him/her?” Buyer agrees or denies. If denied, strike a bargain. “I’d like to make a suggestion. I’m willing to provide you some proof to demonstrate our capabilities that have been discussed. If you are satisfied with the proof step, would you then introduce me to (power person), is that fair?” “Thank you for your time. I am going to write you an confirming my understanding of our agreement and the proposed proof step. You should receive that in a few days, and I will call you to discuss it.”

Gaining Access to Power
If vision and value are compelling, the prospect may volunteer access to power Many will accept proof in exchange for access to power How to handle those who will not grant access to power: Find another potential Sponsor on your own Ask for a contact they feel would sponsor you to power and get you an introduction Purpose: To discuss tactics of how to get to power. Key Instructor Notes: Read the bullets while providing appropriate commentary Bullet 1: If vision and value are clear and compelling, the buyer may want to pass on that level of excitement to a decision maker… not waiting for the next meeting Bullet 2: If vision and value are compelling, the buyer will often feel comfortable engaging in the “quid pro quo” Bullet 3: Those who won’t grant access to power may not for several reasons: They may be a “burn victim”. They may have been oversold technology in the past or had a bad experience with a salesperson. These people may be serious about buying but need a little more confidence via proof steps. The seller will need to gauge whether the potential cost of proof outweighs the potential return on the project to the seller’s organization They may be a sponsor for another project Their job may be threatened by your offering or service They may see the project as additional work for them Bullet 4 (sub-bullet): It may be necessary to disengage from this prospect and find someone else who will act as a Sponsor. The impact conversation that took place during vision processing can be an ideal time to uncover another potential Sponsor Bullet 5 (sub-bullet): As described above with the “burn victim”, you may have someone who is interested in how they might benefit from your offering. They just might be hesitant to promote it within the company due to … it being new technology, political fear, etc. In this instance, they have something to gain from the opportunity advancing and would likely help you find another person to drive it internally. Transition: “So we left off on the Strategic Alignment Prompter telling the buyer we would follow up confirming our understanding of their situation. We told them we would suggest a specific way to prove our capabilities to them. Let’s look at that correspondence, which we call a Sponsor Letter…” © Solution Selling, Inc. • 2007

Potential Sponsor e-mail: Example
Qualification Components: 1 2 3 4 5 6 Sandra(Office Manager), Thank you for your interest in Office Depot. The purpose of this is to summarize my understanding of our meeting and our action plan. We discussed the following: (1) The primary critical issue is difficulty completing your workload. (2) Reasons for difficulty completing workload: Lengthy process for ordering and maintaining office supplies Takes too long to reconcile invoices Cumbersome process for getting approvals on exceptions (3) Capabilities you said you needed: When ordering office supplies the administrative professional could access a frequently ordered items list from a pre-populated list and select appropriate items and volume and with a single check could duplicate a previous order & add or delete items immediately and have them delivered next-day When an order is entered the administrative professional could be assured that the invoice requirements have been completed so that less time is spent reconciling invoices on the back-end When a special request order is entered you had a way for the order to be automatically compared to preset rules and routed appropriately for approval so that you don’t spend too much time waiting for approvals You said if you had these capabilities, you could complete your workload. 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 Jim Smith, your VP Finance. You mentioned Jim is not happy with the increasing costs. (6) I would like to propose that we arrange a meeting with another Office Manager who has been using our services. I am confident you will like what you hear and introduce our company to the rest of your organization. I’ll call you Monday to discuss it further. Sincerely, Bill Hart Purpose: To provide an example of the follow up correspondence that should be sent to the prospect upon completion of the vision processing conversation. Key Instructor Notes: Focus on the content of the letter / instead of the tone of it which is a little direct. You would certainly put your own words around this. Let’s look at the specific components The letter has six key components. The instructor should engage the participants by asking, “What is the first component of the letter?” (Answer: Pain) Note: The word “pain” is not used in the letter, it is only a “training word” What is the second component of the letter? (Answer: Reasons for the pain) “Where did we find out the reasons?” (Answer: Boxes R1 and R2 of the 9 Block Vision Processing Model®) What is the third component? (Answer: Vision - it consists of the capabilities needed to address the reasons) What is the fourth component? (Answer: Agreement to explore) What is the fifth component? Answer: The bargain for access to Power) What is the last component? (Answer: The proof step - proof should consume a minimum amount of your company’s time and resources while still satisfying the sponsor. Recall the seller is not at “power” yet The letter can also help with internal selling. i.e. its easy to forward an to the decision maker Discussion point: “As a buyer, if you received this letter, how would you perceive the seller?” Note: Some cultures will shy away from the use of documenting conversations, be aware of this especially in some Asian countries Key Comment:  Customization  – This Sponsor Letter should be customized for client-specific examples Transition: “Acceptance of the Sponsor Letter by the sponsor marks a major milestone in the sales process...” © Solution Selling, Inc. • 2007

Gaining Access to Power A Second Vision Processing Conversation
Power Sponsor Pain Reason A Reason B Reason C Control Open Confirm Control Open Confirm Sponsor Pain Reason A Reason B Reason C Purpose: To visually depict the process for getting access to power and what takes place when engaging with power. Key Instructor Notes: This graphic is intended to help the participants make a “leap in time” by describing the process that takes place between sending a Sponsor Letter and following up a Power Sponsor conversation The dialogue may sound something like, “Keeping in mind we took the Sponsor through the nine blocks… (Pointing to the Sponsor block and corresponding 9 Block Model) … We then followed up with our proof step. They agreed that we proved our capabilities to their satisfaction and introduced us to power. We should provide a recap of the sponsor conversation, uncover or verify the Power Sponsor’s pain and then engage in vision processing with Power.” (Pointing to the Power Sponsor block and corresponding 9 Block Model) We would have had a similar conversation about some of the capabilities we might provide, but would have articulated those capabilities in a way that they help to address the reasons for power’s pain. We actually would use a different Pain Sheet® to help have a diagnostic conversation. That Pain Sheet® is on the following page.” Transition: “An example of a different Pain Sheet® (one for Power) is on the page that follows...” © Solution Selling, Inc. • 2007

Next Steps with Power Sponsor
Seller says… Actions “If you had these capabilities could you fix your problem?” Buyer agrees “I am confident we can give you these capabilities. If you want to go forward, what do you do then? Who else is involved in this decision? How are they involved?” Gain understanding of their decision making process “How would you like to evaluate us?” Write down each request as you repeat it. Do not agree or disagree “Will there be any type of legal or financial approval?” Buyer responds “Thank you for your time. I am going to send you an confirming my understanding of our agreement and next steps. You should receive that in a few days, and I will call you to discuss it.”

Power Sponsor Letter / e-mail: Example
Jim (Finance), Thank you for meeting with me earlier today. I believe it was time well spent for both our companies. We discussed the following: (1) The primary critical issue is increasing operational costs. (2) Reasons for not increasing operational costs Spending too much time reconciling invoices Spending too much time in approval process (3) Capabilities you said you needed: When an order is entered the administrative professional could be assured that the invoice requirements have been completed so that less time is spent reconciling invoices on the back-end When a special request order is entered you had a way for the order to be automatically compared to preset rules and routed appropriately for approval so that you don’t spend too much time waiting for approvals You said if you had these capabilities, you would be able to decrease your costs. Our next steps (4) When I told you I was confident Office Depot could help, you indicated you felt so too and suggested we proceed with next steps. (5) Based on my knowledge to date, I have included a list of what the next steps might be to help you further explore Office Depot. I will call you on Thursday, to get your thoughts. Sincerely, Bill Hart Next Steps Week of Review usage list June 22 Speak with Accounts Payable about pay requirements June 22 Present and gain approval on bid June 29 Agree on implementation plan & success criteria June 29 Set-up account June 29 Conduct web-site demo & place first order June 29 or July 6 Qualification Components: 1 Pain 2 Reasons for the Pain 3 Buying Vision 4 Agreement to Explore 5 Suggested Next Steps

Exercise Buyer / Process Qualification Role Play
Purpose: To focus on qualifying the buyer. The “salesperson” should be able to determine whether they are engaged in conversations with a “power” person or a Sponsor Activities: Break into role play groups (or pairs) Role play the next steps after creating a buying vision. The “buyer’s” answer to “Who else is involved in this decision? How are they involved?” will help the “salesperson” determine whether to proceed to negotiating access to Power or uncovering the buying process Each person should get an opportunity to play the “buyer” and the “salesperson” If at a Power Sponsor level, the salesperson needs to qualify the buying process. If only at a Sponsor level, the salesperson must “bargain” for access to power Purpose: To allow the participants a chance to practice role playing the buyer qualification portion of the Strategic Alignment Prompter. Key Instructor Notes: Read the bulleted items Show the supporting materials that are on the pages that follow Have the participants share their experiences and questions after the role play Transition: “This role play will take about ___ minutes. Upon its completion we will have a short debrief to talk about it.” © Solution Selling, Inc. • 2007

Gain Agreement to Explore Further and Determine Ability to Buy
Seller says… Actions “If you had these capabilities could you fix your problem?” Buyer agrees “I am confident we can give you these capabilities. If you want to go forward, what do you do then? Who else is involved in this decision? How are they involved?” Buyer acknowledges themselves as “Power” or as someone. Based on response, seller negotiates access to power or uncovers the customer’s buying process

Seller says… Actions Seller says… Actions
Next Steps If with Sponsor Seller says… Actions “Can we meet with him/her?” Buyer agrees or denies. If denied, strike a bargain. “I’d like to make a suggestion. I’m willing to provide you some proof to demonstrate our capabilities that have been discussed. If you are satisfied with the proof step, would you then introduce me to (power person), is that fair?” Buyer agrees “Thank you for your time. I am going to write you an confirming my understanding of our agreement and the proposed proof step. You should receive that in a few days, and I will call you to discuss it.” If with Power Sponsor Seller says… Actions “How would you like to evaluate us?” Write down each request as you repeat it. Do not agree or disagree “Will there be any type of legal or financial approval?” Buyer responds “Thank you for your time. I am going to send you an confirming my understanding of our agreement and next steps. You should receive that in a few days, and I will call you to discuss it.” Buyer agrees

Quid Pro Quo in Diagnose

Office Depot Sales Process: Propose & Close Stage
Gain agreement to transition plan Develop value and refine value proposition Identify success criteria Buying Process Define problems and opportunities Determine needs / requirements Select solution, evaluate risk, & finalize contracts Sales Stage Plan and Engage Diagnose Propose and Close Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Gain agreement to transition plan Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Bid Builder Success Criteria Negotiating Worksheet Get-Give List Resolving Customer Concerns (PSS ® Skill Guide Card) Verifiable Outcomes Opportunity Created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy Yield Probability 0% 25% 75%

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?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” Purpose: To position the importance of positioning other critical components of a sale other than just focusing on the operational sale. Key Instructor Notes: Often we focus on, what we might call the operational sale… but there is also may be the transition sale to consider – helping the client visualize how they will transition from their current state of business to their desired state – this can be an opportunity to sell additional (post sale) services… All of these capabilities need to be justified in the way of the financial sale These are important elements that can be established during the evaluation plan Transition: “Let’s look at the operational sale…” © Solution Selling, Inc. • 2007

Three Sales within a Sale The Transition Sale: Transition / Implementation Vision
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?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” Purpose: To highlight the content to be covered in context of the “three sales” . Key Instructor Notes: We have spent the majority of the workshop discussing elements of the operational sale. In the rest of this module we’ll look at both the Financial Sales and the Transition Sale. The Transition Sale, usually relates to helping support functions (technology, administrative, etc.) implement your capabilities (products and/or services). These people usually can’t say “yes” to a project but they can so “no”. Its one of our responsibilities as sellers to help them transition from where they are today, to where they need to be tomorrow in order to help achieve the Line of Business’ goals The use of the word “implementation” and “transition” change throughout this module. The use of “transition” describes the theory of getting the customer to see where they are today in relation to where they can be or want to go. The use of “implementation” describes the events that will take place to accomplish the transition (vision) It may be useful to share a personal example of a purchase you wanted to make (operational) but didn’t because you couldn’t envision how to get from your current state to the desired state (transition)… e.g. Purchase of a new cell phone – you may like the new phone’s functionality and it may well be within what you want to spend, but you have so many phone numbers and speed dials already stored in your current phone that you don’t want to go to the effort of re-entering all of that data, so you decide not to buy. If the phone seller could have described a service or functionality within the phone that helped with that database transition then you might have bought after all Transition: “Let’s look at the transition sale…” © Solution Selling, Inc. • 2007

Transition Issues & Capabilities Worksheet
Person responsible: Administrative Professional Transition issue: Fear of changing the ordering process REASONS OUR TRANSITION CAPABILITIES A Confusion of ordering After account is set-up, Office Depot will provide training on how to place orders and create a customized shopping list with the new SKU numbers on most purchased items. As part of the training, Office Depot will be present when the first order is placed to ensure all questions and concerns are addressed. B Changing mindset of going to a different website for ordering After account is set-up, a mutually agreed upon cutover date will be established, and Office Depot will provide a transition incentive and all orders place in the first 30 days over $200 will receive a 10% rebate © Solution Selling, Inc. • 2007

Three Sales within a Sale The Financial Sale: Operational Vision + Transition / Implementation Vision 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?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” Purpose: To highlight the content to be covered in context of the “three sales” . Key Instructor Notes: None Transition: “Let’s look at the financial sale…” © Solution Selling, Inc. • 2007

THE BEST RELATIONSHIPS ARE BASED ON VALUE
Basic Principles BASIC PRINCIPLE THE BEST RELATIONSHIPS ARE BASED ON VALUE PEOPLE MAKE EMOTIONAL DECISIONS FOR LOGICAL REASONS BASIC PRINCIPLE Purpose: To position two of the key basic principles within Solution Selling®. Key Instructor Notes: The Best Relationships are Based on Value - Having a friendly relationship with a client is an important aspect of business so that should not be overlooked; however, value is what really sustains relationships E.g. Imagine this scenario, … Your long time contact for your best customer organization leaves, retires or is fired. What would you say if the CFO came to you and asked you to describe the value that you had delivered to his/her firm for the last x years. You no longer have that contact at the company as your connection. This can be a tough situation unless you have constantly established and demonstrated customer-value along the way in the relationship. Therefore, we believe that the best of relationships are based (and sustained) on the value that you deliver People Make Emotional Decisions for Logical Reasons - Often we make a purchase based on emotion (something we “want”) and then afterwards developed the logical reasons to support our decision E.g. If while I was in town I stopped by a local car dealership and fell in love with their newest red, convertible. If I purchased that without consulting with my significant other, what might I think about on the drive home? (Answer: start developing in my mind all the “logical” reasons why I bought the car.) What do I tell my significant other about the acquisition that helps logically justify the purchase? (Answers like: I got a good deal on it, the manufacturer makes quality cars, it looks like a professional car and should help promote a business image to my clients, my other car was falling apart, etc.) There are two key points to take away from this topic: It may be necessary in our selling efforts to help provide the logical reasons in order to support the buyer’s need to justify his or her purchase that was based on emotion. Sellers should recognize that this behavior can take place when a buyer has a tendency to favor a competitor (or alternative to our offering). The buyer may provide logical reasoning why the seller wasn’t the selected vendor (e.g. ‘your offering is a little obsolete’) when in reality they may have may an emotional decision in terms of their selection (e.g. ‘The buyer has a better personal relationship with the chosen vendor’) Transition: “Let’s talk about value justification in the context of the Value Cycle...” © Solution Selling, Inc. • 2007

Refined Value Proposition
Reasons for participation: Initiating Closing Discounting Must be done Others? Early adopters (visionaries) vs. Majority (pragmatic and conservative) Purpose: To provide compelling reasons why value justification is a good practice. Key Instructor Notes: What is the difference between value justification and cost justification? - The difference might be perceived as slight, it really can be described as two categories of seller’s perspective. The seller either has the mindset that they have to answer “Why should the buyer spend money with me?” or the seller has the mindset that his/her capabilities provide an real, financial value to the buyer Reasons for participation: Initiating – “Initiating sell cycles” through leading with initial value propositions Closing – Value justification creates compelling reasons to take action. The buyer should be eager to close the opportunity so they can start receiving the benefits Discounting – If both the buyer and seller know the value the buyer is receiving (not just the investment) then the buyer is less likely to ask for (or expect) a discount and the seller is less likely to feel like they have to discount Must be done – For expensive acquisitions, someone in the buyer’s organization is going to have to justify the expenditure (formally or informally). Sellers should attempt to help be part of the justification process Early adopters vs. Majority –Visionaries see how the implementation of your offerings will give them an advantage in the marketplace. These visionaries only make up 20% of the market. The other 80% are more pragmatic and conservative, they need proof and the demonstration of high value to mitigate their risk. Value Justification / analysis becomes more important to this segment of the market The concept of the 20/80 with the marketplace definitions comes from Geoffrey A. Moore’s book, Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (published in 1991 by HarperCollins Publishers, Inc). The No-Decision Myth: A pie chart should be sectioned off into three slices. Two of the slices should be labeled “Win” and “Lose”. The pie chart represents all of the opportunities a seller engages in annually. What is the third category? (It might be your biggest competitor) The usual answer is “no decision”. This is a myth… SPI would contend that opportunities don’t wind up in “no decision”. Clients’ usually do make a decision - they chose an alternative project. They didn’t go with you or your competition but they may have chosen to invest that (budgeted) money on other options. If you think of the people who “hold the money” as bankers – they don’t “sit” on the money, they invest it to get a return. So the moral of the story is to always provide some level of value analysis – you may be competing against an accounting system, a new fleet of trucks, furniture…etc.” Transition: “If we are going to engage in Value Analysis there are certain elements that we must have in mind... © Solution Selling, Inc. • 2007

Refined Value Proposition What Will Be Measured?
Profits from increased revenue Examples: Capabilities provided by your product / service that help the buyer increase revenues and profits Time-to-market Ability to react to competition Increased market share Increased order volume Reduced costs from displaced costs Capabilities provided by your product / service that help the buyer eliminate an existing cost and improve profits Headcount / labor costs Process improvement Inventory costs Reduced costs from avoided costs Capabilities provided by your product / service that help the buyer eliminate a future cost Overtime Employee turnover Equipment downtime Intangible benefits Capabilities provided by your product / service that help the buyer but either have no dollar value or the buyer is unwilling to assign a dollar value Employee morale Company image Purpose: To provide examples of the types of things measured in Value Justification. Key Instructor Notes: You may recall this page shown earlier in the Vision Creation module sub-titled “Keeping the End in Mind”, this is the end in mind I was referring to… using the output of our customer conversations to feed the eventual Value Justification / Value Analysis This page shows generic examples of the types of tangible (and Intangible) items to be measured Read each definition and their examples Redirected cost (an old Solution Selling® term) should be avoided when developing an ROI / analysis. Although redirected cost may be a benefit to one key player, the cost are still being absorbed in another area of the company which may affect a different key player Intangible benefits are important to selling, but if they can not be “made into tangible, measurable benefits” they can’t be included in the value analysis Note: The “Value Analysis” section does not go into great detail on financial terminology. This module is intended to “touch upon” elements of return on investment Transition: “An example of the benefits to be measured for our (running) example can be found on the page that follows...” © Solution Selling, Inc. • 2007

Refined Value Proposition: Example for Office Manager
REFINED VALUE PROPOSITION “Based upon our discussions we believe you should be able to save 25 hours per month or $7,000 / year through the ability to source, procure, and pay for office supplies more efficiently.” Value Proposition calculations being made: Save 3 hours per week on ordering process (1) Reconciliation of invoices takes 12 hours/year (2) 50 employees save 3 hours/week on finding products they need ordered (1) FTE fully burdened is $50K/year (3) Save 25 hours/month = $7,211/year (1,3) Sources for information: Office Manager Accounting Finance / Purchasing © Solution Selling, Inc. • 2007

Success Criteria: Example Part of Business Review
Baseline Q1 Q2 Q3 Q4 # orders placed 1 2/week Reconciliation of invoices (#) 2 Errors in invoice reconciliation 2 1/month Time to place orders 1 4 hours/ week Core spend / non-core spend 1,3 30% / 70% Office Manager Accounting Finance / Purchasing © Solution Selling, Inc. • 2007

Success Criteria: Leveraging Success
Reference Story Situation: Critical issue: Reasons: Capabilities: We provided: Results: Criteria Baseline Q1 Q2 Q3 Q4 RI I1 C1 R2 I2 C2 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? Purpose: To visually depict how success criteria metrics can be leveraged to develop stimulating interest job aids Key Instructor Notes: This graphic represents how measuring the metrics (most likely uncovered during the vision processing conversations) periodically can help provide the results for future Reference Stories to be built. This can also provide results to help construct Initial Value Propositions The Business Development Prompter (graphic) indicates that a new sell cycle can be begun by prospecting into a potential opportunity with the intent to leverage the metrics from a successful engagement Note: Measuring the success after implementation can also lead to other opportunities. A seller might realize that one item (of criteria) is not proceeding the way it should. If it is the selling organization’s responsibility to fix it, then they should feel obligated to do so. If it is the customer’s responsibility, then the seller might have an additional opportunity to provide additional offerings or services. It also can serve as a mechanism to stay in front of a regular basis (not just when they call with a potential opportunity) Transition: “As we progress through the execution of the Evaluation Plan, we begin to near that point where we will be conducting the pre-proposal review and delivery of the proposal. …” © Solution Selling, Inc. • 2007

Office Depot Sales Process: Propose & Close Stage
Buying Process Define problems and opportunities Determine needs / requirements Select solution, evaluate risk, & finalize contracts Sales Stage Plan and Engage Diagnose Propose and Close Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Gain agreement to transition plan Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Bid Builder Success Criteria Negotiating Worksheet Get-Give List Resolving Customer Concerns (PSS ® Skill Guide Card) Verifiable Outcomes Opportunity Created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy Yield Probability 0% 25% 75% Gain agreement to buy

IF YOU ARE NOT READY TO WALK, YOU ARE NOT READY TO SELL
Basic Principles BASIC PRINCIPLE IF YOU ARE NOT READY TO WALK, YOU ARE NOT READY TO SELL DON’T CLOSE BEFORE IT IS CLOSEABLE BASIC PRINCIPLE Purpose: To position two of the key basic principles within Solution Selling®. Key Instructor Notes: If You are Not Ready to Walk, You are Not Ready to Sell If you are not ready to walk away from an opportunity, then you are likely not in a position to effectively reach final agreement either. The principle here is simple, but the ability to adhere to it is not. If you don’t know the value that your solution provides to the prospective buyer, you are at a distinct disadvantage. Why? Because you have little if any bargaining power It is much easier to “walk” when you have a full pipeline and know the quantifiable value your capabilities can deliver after implementation Don’t Close Before it is Closeable Consider the term “closing” as it relates to the end of a buying process, it is the natural evolution of the process. In other words, you shouldn’t really have to close. You should create an environment and an opportunity where the prospective buyer wants to start doing business with you. When we try to close prematurely, we often are out of alignment with the buyer. If you can think of a reason why your opportunity is not ready to close, you can rest assured that the buyer has too. One of the definitions of “closing” that I mentioned previously is the “natural evolution of the process.” I encourage salespeople to remind their managers of this definition if they are ever pressured to engage in the “close early and often” mentality. Rather, they should explain where they are in the buyer’s process, which should illustrate why the sale is not yet closeable. Remember, buyers have a buying process they must go through in order to reach closure. Your job is to help the buyer through their process Transition: “Just as you are sitting here in sales training, buyers go through buyer training. Here is a glimpse at the lessons they learn...” © Solution Selling, Inc. • 2007

Buying Tactics Buyers: Consider many alternatives
Know position in advance Assign sponsor to each alternative Never let you know you are winning Never let you know you are losing Price negotiate in reverse preference order Take it away from you at least once Are aware of your deadlines Will take what you put on the table Purpose: To provide insight into tactics that buyers use leading up to and during final negotiations. Key Instructor Notes: Consider many alternatives – Buyers usually conduct their buying process by validating what they want to do with a preferred vendor. They need “column fodder” so they will look at many alternatives Know position in advance – Buyers prepare ahead of time determining what they want to accomplish in the final negotiation. As sellers, how often do we prepare or know our positions in advance? Assign sponsor to each alternative – Buyers will pair up an internal “sponsor” to work with one particular vendor. Often the job of that sponsor is to keep the vendor feeling good about their chances of winning and keep them in the buying process as long as they are needed E.g. John, you work with Vendor C… Mary, work with Vendor B… and Bill, work with Vendor A…” Never let you know you are winning – The sponsor doesn’t let their vendor know they are winning. They don’t want them to maintain their pricing when it comes time to negotiate Never let you know you are losing – The sponsor doesn’t let their vendor know they are losing. They don’t want them to disengage so they can be used later on for price negotiation Price negotiate in reverse preference order – Buyers will start with the vendor of least choice and negotiate in reverse preference order. i.e. They would first work with Vendor D, negotiate with them to get the best price, then take that quote and share it with Vendor C in the hopes that Vendor C will come down on their price. They continue this process until they negotiate with the desired vendor, Vendor A Take it away from you at least once – Buyers will often make you think you’ve lost the business after they’ve awarded it to see if you will drop on price or make other concessions to regain the business E.g. You’ve been great to work with thus far so I’m embarrassed to admit we’ve had budget cuts and I can no longer spend the amount we agreed on, maybe next quarter we can revisit this topic Are aware of your deadlines – Buyers will wait until the end of the quarter… the end of the year to sign deals because they know they can usually get a discount then. They even will resort to tactics such as keeping you waiting in their office knowing that you have a flight to catch and will negotiate in haste to make the flight. They may even choose to negotiate on Friday afternoon for the same reasons. Often our buyers are aware of personal gains tied to reaching quotas because we tell them Will take what you put on the table – Buyers are attuned to listening for and latching on to anything you suggest / hint at in the way of a concession. They may not literally “take” it but they will expect to get it. E.g. If you offer end of the quarter pricing but the date passes, they will still expect the same pricing Transition: “If these are the tactics buyers use, then you should have some guidelines to follow to help combat these approaches...” © Solution Selling, Inc. • 2007

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 Purpose: To provide key considerations when preparing for and conducting negotiations with buyers. Key Instructor Notes: Knowledge is power - The more you know about your customer, how they like to buy and negotiate, what concessions are important to them, etc. – the more likely you will be successful in negotiating Plan before you begin - Buyers prepare ahead of time to determine what they want to accomplish in the negotiation, if you don’t prepare (as well) you can find the negotiation to be daunting experience Is it closeable during this meeting? - We’ll show you a short checklist of items that should be accomplished prior to closing Know what you will accept - In your preparation, create a “get-give” list that details the things you would like to get from the buyer (high value to you but low cost to the buyer) Know what you are willing to give - In your preparation of the “get-give” list, anticipate the things the buyer would like to get from you (high value to the customer but low cost to you and your organization) Seek to understand the true interests… – Often the buyer can have an underlying reason for asking for a concession. By identifying this true interest, the seller may be able to address it without having to make major concessions. E.g. The buyer asks for a discount but is really most concerned about implementation. In that instance, additional resources may be more valuable than a discount to them Give reluctantly and slowly (if necessary) - If you have to give at all, don’t just provide a concession but let the buyer visualize that giving is not easy for you to do. Resisting “squeezes” is one way to do this… Withstand up to three “squeezes” by the buyer - These “squeezes” consist of logic-based reasons why you shouldn’t have to make concessions Don’t give without getting - If you do prepare to give a concession, make sure you get something first. This is the quickest way to let the buyer know you value your resources and the deal already offered Be willing to walk away today - Going back to the basic principle, you have to believe you bring enough value to the buyer (that the situation is a good deal) that you are willing to walk than give anymore Seller must overcome emotional hurdle first - The emotional hurdle that the seller must overcome is the recognition that they might have to walk from the opportunity, forsaking the work that led up to this point Buyer must believe he/she is getting the best price - This is the buyer’s emotional hurdle. Let’s help them believe they are getting the best price… or value… early on Use a mutual win approach - Both the buyer and the seller should have the goal of doing future business together, a one sided win does not help for future relations If less than 100% of quota, do not negotiate alone - Sometimes sellers will give a way too much in order to get the revenue needed to make quota. It may be useful to take a manager along as a safety net Transition: “On the next page is a Negotiating Worksheet. It helps prepare for final negotiations...” © Solution Selling, Inc. • 2007

Negotiating Worksheet: Example
Is it closeable today? Power to buy? Payback agreed to? Finance L/T/A approvals? Office Manager Plan completed? Known cost since: 2 weeks Stand 1 (Plan): “Our published plan shows an implementation starting on Monday. Is this issue worth the delay?” Stand 2 (Value): “When we reviewed the value, you told me you would be able to save at least 25 hours per month in process improvement, which is over $7,000 per year. Is this still accurate?” Stand 3 (Pain): “The reason we have been working together is because you are having difficulty completing your current workload with your current resources. This issue will not go away until you gain these new capabilities. Has something changed?” 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… provide a referral to us of one of the other offices in your building? Is that possible?” If the buyer indicates a concession, present your “give” GIVE “If you can… provide a referral to one of the other offices in your building, then we are prepared to offer __________ which is worth $__________. Can we go forward on that basis?” Purpose: To provide an example of a job aid that can help a seller prepare prior to negotiations with the customer. Key Instructor Notes: This Negotiation Worksheet serves to address several of the key considerations suggested on the prior pages One question posed on the prior page was “Is it closeable during this meeting?” - As you’ll notice at the top of the worksheet, we have several key elements that must be completed if we are truly ready to close the opportunity One item on the prior page suggested that a seller “Give reluctantly and slowly (if necessary)” - You’ll notice in the middle of the worksheet that we have prepared logical reason why we shouldn’t have to make concessions. This is how one withstands “squeezes” by the buyer. This doesn’t mean that the buyer won’t continue to press for concessions but it sends a signal to the buyer that giving is not easy for you to do Another item on the prior page suggested that a seller “Doesn’t give without getting” – If you do prepare to give a concession, ask for something in return. The bottom portion of the Negotiating Worksheet provides the prompting text for the “give-get” The instructor may conduct a “quasi-role play” with one of the participants or another member of the instruction team to demonstrate how the worksheet is used Ask “How were we able to develop the logic for these stands?” The Pain and Value Stand are results from the vision processing conversation(s) had. The Value Stand also may be a result of the agreed upon Value Analysis The Plan Stand is a result of having an agreed upon Evaluation Plan Key Comment:  Customization  – This Negotiating Worksheet should be customized for client-specific examples Transition: “The stands on this example are not the only ones you could develop...” © Solution Selling, Inc. • 2007

Projected customer priority
Get-Give List Your priority GET Value GIVE Projected customer priority   1 2 3 4 5 NOT NEGOTIABLE Purpose: To show another valuable input (job aid) into the Negotiating Worksheet. Key Instructor Notes: The “get column” helps you think through “what you will accept”. Remember we said that in your preparation, create a list that details the things you would like to get from the buyer. We said they should be of high value to you but low cost to the buyer The “give column” helps you think through “what you are willing to give”. Remember we said that in your preparation, anticipate the things you think the buyer would like to get from you - that you may be willing to provide. We said they should be of high value to the customer but low cost to you and your organization The “no way” or “non negotiable” items are ones that you will not give under any condition. The demand to get these by the buyer may cause you to walk When applicable, attempt to record quantifiable value for the “gets” and “gives”. This helps associate value with the “gives” and can provide the seller with metrics to play back to the buyer. E.g. “These additional training that I am offering, we usually charge $x for it.” This example may be customized for clients but is not done so here due to the straight-forward nature of it Transition: “Once we’ve finished negotiating, we should hope to have terms and conditions agreed upon… we may even be in a position to have contracts signed. Both of which are verifiable outcomes of the sales process…” © Solution Selling, Inc. • 2007

Quid Pro Quo in Propose and Close

Sales Process Flow Model Active Opportunities
Latent or Admitted Pain Potential opportunity starting points Vision or Active Evaluation Conduct pre-call planning and research Perform opportunity assessment Stimulate interest Go? No No Yes Define “pain” or critical business issue Yes Yes Negotiate access to power Select competitive strategy No Diagnose and create vision of company-biased solution Yes At power ? Yes Reengineer vision with company differentiators No Yes No Develop & manage Evaluation Plan (sample steps) Summarize findings Prove capabilities Present preliminary solution Determine value analysis/s. criteria Gain all approvals (L/T/A) Conduct pre-proposal review Purpose: To introduce the sales process flow model that may be used as a “map” throughout the course Key Instructor Notes: The facilitator should take the time to walk the participants through the entire flow model while emphasizing the following: Visually the flow model (or flowchart) shows two starting points for engaging in potential opportunities. One entry point is for engaging in “latent” or “admitted pain” (left side) opportunities and the other is for engaging in “vision” or “active evaluation” (right side) opportunities The “doors” represent major decision points at which the seller might “disengage” from either the opportunity or with the particular person (with the intent to reengage with a different person in the same organization) The process model is close-looped. That means that a seller would try to constantly leverage the customer successes to either stay engaged with that customer for future opportunities or to stimulate interest with potential prospects The steps shown in the “Develop & manage Evaluation Plan” are sample steps. They are items that will be covered during the workshop. These steps will vary according to a particular seller’s / organization’s environment This sales process flow model can be thought of like a road map. You have a path that shows you where you are starting and where you are ending. Just like on highways, you have on-ramps and exit ramps. You can disengage from an opportunity when it makes sense or you might enter an opportunity at a given step – not necessarily the beginning Transition: “This flow model can be used as a streamlined sales process or as a selling road map inside of a larger, more inclusive corporate sales process as found on the next page…” Reach final agreement Measure and leverage success criteria © Solution Selling, Inc. • 2007

Office Depot Sales Process Active Opportunities
Where are you? Where is the buyer? Customer Buying Process Define problems and opportunities Determine needs / requirements Select solutions & evaluate risk Resolve issues Evaluate success Sales Activities Plan and Engage Diagnose Propose and Close Implement Fulfill New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Set-up account Upload prices Show and train on website Measure success criteria Resolve customer problems Conduct business review Verifiable Outcome Opportunity created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy First order is placed 7-7-7 goals accomplished Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Bid Builder Success Criteria Negotiating Worksheet Get-Give List Resolving Customer Concerns (PSS ® Skill Guide Card) Implementation Plan Reference Stories Yield Percentages 25% 75% 100%

Opportunity Assessment “Quick Assessment”: Example
PAIN Is the Pain compelling enough for them to change? POWER Do we know who “power” is and are we aligned with the right people to win? VISION Can our “solution” be differentiated from the competition? VALUE Can unique value be generated and agreed upon? CONTROL Can we exert control upon the buying process? Purpose: To provide an example of the types of questions to analyze when quickly assessing the decision of whether to proceed in an opportunity or not Key Instructor Notes: The message (in terms of quick assessment) is that you’ll have to decide to what level you conduct assessments. Obviously the more you know, the better you can make a decision. Of course, time is limited too. We will expose you to a quick assessment and a more detailed assessment. You will have to decide which is best for you to use for your opportunities. Just like most of the job aids we’ve discussed (up to this point), they should be scalable so that they work for your selling environment. Read the bullets as you make reference to the Successful Sale Formula (Pain x Power x Vision x Value x Control). The first three bullets contain two questions… the later question tends to be used in more complex, strategic opportunities (and actually are shown on the full 25 question Opportunity Assessment on the next page) If a salesperson sells in a ‘transaction-based’ environment where they are quickly turning over opportunities / or have a full pipeline of many opportunities, it may make sense to use the formula as a quick opportunity assessment Opportunity Assessment does not just happen once. Opportunities should be continually assessed Opportunity Assessment is not done for just “active” opportunities. You would want to conduct one for “latent“ opportunities as well. You would also want to assess an opportunity again before committing resources. This is most likely done prior to engaging in the development of an Evaluation Plan If you asked most sellers what is the qualification criteria for making an opportunity qualified, the most common four answers (universally) are: (1) Budget (2) Timeframe (3) Decision maker (4) Fit / Need Sometimes this criteria can be misleading. They are important, but if those four items are known, then often the buyer knows the fifth criteria - who they want to buy from (and it likely isn’t you). If a buyer can tell you those four items, they are “down the road” in their decision making process, the opportunity is qualified for everyone… let’s qualify by different standards (i.e. P x P x V x V x C) Transition: “These five components / questions become the basis for a more in depth opportunity assessment…” Sale = Pain x Power x Vision x Value x Control © Solution Selling, Inc. • 2007

Differentiation Grid U N I Q E S 10 CUSTOMER VALUE

Tactics for Addressing Competition / Incumbents: Example
Key Vulnerabilities Response Account management team How does your current vendor manage the account relationship? How often do you see your representative? What do you like about them? If you could change 3 things about the current relationship, what would it be? 2. Lack of technology resources How do they provide for your technology needs? How do you receive support on technology? Do you have a dedicated account based resource for technology? Staples Key Vulnerabilities Response Inconsistent pricing structure How long have you been with them? What is their pricing philosophy? How does it affect your budgeting process? Have you audited the pricing? Have you found it consistent? 2. Expertise How do they support your current business initiatives? You don’t want to talk bad about the competition, but you do need to know their weaknesses. This is a concept not a tool that is being provided. Helps you to plan before you go against the competition Regional Provider

Exercise Identify Tactics to Handle Competition / Incumbent
Purpose: Share ideas on how to handle competition Activities: Identify a competitor you encounter on a regular basis Determine 1-2 of the competitor’s key vulnerabilities Identify an differentiator that can address the vulnerability Create questions that can be asked of the prospect to help bring them to self discovery about the competitor’s vulnerability

Tactics for Addressing Competition / Incumbents: Template
Competitor: Key Vulnerabilities Office Depot Differentiator Response Competitor: Key Vulnerabilities Office Depot Differentiator Response You don’t want to talk bad about the competition, but you do need to know their weaknesses.

Office Depot Sales Process: Implement & Fulfill Stages
Buying Process Define problems and opportunities Determine needs / requirements Select solution, evaluate risk, & finalize contracts Resolve issues & implement Evaluate success Sales Stage Plan and Engage Diagnose Propose and Close Implement Fulfill Activities New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Set-up account Upload prices Show and train on website Measure success criteria Resolve customer problems Conduct business review Monitor client satisfaction Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Bid Builder Transition Issues Success Criteria Negotiating Worksheet Get-Give List Resolving Customer Concerns (PSS ® Skill Guide Card) Implementation Plan Reference Stories Verifiable Outcomes Opportunity Created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy First order is placed 7-7-7 goals accomplished Yield Probability 0% 25% 75% 100% Measure success criteria

Success Criteria: Example Part of Business Review After 6 Months
Baseline Q1 Q2 Q3 Q4 # orders placed 1 2/week 1/week Reconciliation of invoices (#) 2 Errors in invoice reconciliation 2 1/month Time to place orders 1 4 hours/ week 2 hours / week 1 hour / week Core spend / non-core spend 1,3 30% / 70% 40% / 60% 50% / 50% Office Manager Accounting Finance / Purchasing © Solution Selling, Inc. • 2007

Exercise Turning a Customer into a Buying Customer
Purpose: Share ideas on how to ensure customers that are signed up turn into buying customers Activities: As a group, identify activities you conduct with a customer to ensure they use Office Depot as their primary provider Be prepared to debrief

Best Practices for Creating Buying Customers

Quid Pro Quo in Implement and Fulfill

Office Depot Sales Process Managing Your Territory
Customer Buying Process Define problems and opportunities Determine needs / requirements Select solutions & evaluate risk Resolve issues Evaluate success Sales Activities Plan and Engage Diagnose Propose and Close Implement Fulfill New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Set-up account Upload prices Show and train on website Measure success criteria Resolve customer problems Conduct business review Verifiable Outcome Opportunity created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy First order is placed 7-7-7 goals accomplished Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Bid Builder Success Criteria Negotiating Worksheet Get-Give List Resolving Customer Concerns (PSS ® Skill Guide Card) Implementation Plan Reference Stories Yield Percentages 25% 75% 100%

The Sales Online Sales Cycle is Supported Within the New Sales Process
Customer Buying Process Define problems and opportunities Determine needs / requirements Select solutions & evaluate risk Resolve issues Evaluate success Sales Activities Plan and Engage Diagnose Propose and Close Implement Fulfill New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Set-up account Upload prices Show and train on website Measure success criteria Resolve customer problems Conduct business review Verifiable Outcome Opportunity created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy First order is placed 7-7-7 goals accomplished Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Bid Builder Success Criteria Negotiating Worksheet Get-Give List Resolving Customer Concerns (PSS ® Skill Guide Card) Implementation Plan Reference Stories Yield Percentages 25% 75% 100% Prospect Opportunity Customer The new process consists of five steps – beginning with a Plan and Engage step and ending with a Fulfill step. The new sales process is aligns with the way BSD customers like to buy. Within each step, we see various activities that could be performed within the step. Not all activities have to be performed and the activities will differ for TDM sellers versus Global/Major/Public sellers. Each step has a verifiable outcome which – in general – is a customer facing document or event that tells the rep that it is time to move from one step to another. And there are a variety of tools that exist to help reps execute through the sales process. Some of these tools – like contact strategy (Plan Step) and Bid Builder (Propose And Close Step) exist today. Others are Solution Selling tools that will be introduced later this year. And finally, there are yield probabilities that have been established for each step. As you can see, the chance of closing the sale increases as we move from one step to the next. This sales process is new and will not be rolled out until the 3rd and 4th quarter of this year. Some of you may have been involved in helping develop or validate this process with a company known as Sales Performance International or SPI. They are the learning partner BDS has chosen to help us develop the new sales process and new Solution Selling sales tools. The Sales Online Sales Cycle maps closely to the new sales process. (Use animations) Prospect and Lead activities are performed during the Plan and Engage step of the sales process. (Use animation) Opportunity activities are performed in the Diagnose, Propose and Close, and Implement steps of the sales process. (Use animation) And Customer activities are performed during the Fulfill step in the sales process. Lead

Pipeline Analysis Worksheet Annual View: Yield Calculation Example
Quota: $ 2,000,000 B Average sell cycle length: 3 months C Average opportunity size: $ 10,225 D Months left in the year: 10 E Year-to-date attainment not reflected in the completed step “Fulfill”: $ 60,000 Step completed Revenue X Yield % = Yield Diagnose $ 500,000 25% $125,000 Propose & Close $ 200,000 75% $150,000 Implement $50,000 100% Pipeline revenue total: $750,000 F Pipeline yield total: $325,000 G Projected yield for the year (F / B) x (D): $1,083,333 H Gap * (A – G – E): * Gaps are negative ($856,667) I Additional “Diagnose” opportunities required to close the gap (H / C) x 25: 2095 Purpose: To provide an answer to the exercise Key Instructor Notes: The facilitator may need to be prepared to discuss G2 in more detail The answer to the pipeline yield total is based on the pipeline report provided. Key Comment:  Customization  – This page should be customized to reflect the client’s sales process and win odds Transition: None © Solution Selling, Inc. • 2007

Tactical Approaches to Fill a Gap
PROCESS ACTION PROCESS JOB AIDS Increase your win odds Disengage when appropriate Qualification with Power Sponsor Focus on working with Power Opportunity Assessment Power Sponsor Letter/ Increase the size of your current opportunities Focus on total solution Identify benefit and value in other parts of the organization Broaden the scope of the solution Key Players List Value Proposition Vision Processing Model Shorten your average sell cycle length Early qualification Disengage where appropriate Mutual agreement to proceed Improve speed through sell cycles Get to Power more quickly Strategic Alignment Prompter Find more opportunities during “planning” Focus on latent pain Leverage successes Increase business development Increase marketing campaigns Success Criteria Reference Story Business Development Prompter Purpose: To position that the actions to and job aids to use are ones taught throughout the sales execution course Key Instructor Notes: None Transition: “This matrix starts to indicate specific actions you can employee once you are back in your territory. Let’s look at some other, more specific ‘getting started’ activities for you and management...” © Solution Selling, Inc. • 2007

Strength of Sale Check Worksheet – “October 1st Example”
PAIN SCALE Customer: Rocket Opportunity: Database Date Updated: Oct 1 _____ Sep 17 _____ No identification of need or pain by customer 1 Salesperson assumes Sponsor’s needs 2 Sponsor admits needs 3 Sponsor admits reasons / symptoms for pain 4 Sponsor admits pain 5 Salesperson documents pain, Sponsor agrees 6 Salesperson assumes Power Sponsor’s needs 7 Power Sponsor admits needs 8 Power admits reasons / symptoms for pain 9 Power Sponsor admits pain 10 Salesperson documents pain, Power agrees POWER SCALE Power Sponsor not identified Decision process revealed by Sponsor Potential Power Sponsor identified Bargain for access to Power agreed by Sponsor Access to Power Sponsor achieved Buying and decision processes confirmed Power Sponsor agreed to explore further Power Sponsor agreed to Evaluation Plan Power Sponsor agreed to proposal content Power Sponsor provided verbal approval Power approved/provided contract signature VISION SCALE VALUE SCALE CONTROL SCALE No vision or competitive vision established Customer explores solution, value not identified No follow-up documentation of client conversations Vision for Sponsor created in product terms Salesperson identifies customer value proposition Lead Letter ( ) sent Vision for Sponsor created in situational terms Customer agrees to explore the value proposition Lead Letter ( ) agreed upon or modified Differentiated vision created with Sponsor Value discovered associated with Pain Sponsor Letter ( ) sent Differentiated vision documented to Sponsor Value discovered associated with Vision Sponsor Letter ( ) agree upon or modified Documentation agreed to by Sponsor Customer confirms or modifies potential value Seller gained agreement to pre-proposal review Vision for Power created in product terms Additional beneficiaries included in value potential Power Sponsor Letter ( ) & Evaluation Plan sent Vision for Power created in situational terms Value analysis conducted – driven by salesperson Letter and Evaluation Plan agree upon or modified Differentiated vision created with Power Value analysis conducted – driven by customer First Go-No Go Step completed Differentiated vision documented to Power Value analysis conducted – jointly produced Pre-proposal review conducted Documentation agreed to by Power Value of solution meets decision criteria Evaluation Plan completed Pain 10 Control Power Value Vision Purpose: To provide an example of how progress or lack of can be indicated within the radar chart. Key Instructor Notes: Now we have moved forward on most of the items (read each item) This visual can help quickly point areas to further delve into when debriefing the status of an opportunity Transition: “Notice the date of the worksheet, now lets see the worksheet two weeks later…” © Solution Selling, Inc. • 2007

Office Depot Sales Process for Territory Development Managers Getting Started
Customer Buying Process Define problems and opportunities Determine needs / requirements Select solutions & evaluate risk Resolve issues Evaluate success Sales Activities Plan and Engage Diagnose Propose and Close Implement Fulfill New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Gain initial meeting Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Set-up account Upload prices Show and train on website Measure success criteria Resolve customer problems Conduct business review Verifiable Outcome Opportunity created in Sales Online Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy First order is placed 7-7-7 goals accomplished Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story PPS Scorecard PPS Funnel Calculator PSS® Pre-Call Planner Vision Processing Power Sponsor Letter/ Bid Builder Success Criteria Negotiating Worksheet Get-Give List Resolving Customer Concerns (PSS ® Skill Guide Card) Implementation Plan Reference Stories Yield Percentages 25% 75% 100%

The Impact of Different Levels of Support
Phase I: “Easy” Phase II: “Work” Phase III: “Habit” Low Hanging Fruit Use it Times Part of the Fabric Organizational Support Executive Support Results Manager Support Sellers Alone Purpose: To depict the effect on the results of sales teams when different levels of support are given to the implementation of sales process (or Solution Selling®). Key Instructor Notes: ANIMATION 1… If only sellers are trained, some improvement will happen. Usually there is a quick improvement that soon plateaus. Sometimes the long term improvement is below the peak improvement as sellers back off trying some new things because there is no reinforcement or encouragement from the rest of the organization.” ANIMATION 2…“If managers join the cause to support and drive implementation, there is another increment of improvement both short-term and long-term. ANIMATON 3… But the maximum benefit to an organization is when executives are a part of driving implementation, and even further more… ANIMATION 4… when there is apparent “organization support” Examples of organization support are: A software system to track opportunities Compensation plans driving sales process behaviors Partner communities using the same sales process Transition: “Now that we’ve looked at some of the key management activities that will serve to support the sales process, let’s move to the modules that coincide with the sales management flow chart…” Base Time © Solution Selling, Inc. • 2007

Getting Started – Salespeople: Example
First Week First Month Ongoing Reserve “sacred” time on your calendar for prospecting Perform an opportunity assessment on your top 5 opportunities Schedule 2 refocus meetings to clarify an element of the formula for a successful sale Sale = P x P x V x V x C Utilize these job aids with 2 prospects: Vision Processing Model Power Sponsor Letter/ Make 2 vision processing calls focused on one of the following: “drilling down” on the cost of doing business today Creating compelling action visions including value Grade top opportunities using the Pipeline Milestones Worksheet™ Add one additional job aid or concept each week until fully utilizing all Build a Key Players List and Account Qualification Criteria Interview 1 existing customer and write a Reference Story (monthly) Establish success criteria for 1 opportunity (monthly) Use the Solution Selling® sales process to manage your “territory” Review key opportunities with management Use appropriate Solution Selling® tools to win opportunities Purpose: To provide a sample calendar of activities salespeople can engage in to reinforce and implement the principles, concepts and job aids of the sales execution methodology Key Instructor Notes: Read the bulleted items and provide appropriate commentary Key Comment:  Customization  - This slide may be replaced by a client-specific one Transition: “The sales managers have steps they need to engage in as well…” © Solution Selling, Inc. • 2007

Exercise Getting Started
Purpose: To identify sales process / Solution Selling® concepts or tools that you can implement immediately Activities: Write down the top 3 things you were exposed to during this session that you plan to implement immediately back in the field New things you learned Things you plan on doing differently Etc. Be prepared to share your thoughts After the workshop, discuss with your manager how you will implement the list and how they can help you List: ____________________________________________________________________

Next Steps Participate in the post workshop assessment:
You will receive an after the workshop with the link below Continue to use Solution Selling® eLearning: Take additional modules for areas that need improvement Will be used by management for reinforcement

Effective Habits Integration of Knowledge, Skills and Desire
“Creating a habit requires work in all three areas… it is sometimes a painful process. It’s a change motivated by a higher purpose, by the willingness to subordinate what you think you want now for what you want later.” KNOWLEDGE (What to do, why to) SKILLS (How to) DESIRE (Want to) HABITS Purpose: To provide a closing message intended to empower the participants. Key Instructor Notes: Position the slide, “We have attempted to describe the buying and selling processes, as well as the underlying principles and philosophies in order to transfer knowledge to you. We’ve introduced to many useful job aids and put you into exercises and role plays in an effort to begin the skill building (continued practice will yield skill). So, we’ve given you those (two circles) but what we can’t do is give you the desire. If you have that desire or find it and approach this methodology with zeal, habits will occur over time that will lead to repeatable, predictable success for you and your organization.” Transition: “We do have some unfinished business… (announce opportunity presentation winners, if applicable)… (have participants fill out evaluations, if applicable)…” Source: Covey, Stephen R. The 7 Habits of Highly Effective People New York: Simon and Schuster, Used with permission. © Solution Selling, Inc. • 2007

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Credit, Copyright, and Contact Information Trademark Notice: The following trademarks and service marks are owned by Sales Performance Holding Company.

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