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All too often marketing management looks to client satisfaction ratings whenever sales performance declines. Unfortunately, customer satisfaction conveniently points a finger at company products or services to help deflect marketing or sales organization blame.  Customers are reliable internal sources of knowledge, but should be secondary to information obtained from prospects when validating market positioning.  On the other hand, if used effectively, customer satisfaction results can quantify beliefs to validate or change an organization’s culture and product positioning. To be successful, marketing departments must understand a few basic tenets:

·      Satisfaction ratings are not always validation that organizations provide excellent customer support. The greatest promise offered by these findings is the foundation for organizational (e.g., product positioning, company focus) change, which rarely goes fulfilled;

·      Customer perception gathered from satisfaction ratings (attributes in this case) must realistically match the existing company culture (e.g., brand) before embarking upon a replacement, sunset or an upgrade product strategy because a mismatched product delivery and company brand (e.g., best in class, market leader) leads to prospect apathy or loyalty loss.

Of course, some organizations internally conduct satisfaction surveys while many turn to third-party industry resources to monitor client satisfaction.  As I have written in the past, internal efforts return biased findings. Yet, an inevitable problem occurs when outsourcing the data to third parties: Integrity of findings.  There are several factors that impact why it is hard to anticipate unbiased data from outsourced client satisfaction surveys.

1.   Data Availability - The complexity of collecting client data from the vendors to conduct these satisfaction surveys is the first factor. Survey firms require a minimum of 25-30 clients per quarter to ensure an accurate statistical probability and the list of clients must come from the firm outsourcing (and paying for) the surveys. If a vendor does not have a sales process/forecasting or Customer Relationship Management (CRM) system in place there is a high probability that the client information function is weak as well. Considering that less than 60% of WW organizations have these systems in place, the expectation of providing a single accurate report containing all client information is ill-fated.

2.   Response Incentives - If sales forecast and CRM automation is in place, common practice is to have the firm outsourcing (and paying for) the surveys to preface the customers slated for satisfaction interviews. Far too commonly, many vendors add incentives (e.g., free monthly support, fix an immediate issue, free pass to user group meetings) to secure superior ratings. Once these falsified ratings are posted for one quarter, competitors feel compelled to reciprocate with similar incentive-based activities to level the playing field. This unnatural competition for the highest ratings precipitates inaccurate findings and a vicious cycle of lofty and misrepresented client satisfaction ratings is perpetuated.  The truth is that vendors spend more resources measuring client satisfaction or improving client ratings than they do on simply satisfying their clients.

3.   Invalid Statistical Probabilities - The final factor is that mathematical probability prevents movement within short time periods favoring small firms. Competitive rating winners are sometimes crowned when they only have a 1/10 of a percentage point better rating than the next closest competitor, so organizations with smaller sample bases (clients) have a better chance of scoring higher than large organizations with larger sample bases (clients). For example, two companies have the same 8.5 rating on a scale of 1-10 in a single quarter. One is a small organization with only 30 clients while the other is a larger organization with 100 clients. If the smaller organization gains two new clients in the next quarter and both clients post a 10 satisfaction rating, the result will be a new satisfaction rating of 8.6. If the larger organization adds 2 new clients in the next quarter who also post 10 ratings, the new quarterly satisfaction result is a lesser 8.53 rating. The larger organization would require three new clients rating a ten (33% more clients) to gain the equivalent spike in ratings. This is why new competitors to any field usually enter the satisfaction ratings higher than larger and heritage organizations. Furthermore, organizations with fewer clients maintain lofty ratings for at least 4-6 quarters before the field stabilizes.

In summary, I believe that organizations should just overwhelm clients with quality support because satisfied clients are essential in any successful business. However, competitive rating environments incite many vendors to coach, coerce or entice select clients to respond with high ratings. These actions create unhealthy and unrealistic metrics setting up false industry expectations of which no real change occurs. In addition, the basic principle of mathematical probabilities provides a statistical edge to new-comers to the market because higher ratings can be achieved with lesser clients responding to satisfaction surveys. As such, customer satisfaction rating integrity should be monitored to prevent falsified responses. Moreover, you should not lose the fact that as important as a satisfied client base is to add-on future business and positive referrals, nothing improves new business greater than understanding pre-client (prospect) perception!

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The Problem: Sales Organizations have forgotten how to articulate their corporate and product differentiation! Full of It buy

Henry Kissinger once said, “The real distinction is between those who adapt their purposes to reality and those who seek to mold reality in the light of their purposes.”  In sales and marketing, no one would dispute that perception is reality. If interpreting Mr. Kissinger’s quote into a sales and marketing context, I would restate that “understanding prospect perception, whether reality or not, can be used to create differentiation to fulfill corporate sales and marketing goals.” WorldNet defines differentiate as “to be a distinctive feature, attribute, or trait.” Therefore, creating a prospect’s perceived differentiation would simply mean to understand your prospect’s perceived reality of their needs and to fulfill those needs with a unique attribute or feature of your company or product.

Solution-centric sales training and principles teach “Probing” or “Discovery” stages, but do not account for market perception or provide the differentiation of your products. Furthermore, when previously successful sales performance falters, the differentiation articulation has sprung a leak. The only way to discover differentiation messaging is to understand prospective buyer perception and to align the findings with real attributes of your company and products.  As such, there are two types of differentiation: Product and Company.

Remember that to differentiate is to have a distinctive attribute. Likewise, ownership of an attribute is validated by prospect perception. Therefore, verifying an organization’s attributes requires a simple validation process ensuring that attribute ownership realistically matches the organizational culture. Company differentiation is validated using the discipline of post-decision interviews after sales cycle opportunity wins and losses with its goal of aligning the marketing and sales messaging. Any subsequent efforts after the original internal process is completed should have the goal of mapping external (e.g., prospect, competition, market) findings and trends to ensure continuity and accuracy of your attribute and organizational message. Without this message validation, marketing agencies and departments give up perspicuous aspirations of a systemic, singular approach in lieu of the path of least resistance – catchy marketing slogans and phrases - the dysfunctional cycle continues.

Product differentiation must first be discovered by comparing real product functionality to real competitive functionality. I am not suggesting a competitive side-by-side detailed feature-to-feature comparison because that is both impractical and unnecessary. Instead, I compare functionality because functionality is a summary of many features. For example, invoice matching is an accounts payable function, but how the function performs is the result of many features. I recommend comparing no more than 150 functions of 2-4 competitive products to thoroughly understand the strengths and weaknesses of competitors as well as the functional expectations of the market. Note, it may be easier to distinguish between reality and perception with prospects than with internal company product development teams because most company branding and positioning activities are inconsistent with what sales and sales support people are telling prospects and customers. Therefore, is it a surprise that most product development teams design products based upon the loudest screaming client and not the principles of prospect-driven product differentiation? 

In summary, prospect perception offers a world of understanding to discover your corporate attributes and the validated attributes owned by your company is your differentiation. Affixing your unique company attributes to unique competitive product differentiation creates the highest articulation of your common sales cycle “story” ,of which, should be incorporated into all prospect, client, and shareholder communications (e.g., prospect demonstrations, presentations, messaging, web site, shareholder annual reports, customer service, trade show booths, brochures, installation manuals). Understanding prospect perception is the most important discipline required if your company is serious about buyer alignment or being a market-driven company. Lethal Weapon 2 film

Problem: After investing into expensive sales process training, many organizations forgo the insurance to diagnose how the new process is performing.

Kieth Eades, author of The New Solution Selling, defines a solution as, “a mutually shared answer to a recognized problem, and the answer provides measurable improvement.” This definition is a perfect, if not one-sided, vision of a desired vendor outcome with its prospects when deploying a solution-centric sales process. On the other hand, the imprecision of this definition when applied to the buyer’s process does not reconcile the lack of mutuality in a recognized problem or introduce an expectation of measurable improvement. Let me explain. A sales training process is only one aspect of the many tools required to successfully conduct a complex sales cycle, so the term “sales enablement” best describes the many tools that include the sales process. Most complex organizations have adopted one of the many sales enablement training processes (e.g., Solution Selling, CustomerCentric Selling, PowerBase Selling, Miller Heiman) to enhance the probability of success of its sales force. However, McKinsey & Company reminds us that 75% of the sales process training initiatives do not return their investment. Understanding the sales process (e.g., plan, awareness, discover, consideration, discussion, prove, proposal, negotiation, close, re-sell) and buyer market segmentation (e.g., revenue, number of clients, opportunity size) will help sales distribution channels to:

• Define the sales process; Patlabor: The Movie buy
• Maintain sales cycle focus;
• Better predict the sales pipeline;
• Accurately assess the probability of success; Scary Movie 3 psp
  
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• Articulate sales cycle progress using a common nomenclature;

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• Update a central monthly reporting vehicle.

Indeed, it is an excellent business practice to purchase accumulated professional sales knowledge from sales enablement training companies so that trainees will gain discipline to a complex and fluid process as well as save time trying to self-diagnose a sales cycle. Yet, corporate expectations of sales enablement training is disappointingly low because most organizations:

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1. Are only looking for a process when hiring sales enablement firms, so are happy to purchase a vetted and disciplined step-by-step model of WHAT to do in a sales cycle. This goal is easy to fulfill in a 3-4 day training room event. Unfortunately, some organizations are left wondering HOW to sell (e.g., differentiation, message, company attributes) and mostly left without a return on investment;
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2. Conduct sales training as a singular and non-iterative one-time event with little anticipation of a result impacting organizational transformation. After the training event, processes are rarely deployed and metrics collected (e.g., pipeline growth, closing percentage, sales cycle length) to monitor benefits against a baseline;
3. Are attempting to solve a sales discipline problem in an incubator. Likewise, if increased sales performance is contractually obligated by the sales enablement firm, marketing or other effected organizations in the “pain chain” process will eventually must beinvolved if returns are achieved. Unfortunately, we find that marketing is rarely included in the sales training or buyer process re-configuration, which neglects an opportunity to align sales with marketing processes, branding, communications and messages.

Sales enablement training includes equal parts of motivation, listening skills, planning, prospect canvassing, territory management, closure best practices, and, most importantly, process articulation. Every motivated sales person leaves the sales enablement training classes armed with new sales tools and soldiers forward to close more business. Unfortunately, when a sales cycle is completed, a simple word insertion during a “closure” step is typed into an Excel spreadsheet, sales forecasting management tool or enormous database to signify the successful completion of the sales cycle and the sales cycle begins again. Moreover, when an unsuccessful sales cycle concludes, a “loss” entry is inserted into the appropriate sales forecasting management software field with a one word drop-down explanation (e.g., price, functionality, incumbent, poor demonstration) to log why the deal was lost. A sales cycle is not complete until the post-decision interview is conducted for a very expensive reason: Sales Cycle Investment. download Lake City movie Distribution channels cost approximately 30% of a company’s total sales and a single sales cycle can cost more than 5% of a vendor’s total product proposal. For example, a million dollar proposal could cost a vendor $50,000 worth of travel and salaries to engage a prospect in a review of its products or services. Isn’t an expensive sales cycle resource investment worth more effort than just a field insertion into a sales management tool? Wouldn’t this be an opportune time to learn about the prospect’s perception, so that message, delivery, focus, branding and investment changes could be altered or validated in a timely fashion? Perception analysis is not trained by sales enablement training companies. I believe that it is more important to understand what is not to be expected from sales enablement training initiative than it is to understand what is to be expected. Therefore, the missing components of solution-centric process / sales enablement training are as follows:

1. Training results;
2. Competitive differentiation;
3. Change in buyer perception;
4. “Eagle” performer efficiency or performance improvement;
5. Misaligned products not meeting buyer visions;
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6. Alignment with your buyer’s evaluation process.

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 In summary, organizations looking for complex sales training methodologies are usually searching for a sales process to be conducted as a single event and not as an organizational transformation. Regardless of sales enablement training representative promises, expectations should be tempered because solution-centric sales training is not responsible for HOW to position, align, or differentiate your solutions in a sales cycle. However, instilling a back-end post-decision interview discipline that continually diagnoses sales performance, validates differentiation, and aligns selling and buyer processes will fulfill the promise, and return the investment, of any solution-centric / sales enablement process training initiative.

Problem: Baseless claims of being a market-driven company are substantiated by the lack of existing buyer alignment disciplines

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In a recent State of Market-Driven Adoption Executive Poll conducted by SCAI, 83% of respondents claimed to be a “Market-Driven” company. However, many responses highlight inconsistencies in their claims:

• When asked to substantiate what “market-driven” means to them, most executives responded by citing activities with their “customers,” not prospects or evaluators;
• 57% have invested into sales process training, yet half believe that its only benefit was to provide a process for the salesforce;
• 83% have not invested into product management framework training necessary to include buyer validation (e.g., personas, demand, perception, needs, problems) into product development; Surrogates full
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• 57% irregularly conduct win/loss analysis and 28% don’t conduct it at all;
• 43% are just beginning the process. The Prophet full

These results maintain that one of two possibilities exist: 1.) Companies have fallen prey to unsubstantiated “me to” claims in order to be perceived as equal to their competitors who are performing market-based research; 2.) Executives are confused about how to create a cross-organizational market-driven culture.  The answer is that both are true. Dwindled budgets have forced organizations to take shortcuts and it is easier to claim something than it is to prove it. The problem is that products, services and solutions will not keep up with market demand if diagnosis of sales positioning, perception of company / solution differentiation, and reality of the vendor’s “buyer need/vendor solution” equation is not monitored, measured and improved. Moreover, ignoring market-based perception and measurement disciplines will only invalidate any claim to “market-driven” to potential buyers and will be used by competitors as an edge or advantage.

Who is in Charge?

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The top two responses by market-driven companies were split between the CEO and CMO (28% each) as to who was in charge of cross-organizational market-driven initiatives. 14% say the President is in charge and another 14% claim that no one is in charge of market-driven initiatives. When asked who is in charge of sales, marketing and product management, 57% said the CEO and 29% say the President, while 14% claim the COO. In order to be successful, the reality is that market-driven responsibilities must be shared and job-based performance must be paid upon its successful execution. Furthermore, market-driven processes should be driven by the CMO and monitored (and funded) by the CEO.

“Voice” of the Buyer

43% of executive respondents claim that the sales organization is currently the “voice” of the buyer, but 29% believe that they should be. More commonly, 43% say that product marketing is the “voice” of the buyer and 43% believe that they should be. Finally, 14% say that marketing communications is the “voice” of the buyer, but that executives should be. Historically, sales organizations have held the distinction of being the “voice” of the buyer. However, “market-driven” companies will relinquish this distinction to product marketing for cross-organizational initiatives to maintain buyer alignment. In the absence of product marketing personnel, product management should be the “voice” of the buyer.  Some larger organizations have enabled the Business Development function with understanding the buyer, yet the most new-age companies have created a liaison individual, called the Sales Enablement Officer, to ensure that buyer alignment is achieved and maintained.

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71% of responding executives claim that their only sales performance diagnosis is represented by a CRM housing sales-facing data. Yet, the only diagnosis that is updated into these systems is the one-word reason that an opportunity was won or lost - no “actionable” data on buyer behavior. Usually, the responsibility is that of the sales representative and the reason given is price, product or lateness to the opportunity. This is not valuable or unbiased data. As Einstein said, “The significant problems we have can not be resolved by the same level of thinking with which created it.”

Also, a CRM is a cross-organizational means of maintaining data on a customer, but is not effective with sales-facing prospect knowledge or as a diagnostic tool.  Likewise, a sales forecasting management (SFM) tool functions only as a sales process monitor and a closure projection tool. Finally, to be a “market-drive” company a post-decision interview (win/loss analysis) process is necessary to gather evaluator-based knowledge. As such, this content requires the use of a non-CRM, non-SFM, easy application exchange in order to input, maintain, retrieve and evaluate sales cycle performance, competitive positioning and other sales-facing content.

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Cross-Organizational Adoption

71% of executives claim that their cross-organizational efforts to understand their buyer “needs work” and another 14% are “somewhat satisfied.” This trend simply points to the nascent or fledgling efforts underway in most organizations to understand their buyer. Furthermore, there is an industry void of cross-organizational models that instills an iterative process that continually validates, monitors and quantifies the buyer’s perception, needs, problems and processes.

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What is a “Market-Driven” Company?

A “market-driven” company is a company that measures and continually aligns its evaluator, customer and prospect needs, problems, processes and perception with its own development, positioning, sales processes and solutions. The buyer-based disciplines must include an iterative process to quantitatively measure improvement in all four areas. As such, a company can not be a “market-driven” company unless it maps buyer knowledge extraction initiatives to development, positioning (competitive and messaging), processes (sales cycle) and solutions (products and services).

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The Problem: Your sales process is misaligned with your buyers!

Fewer than 10% of polled organizations claim to have initiatives targeted to align selling and buying processes. I am sure that, if probed, the positive responses would change their responses when adding “…with discipline and regularity.” This statistic is not so much a condemnation of an organizations dysfunction, but an alarming missed opportunity to stay in alignment with its buyers.

Sales organizations don’t knowingly want to miss prospect opportunities, but this glaring oversight costs organizations millions in lost potential business. Sales organizations spend millions of dollars on sales process training. Yet, 3 out of 4 sales training initiatives fail to return its investment. Sales training focuses on the process used to qualify prospects when selling a vendor’s products and services. Not a single dime is allocated to understanding the buyer’s evaluation process. Therefore, when training is complete, most sales processes are out of alignment with their buyer after the first sales cycle. This resource risk (people and money) could be avoided by simply adding a buyer-based diagnostic back-end step after every sales cycle is concluded. That diagnostic “insurance policy” step is a win/loss analysis or post-decision interview (PDI) conducted with prospects who have evaluated your products and services.

Other than mitigating investment risk, the greatest benefit of embedding an iterative PDI process into daily operations is the assured organizational alignment with your buyer. There are three types of buyer alignment: Process (Sales, Evaluation); Differentiation (Solution, Company); Messaging (internal,external). All three types are embedded into the buyer evaluation process and can be quantified using a PDI process. Four priorities that buyers continually strive to align during their evaluation processes are the: buyer needs; vendor solution; solution cost; aversion to risk. Furthermore, the primary keys to aligning these buyer evaluation priorities to a vendor’s selling process are the articulation of the vendor’s differentiation and the validation of that differentiation. Therefore, the PDI process can diagnose the sales cycle to quantify a vendor’s competitive differentiation and the articulation performance of the “differentiation story.” What’s more, the PDI verifies the prospect’s perception of the sales cycle processes (e.g., site visit, references, demonstrations) taken to “prove” the differentiation claims of the vendor.

Considering that they are responsible for the sales cycle, should the sales organization be responsible for the PDI process? Sales people are strong objection-handlers, so can’t be relied upon to be unbiased. For this reason, (extracting from my free “8 Rules of Successful Post-Decision Interviews” report) you know that the sales organization is ill-equipped to conduct these PDI interviews. Therefore, the interview responsibilities fall to product management and marketing. This is actually a good thing. If working in collaboration, there are many cross-organizational benefits for everyone extracted from the PDI process:

• Sales management can use empirical evidence when reviewing individual sales personnel performance;
• Sales pitches are enabled with validated differentiation of products and services;
• Product management validates market-based perception of its products and services;
• Product marketing quantifies prospective customer messaging instead of relying on clever advertising or awareness campaigns.

Post-decision interviews are not discretionary in order to maintain buyer alignment. Therefore, sales organizations, product management and product marketing must instill a buyer-based discipline into daily operations to avoid risking investment waste and sales cycle misalignment.Windtalkers movie download Batman Beyond: Return of the Joker on dvd

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The Problem: Executives fail to prioritize or fund market-based validation to adapt sales processes with market changes!

Fewer than 1 out of 4 organizations conduct win/loss analysis with any discipline or regularity. However, organizations need empirical evidence of their sales performance and product positioning. Unfortunately, management seems to affix a low probability to the what, how and when of win/loss analysis. The reason for de-emphasizing win/loss analysis is usually that executives don’t understand the alignment between buyer perception and the quantitative benefits to their organization. This misunderstanding is confusing when you consider that the only way to understand buyer habits is to talk to them. Furthermore, win/loss analysis is not discretionary because validated buyer alignment is required in every decision made by marketing, product and sales management.

If a company has committed to a discipline of mapping their products and services to uniquely fulfill their focused buyer problems and needs, they are selling solutions. Furthermore, win/loss analysis is the foundation required to understand their buyer problems and needs. There are unique qualitative and quantitative benefits associated with selling solutions rather than just products or services. According to Keith Eades, founder of Sales Performance Inc. and author of Solution Selling, the benefits associated with selling solutions are that sales teams:

- Have a 20% higher win rate;
- Outdistance competition quota attainment by 25%;
- Avoid excessive discounting by a factor of 5;
- Have a 30-50% better sales forecasting accuracy.

Sales management is responsible for the sales cycle, so has the greatest opportunity for quantitative benefits from an organization’s investment into win/loss analysis. Oddly, fewer than 20% of organizations have a process to maintain sales processes with buyer evaluation processes. A common mistake is that win/loss analysis is conducted by the sales organization, not product management, with the goal of extracting the single reason why an opportunity was won or lost from a win/loss interview. The result is a one-word entry inserted into its CRM or SFM tool. The irony is that a sales person conducts the client interview using open-ended questions without a template. This causes defensive and cryptic responses with little validity or a means to measure results. In addition, the results are filtered by salespeople to preserve the reality of the sales cycle from management. In a sales performance study conducted by CSO Insights, 50 percent of sales executives wanted to improve their ability to adapt their sales process to marketplace changes. That said, a discipline that extracts performance data is needed to enable sales management to identify sales representatives requiring coaching and sales cycles requiring process improvement or refinement in order to improve quota attainment.

What is a sales organization’s ROI when adopting a win/loss analysis process with discipline and regularity? Validation from CSO Insights claims that the number of sales within 1-3 months will increase by 15% and turnover will improve by 9% when sales management reviews wins and losses with sales representatives. What the research does not present is how to continually collect validated sales performance knowledge used by the sales managers during the win/loss review. This diagnosis is the most critical data to the sales organization and it can only be collected via win/loss analysis. Therefore, if an iterative win/loss analysis process (e.g., training or outsourcing) could feed the sales management system with constant validated sales performance data, CSO Insights claims that 40% more organizations could identify salespeople who need coaching, quota attainment would improve by 12%, and 60% (my research discovered 80%) of organizations would obtain the discipline of win/loss analysis. Finally, win/loss analysis is not discretionary because it is the umbilical chord to buyer behavior. By instilling a disciplined diagnostic process at the end of each sales cycle, organizations can expect multiple qualitative benefits, such as:

- Identify salespeople requiring coaching;
- Product management will develop products meeting buyer expectations;
- Product management will train sales to articulate unique value and differentiation;
- Marketing management will articulate messages that uniquely fulfills buyer needs;
- Marketing management will harvest better leads for sales;
- Sales organizations will recite common value and differentiation messages to the market.

Most organizations would be happy with the above benefits. However, for executives requiring a quantitative return on any win/loss analysis investments, the following benefits are a direct result of deploying win/loss analysis processes:

- A 9% improvement in salesforce turnover;
- A 15% increase of sales within 1-3 months;
- A 12% improvement in quota attainment.

In summary, win/loss analysis is non-discretionary if an organization wants to be market-based or has the discipline to sell solutions. Still, qualitative and quantitative benefits exist to ensure that management raises the priority to fulfill the promise of win/loss analysis initiatives. With a minimal investment to instill a diagnostic interview process on the back-end of every sales cycle, company’s adopting the principles of win/loss analysis will outdistance their competitor’s sales quota, turnover, and closure rates. Most importantly, win/loss analysis ensures that your products, services or solutions are aligned with market expectations and that your messaging is articulated in a

Excellent question. Solution-centric sales process training focuses more on single opportunity qualification from the seller’s viewpoint than it does on the buyer’s process. What’s missing are the “proof” and “validation stages” that are so critical in setting the differentiation hook in the sales process. I constantly wonder why being able to successfully position (align) differentiated solutions isn’t the primary focus of the seller process rather than leaving it up to generic messaging tools and templates? When I refer to buyer alignment, I am referring to the alignment of buyer and seller processes from the continued demonstration and positioning perspective to guarantee that the prospect needs match (align) to the seller’s differentiated solutions. This is accomplished by instilling a discipline of continued evaluator post-decision interviews (win/loss analysis) that extracts “actionable” results. The benefits of continued win/loss analysis are alignment of processes (sales, buyer evaluation), differentiation (company, solutions) and messaging (internal, market).

A vendor must continually understand how a prospect perceives it’s messaging, functional differentiation and corporate attributes so it must align that perception to the buyer’s evaluation process. Therefore, in order to align with a buyer, a seller must align with the buyer evaluation process. Buyer priorities change throughout a sales cycle, so a vendor needs to understand its perception in advance of the selling process and align its positioning to the priority affixed to the buyer’s risk, cost, needs and solution. Post-decision Interviews (win/loss analysis) gather attribute ratings that are aligned with each of these four buyer priorities. Moreover, attribute ratings provide performance measurement to inform the sales organization what decision criteria is most critical to its prospects during the sales cycle and how the vendor meausures against that criteria. Armed with this knowledge, the sales, marketing and product management teams can continually align with the changing buyer needs (solutions), priorities (process) and perception (messaging) during the sales cycle.Juncture movie download Stay Alive rip Charlie and the Chocolate Factory movies

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