increasing our value to the ipod generation by rick dolezal, abb inc

© ABB Group April 10, 2023 | Slide 1

Marketing and Selling in the year 2011… and

beyond

Rick Dolezal


Goals

1. To achieve sales targets

2. Show improvement


Survey Overview

Objective: To understand what is working well and what needs improvement

Who: Sent to:

Our whole team

Sales

Customers Basis: The respondents were asked to define our department

“Strengths”

“Weaknesses”

“Opportunities”

“Threats” Responses: Responses were received from many respondents.


Strengths

0

2

4

6

8

10

12

14

16 Sales People (SAMs)

Evolutions / Evolution Drivers

Proposals

Marketing

FSEs / Regional Mgrs / Opsmanagers

Customer Focused / SalesSupport

Subscription Services

Product Portfolio

Teaming

Industry Leader / New Ideas


Weaknesses

Internal items


We will drive growth by:

1. Offloading sales people from non-selling functions

2. Speeding up responsiveness

3. Focusing on specific sales initiatives

4. Improving how we work internally

5. Responding promptly with a “how can I help?” attitude

6. Communicating internally

7. Raising market awareness

8. Risking – and trying new things

9. Measuring our progress with metrics

10. Focusing on the positives

11. Looking at what we do wrong……….it provides great learning


Tenants of plan going forward Speed, “if it makes sense, do it”

Soft skills

Building credibility

Communication

With Sales

Help sales, we are here to:

Sell

Make it easy and pleasurable to do business with us

We need to embrace new ways of doing things

“We’ve always done it this way”

Ipod generation, ease of use

Focus on “What problem does this fix?


What does success look like? - one year

Increased sales results - sales, margin, EBIT

Response time - managed and faster

Metrics that show improvement

Catalyst to other departments

Took risks

New tools are working

Customer feedback loop in place

More customer touches

Higher sales metrics

Survey Scores ^

Groups are working together


Survey score

Survey measures “Will you promote us to a potential customer?”

Good news – this is not hard to improve

Goal is to be as positive as we can be at every touch point - People buy from people they like

“When you walk into a place and everybody is kind, you notice it and you like it”

“When someone really takes care of you, other things are less of an issue”

The power of this is huge

Everyone was asked to help with this new culture


The challenge?

Do it right up front

Go the extra mile

Making sure people are satisfied with your service – ask them

You are empowered to do the right thing

“If it makes sense….do it!”


Sales Matrix

Relationship

Existing New

Product

Existing

New

80%

40%

17%

5%

Need to focus here


Marketing

Goals – to increase sales

Increase awareness

Make portfolio clear

Provide sales tools that communicate our capabilities when we are around and when we are not around

Strategy

Increase our end customer touches

Increase the number and ways we will touch them

Refresh initiatives

Increase 2-way communications between home office and field, establish metrics to determine what is effective

Generate sales tools with a consistent format

Educate on that format


Sales


The 4 Stages of Learning

1. Can’t do it, can’t explain it

2. Can do it, if explained

3. Can do it, can explain it

4. Can do it, can’t explain it


Key Points

Listen

Have a plan

Identifying “what problem does this solve?”

Focus on selling

Listen


This guarantees success……

In 1964, all members of the Harvard Business School graduating class stated that they have, at graduation, clear goals that they want to accomplish in life. Among them, 5% took the time to write it down on paper. In 1984, a follow up study was done and it was discovered that 95% of those who wrote down their goals were able to achieve them within 20 years. Among the “lazy” majority, only 5% of them were able to reach their expected goals

An earlier study in Yale University also had similar results. This time, only 3% of the 1953 graduating class made written goals. Twenty years after, in 1973, it was found out that this 3% of Yale graduates were able to accomplish more goals than the rest of the other 97% combined.

fitzvillafuerte.com – The importance of writing your goals on paper


So……become someone people like

You can measure the relationship between you and your customer organization

Number of key people known at the customerExamples:

Number of key people they know at your company % customer available spend Number of social events each year Number of educational presentations made Quality of business relationship %. of complaints satisfied – in full, on time

People buy from……..people they like

Become a “likeable” person


Relationship Criteria Measurement(points)

Score Key Actions to Improve Criteria Score

1 2 3 Today Tomorrow P What Who When

1. No. of key people (sponsor / power sponsors) we know in the account

1 2-3 3+

2. No of key people they know in your company

1 2-3 3+

3. % of ‘available’ customer spend <20 20 – 50

> 50

4. No of educational events p/qtr (workshops, seminars, breakfasts etc.)

0 1 >1

5. No of social events per year. 0 1 - 2 >2

Increasing the relationship


SponsorSponsor

Power Sponsor Power Sponsor

End userEnd user

BeneficiaryBeneficiary

AdversaryAdversary

Legal / Technical / Administrativeegal / Technical / Administrative

FinancialFinancial

Human ResourcesHuman Resources

Approval Types within an account


Buying Phases

T I M E

Needs

Cost

Solution

Risk

Needs

Price

Solution

Risk

(PHASE I)DETERMINE

NEEDS

(PHASE II)EVALUATE

ALTERNATIVES

(PHASE III)EVALUATE

RISK

L E

V E

L

O

F

C O

N C

E R

N

Shifting Buyer Concerns


Keep your feet moving forwardKeep your feet moving forward

You can’t guarantee sales results, You can’t guarantee sales results,

but you can guarantee… but you can guarantee…

sales activitysales activity

((AlAll enabling sales efforts and activitiesl enabling sales efforts and activitiescontribute to future sales results)contribute to future sales results)


Identifying Potential ‘Pains’

Behavior we hear and see

“particularly busy at the moment….” “several big contracts that need a lot of work…”

“very fussy with what we buy…”

“prefer dealing with a specialist training supplier…”

“rather awkward shape..”

Reasons (motivations)

for the behaviour

The Iceberg Principle


No Pain, No Pain,

No ChangeNo ChangePain = Problem,

Critical Business Issue, or

Potential Missed Opportunity

What will motivate a customer towards change?


GreedGreed

FearFearTwo greatest motivators

What will motivate a customer towards change?


Building ‘Professional Rapport’ – The Initial Value Proposition

“tell me more…”

“not interested”

“so what?”

30 seconds

Motivation

Time

Critical Interest Point(Left – hand column: “Is this worth any more of my time?)

You gotta have a value proposition


How to Listen More Effectively Slow down!

Adopt a ‘seek to understand’ mind set!

Practice repeating back your understanding of what has been said – before responding (check for clarification)

Listening – it takes work


In summary

People buy what they want, not what they need,

our job as educators is to help prople want…..what they need

Three greatest sales tools

1. Ears

2. Notebook

3. Pen

We need to spend the time understanding a customer’s pain

Before talking about a solution, we must ask ourselves, “What problem does this fix?”

Thanks to you for helping me fix my problem


Let’s go…..

Great time to be here

Exciting 2011

Change

Embrace it

Press on it

Go towards it

We can turn these “Dreams” into reality