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AUTHORS.WRITTEN BY BRIAN VELLMURE & COREY ERIDONBrian VellmureFounder/CEO, Initium LLC@BRIANVELLMURECorey EridonManaging Editor, HubSpot@COREY BOSDESIGNED BY SHANNON JOHNSONShannon JohnsonContent Strategist, HubSpot@SHANNOPOP2
CONTENTS.4INTRODUCTION.7SALES PROCESS OR SALES METHODOLOGY?14ARE YOU STILL DRAWING PLAYS IN THE DIRT?20STOP TALKING, START LISTENING.25MINDSET, SKILLSET, TOOLSET.32METHODOLOGY MADNESS, OR MAGIC?42METHODOLOGY SELECTION & IMPLEMENTATION.
1INTRODUCTION.4
INTRODUCTION.We set out to create an ebook about sales methodologythat’s a little different than the typical ebook you readnowadays.Our original idea sounded something like this:There are a myriad of sales methodologies out there thatsales reps, managers, trainers, etc. subscribe to. But whatabout the sales leaders we all look up to? Whatmethodology do they subscribe to, and why? If we couldhave industry leaders explain the merits of themethodology to which they subscribe – solution,challenger, SPIN, etc. – maybe we could zero in on theone methodology to rule them all.What became immediately clear is that almost no salesleader subscribed neatly to just one methodology.Instead, we encountered hybrid methodologies -- an a lacarte version of popular methodologies tweaked andcobbled together to make a methodology that works forthem.5
INTRODUCTION.So, instead of assigning methodologies to sales leaders,we worked with Brian Vellmure to talk to these leadersabout the methodologies that they believe in, and why.In this ebook, you’llmethodologies from: hearthoughtsaboutsalesDavid Brock, President, Partners In EXCELLENCEJB Bush, Managing Partner, ValueSelling AssociatesMark Lowry, CRO, Higher LogicAnneke Seley, Author Sales 2.0; CEO & Founder,Reality WorksMike Kunkle, Commercial Training & DevelopmentLeader, GE CapitalCraig Rosenberg, Cofounder, TOPOAfter reviewing them, perhaps you’ll find a few things toadd to, or subtract from, your own current methodology.6
2SALES PROCESS ORSALES METHODOLOGY?7
SALES PROCESS OR SALES METHODOLOGY?Dave Brock, President, Partners In EXCELLENCE.Now I know some of you are scratching your heads, thinking I’m engaging in double talk.Aren’t they really the same thing?It is confusing, and the many sales training vendors don’t make it any less so, so let mesort them out.What is a sales process?A sales process is a road map to guide the sales professional in facilitating theircustomers’ buying processes. A sales process focuses only on deals and opportunities.It’s not a call plan, and account plan or a territory plan.The sales process helps us identify and qualify those opportunities that fit squarely intoour sweet spot. Then it guides us through the sets of activities we need to execute to winthe business.A sales process should answer these questions: Does it improve my win rate? Does it helpme compress the buying/sales cycle? Does it help me maximize the deal value orprofitability? If it doesn’t do those things, you’ve got the wrong sales process in place.8
SALES PROCESS OR SALES METHODOLOGY?Is there an ideal sales process?The sales process is unique to the company ororganization. The sales process is based on a numberof things. It’s based on our own track record as anorganization -- it should represent the collective bestpractices we extract from analyzing our wins, and alsowhat we’ve learned from analyzing our losses.But it’s further unique to the company, since the salesprocess focuses on opportunities that are good forour company. That is, they are good business for us -they fit our strategies, they fit our ability to supportthem, they are with the customers we are trying toattract, they are aligned with our culture and values asan organization.#1That’s why every company has a unique salesprocess. Every company has different strategies,different cultures, different values. What is goodbusiness and a great customer for one company maybe terrible for another.9
SALES PROCESS OR SALES METHODOLOGY?Sales MethodologySo sales methodologies are different. Sales methodologies are usually developed bysales training vendors or consultants. They represent unique approaches to driving saleseffectiveness and developing sales skills. There are as many sales methodologies asthere are sales training companies -- to tell the truth, it’s sometimes difficult to differentiatethem. Some of the big names include Solution Selling, Customer Focused SellingProvocative Selling, SPIN Selling, Large Account/Strategic Account Selling, Insight BasedSelling, Challenger Selling, Consultative Selling, and on and on and on.Many of the sales training methodologies started with a specific focus. For example, SPINSelling started with a focus on discovery and a questioning methodology to understandand probe customer problems. Miller Heiman’s Large Account Selling Sales originallyfocused on expanding share and growing our presence in large accounts. Solution Sellingfocused on understanding customer problems than providing solutions to those problems.Some methodologies tend to be focused more heavily on a certain part of the salesprocess. For example, Challenger focuses more on the very front end of the process,providing insights that motivate the customer to take action and change. Somemethodologies focus on negotiation which occurs at the end of the sales process.10
SALES PROCESS OR SALES METHODOLOGY?How does my sales process fit the sales methodology?Sales methodologies are often confused with sales process, but as I’ve outlined they aredifferent. Each vendor has a generic process embedded into their methodology, so if anorganization doesn’t have a sales process, they can use the generic vendor suppliedprocess.But here’s the problem with the generic sales process -- it means the way we sellsemiconductors is the same way we sell enterprise software, is the same way we sellmachine tools, is the same way we sell investment packages, is the same way we sellmining equipment. It doesn’t make sense, does it?Or here’s another problem. If we don’t have a sales process, and our closest competitordoesn’t have a selling process, and we both use the same generic sales process from thesame sales training vendor we would be undifferentiated.Now you can start to see the problem with not leveraging your unique selling process.If we buy a sales methodology we need to insist the vendor adapt their approach to oursales process -- not their generic sales process. If we don’t, we risk confusing salespeople, getting zero adoption of either, or not getting the best results possible.11
SALES PROCESS OR SALES METHODOLOGY?Which sales methodology is right for me?Which sales methodology do you buy? Well, it depends. The differences are often smalland nuanced. Buy the one that fits your current priorities the best. Some are stronger intheir questioning techniques. Some are optimized for large account development. Some,like ours, have been optimized around deal strategy and pipeline management. Yourneeds will vary over time, so use the one that your current priorities and requirements.Another strategy is to take the best from several methodologies, creating your ownunique methodology. I know a number of companies that have purposefully leveraged anumber of methodologies -- one year they might learn one, two years later another, twoyear later yet another. They then incorporate the best pieces into what works for them.This can be a powerful strategy, as long as you are prepared to invest the training, tools,and enablement resources to maintain and update the “hybrid” methodology. Even largecompanies are careful in taking this approach.Finally, some companies don’t leverage a methodology. I don’t think this is a goodstrategy, though -- the methodologies really do enhance our abilities to execute and candrive much higher levels of performance.12
SALES PROCESS OR SALES METHODOLOGY?Sales process or methodology?So do we need a sales process or a sales methodology? The definitive answer is “Yes, weneed both.” Make sure you invest the time in understanding and defining your own salesprocess. It’s the cornerstone to your success and differentiation.Overlay that, and sharpen your execution of your sales process with a great salesmethodology. But make sure the methodology is integrated into your sales process.Don’t forget, you sustain your investment in any sales training by integrating it into yoursystems, processes, tools, and most importantly, coaching strategies.13
3ARE YOU STILLDRAWING PLAYS IN THEDIRT?14
ARE YOU STILL DRAWING PLAYS IN THE DIRT?JB Bush, Managing Partner, ValueSelling Associates.Fall is in the air and the enthusiasm and anticipation is building for football fans. Footballseason certainly draws the attention to the athletes and coaches, to team mechanics andthe strategy coordinated with every play, and that’s on both sides of the ball. So let me askyou this, as you watch the games on any given weekend, can you imagine coaching oneof these teams of elite athletes with no playbook, or strategy?The parallels to running a sales organization are many. Consider a team of seasonedprofessionals as well as eager rookies. They all have exceptional skills, drive, and desireto not only succeed, but excel. Yet many sales leaders are running their sales team likethey are in a random pick-up game, drawing plays in the dirt versus planning a strategy forrepeatable success. The results are often limited sales points scored in any given quarteras well as limited optimism for long term success.On the other hand, it is the coach who implements a strategy to maximize the various skillsets of the individual players, who will increase the chance of success and get the deals inthe door to achieve and exceed quota.15
ARE YOU STILL DRAWING PLAYS IN THE DIRT?Your sales process represents the football field. It shows where you are and how far youneed to go to get the business in the door. The sales methodology is your offensivesystem that provides the direction and strategy to march down the field. Implementing andreinforcing a consistent sales methodology can result in a ridiculous number of benefits.Not only does it define best practice processes and tactics leveraged by successful salesreps for account, contact and opportunity management, it also creates a commonlanguage for the team when looking at getting business in the door. The strategy is builtaround the customer and the outcomes and value they expect from doing business withyou.Sounds like common sense to me. But common sense does not equate to commonpractice. It is too easy to find very real examples of where the introduction of amethodology not only fails but fails spectacularly. How many of us have attended greatone- or two-day training sessions when sales reps leave fired up? Everything makessense, and everyone talks the talk for a few weeks. Over time, however, both reps andmanagers tend to revert to what they know or are comfortable implementing. Themethodology then decays to labels on sales stages, with reps ignoring the processes andmanagers inspecting only the numbers. The result? Nothing has changed. There’s losttime, resources and investment, and ultimately zero impact on increasing productivity.16
ARE YOU STILL DRAWING PLAYS IN THE DIRT?For an organization, making the decision to pursue a changemanagement initiative is hard. For the individual managersand reps charged to implement and adopt the new behaviors,the decision to buy in is even harder. Driving adoption of asales methodology is work – plain and simple.As with any change management initiative, there are severalsuccess factors that are critical: alignment to the strategicobjectives of the organization, executive managementcommunication and support of the initiative, and utilizationand integration of the process at all levels of the organization.The ROI on the introduction of a sales methodology lives withthe skill development of first-line managers. They are the keyin ongoing reinforcement and support. And of course, regularbenchmarking, measuring and pivoting for success.Ignore these success factors and you are officially at risk. Butif you do the work, stay focused on the outcomes, and embedit into the DNA of your sales organization -- then the work hasvery real and tangible benefits. Let’s talk about the winners.17
ARE YOU STILL DRAWING PLAYS IN THE DIRT?Sales ManagementMethodology adoption leads to improved forecastaccuracy and pipeline, and reveals opportunities tocoach and advise sales reps on a deal-by-dealbasis. It provides a framework for opportunityqualification and strategy sessions so time is spentfocusing on how to advance a given opportunity -how to utilize the best strategies, resources, andtactics rather than just inspecting the revenuevalue of the deal.Sales RepShifting the focus from “how to sell” tounderstanding “how the customer makes buyingand investment decisions” puts the sales rep into aconsulting role. It provides insight on how toprioritize and execute the activities to advance andclose opportunities. It simplifies the discovery ofcustomer issues, desired solutions and outcomes.The results are stronger customer relationships,shorter sales cycles, and higher margin deals.18
ARE YOU STILL DRAWING PLAYS IN THE DIRT?The BuyerMake no doubt about it -- your customers are notinvesting in your solutions, they are investing in theimpact, the outcomes, and the business value yoursolutions have on their business. The best salesmethodologies are modeled on how customers buy,so having a sales rep prepared to engage based on abuyer’s business issues will enhance the buyer’songoing experience and reduce wasted time. Byaligning to the outcomes a buyer is focused on, ratherthan pitching a product or solution, the result is a winwin scenario for both the buyer and the sales rep.It’s not enough to run training sessions, introduce newskills and techniques, and expect different results.Adoption is the accelerant for a sales methodology toproduce true productivity fireworks.So the question is, do you continue to draw plays inthe dirt or do you get the team executing at a higherlevel?19
4STOP TALKING, STARTLISTENING.20
STOP TALKING, START LISTENING.Mark Lowry, CRO, Higher Logic.Most sales reps are looking for an edge to increase theirperformance. Sales is a discipline that requires many skillsand talents to be consistently successful in the long run.Sales methodologies and following a process areimportant, but there is one simple thing that I’ve observedthat may have the most significant impact on salesperformance.Active listening can be a sales representative’s mostvaluable skill. However, by nature of the process, mostsales reps tend to spend more time talking than listening.Taking a listen-first approach can be as effective in thesales process as it is in the development of a personalrelationship. Think about the evolution of a datingrelationship. Most second dates are preceded by a firstdate that includes engaging conversation and a genuineinterest by both parties to learn about the person seatedacross the table.21
STOP TALKING, START LISTENING.A rep approached me recently to ask what he could do better to close more business. Heknew the product inside and out -- he was making calls and securing an adequate numberof meetings with prospective clients. As a seasoned rep, he had a deep understanding ofthe product and the company, and he could spend hours talking about and demonstratingevery bell and whistle. But he was struggling to move prospects through the salesprocess, and as a result, was losing too many competitive deals. He had gotten to a pointwhere they almost knew too much about the solutions we offered and our company. Heprovided great information and delivered it well, but he was forgetting that not everyfeature matters to everyone.To help him take a step back and think about it from a different angle, I asked him to relateit to a personal relationship. When you had that first date in that relationship, why do youthink it went so well? At first he answered, “Well I’m not sure.” As we dug deeper, he saidthe date told him all about herself, and he felt like he’d known that person for years by theend of the date. People think first dates go well if they got to talk about their interests orwhat they are looking for in a relationship. Similarly, prospects think the meeting went wellif they got to talk about what they are looking for in a solution. If you talked the whole timeon the date or in the meeting, I bet you walk out of it thinking it went well, when the otherparty may not have the same impression.22
STOP TALKING, START LISTENING.It’s also important that you were actively listening.Sometimes this means reading between the lines,as some prospects are better than others atexplaining to you what they need. The good thing isthe more they talk, the more you can diagnose. Asyou diagnose, you should repeat parts of what theysaid to you to show you were actively listening.Also, ask additional questions to make sure theperiod of time when you are talking is not too long.As you repeat what they said, include clarifyingquestions, even if you know the answer.For example: “To make sure I understand,” “Canyou further explain,” and “Tell me more about howwe can help you.” This will help you develop a deepunderstanding of your prospect’s business andneeds. You also make the prospect feel like theywere heard, showing interest and empathy for whatthey told you. If you’ve listened more, you will berespected and looked upon to teach the prospect,instead of sell to them.23
STOP TALKING, START LISTENING.When you diagnose the prospect’s needs, always begin with the end in mind. It’s abalancing act -- have a hook, but don’t sell. Listen to what the client tells you about whenthey want a solution in place, and use it to your advantage to close the business soonerrather than later. Encourage actions while still being personable. Be understanding to whatthey are going through, but simultaneously make the issue seem larger than it is.Don’t forget you are also selling to a person, so consider the emotional impact on thatindividual or the individuals in the room. Provide a solution that not only is great for theircompany, but also helps them personally. Also, look to identify another problem theydidn’t know they had, to build credibility while you were actively listening. Mostimportantly, map the diagnosis back to what your company actually does and don’t focuson their issues you can’t help them with.Business is about people. People like to be listened to and heard. People love to buy andnot be sold. People love to buy what they want, so make them want to buy from you. Don’tfocus on always closing, focus on making a friend and making sure they enjoy that firstdate!24
5MINDSET, SKILLSET,TOOLSET.25
MINDSET, SKILLSET, TOOLSET.Anneke Seley, CEO & Founder, Reality Works, Author Sales 2.0.One of the questions I dread most when speaking at conferences is, “If you had to chooseto invest in one thing to improve the sales team’s revenue performance, what would youpick?” The choice is typically between sales methodology/training and sales productivitytechnology. Let’s consider these two sales fundamentals, along with an all-important third,that we could address to significantly move the needle on customer and market growth,revenue generation, and profitability: mindset, skillset, and toolset.MindsetAs industry watchers and consultants, we like to ask business leaders the question, “If youwere starting with a blank sheet of paper, how would you design your sales force today tomaximize revenue and profit and best serve your customers?” Given the evolution inbuying and selling across industries that has been brought about by the increasedexpectations and competition of our modern, automated world, many would opt for a doover of their existing organizational structure.Not every
Miller Heiman’s Large Account Selling Sales originally focused on expanding share and growing our presence in large accounts. Solution Selling . If we buy a sales methodology we need to insist the vendor adapt their approach to our sales process -- not their generic sales process. If we don’t, we risk confusing sales
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