Transcript: CONNECT CHANNEL UPDATE Stephen Hobson John Oluwasanya Glen Thompson Jamie Litherland - All team hit number - Protect the existing channels - Open 3 new channels with each giving ACM of £100K+ in 2020 - Win 3 new SBC/MS Teams clients in 2020 - Identify 2 case studies - Get Rex to smile Success in 2020 Success for the channel - Hit company objectives - Win new channels and new direct clients - Continue to improve the collaboration between connect and G3 - Make Connect a happy place to work - Improve retention levels of staff - Greater urgency from the business supporting sales - Simplify process for Sales Success for Connect Success for Connect
Transcript: Environmental Fire resistance 3. Existing customers- Training course Marcom Sales Sharing info of new projects, events and travel reports Description Basic education kit intended to expose the audience to DIP Tech’s technology. (Architects/designers/engineers/owners etc. ) Demand creation a. Creating link between the architects and the glass processors, by locating the architects. d. Architect’s activities (conventions, seminar, forums) 1. Expose, train and educate DIP Tech’s technology 6. Develop new products Develop new products/applications which utilize DIP Tech’s technology and can be attractive for architects as well as contributing Dip-tech’s business enlargement. Waste disposal 7. Write the full architect specification document - Cross-referencing 4. Potential customers - Presentation Brazil b. Construction projects initiations 2. Drive and support DIP Tech’s customers Applications Graphic assistance Samples for architects Contribute for new product develop Promote sales by providing added value in the sales process 4.2.14 Educate the final decision makers, as architect, designers, engineers, entrepreneurs and curtain wall manufactures. e. Special projects (Olympic Games, expo) Architecture 3. Support and collaborate with the sales department Advertising Niv Raz Architect - More specifications 1. Mapping the world of architecture Thank you. 30.1.14 Storage and transportation - User friendly database Stage 1 – China • Learn the prospect mapping methodology • Learn market player, opinion leaders and key influences • Support and inspire Lidia on the architectural aspects • Collect information for the training kit Maintenance c. Demonstration of the climate effects of the product on a building, according to world standart (Leed 5281) 8. Management of the DIP Tech’s project’s database Competitions Expo Product development Computer Science Building Support and collaboration with dip Tech’s users in the objective of spreading the knowledge from “bottom to top” while giving the customers the architect perspective. b. Showing the costumer the day after the purchase of the machine Handling and machinery Study & research Technical data f. Key players and market influencers Social media Stainless still kimmel eshkolot architects Marketing Stage 3 – Brazil • Mapping the market • Introduction and training of key influencers • Training and marketing the market players a. Architects a. Number of furnace Action items China Territories c. Active DIP Tech’s customers Main targets b. Supporting the client in his process and implementation of projects. Conference USA 5. Sustainability a. Matching and setting the performance software to market needs b. Manage and train the architects and consultants with the performance software Influencers Harlem Hospital Center N.Y, HOK Architects Multilayer printing following indicators in the objective of prioritize DIP Tech’s demand creation activities: Cooperation with Building a sales speech which will present DIP Tech’s as a partner which support and invest in the effort of demand creation. 2. Training course for Architects and designers 9. Define and manage Demand creation budget Magazine Stage 2 – USA • Learn current demand creation activities • Exchange information and develop collaboration channels Prospect
Transcript: SALES KICKOFF Customers On Board Customers Wins Use cases Value proposition Business impact Customers On Board Changes in the market Changes in the market Competitive Update Competitive Update 2016 2017 2018 COMMINUP IN 2018 COMMINUP IN 2018 Marketing Power Marketing Power Numbers Q1 Q2 Q3 Q4 Product Product Release 1 Release 2 Release 3 Updated Sales Goals Updated Sales Goals Q1 Q2 Q3 Q4 Mission Retrospective Mission Retrospective What didn't work _ _ _ What we did well + + + _ + Double click to edit Plans & Territories Plans & Territories Territories Territories Los Angeles Tokyo Quotas Quotas Junior Senior Sales Numbers 40% 31% Channels Channels Company Distributors Customers Workflows Workflows Step 4 Step 5 Step 6 Step 1 Step 2 Step 3 Training Training New Products New Products Product 1 What's done What needs work Product 2 What's done What needs work Product 3 What's done What needs work Training for new products Training for new products 2 0 1 7 Q1 Q2 Q3 Q4 Top Performers Top Performers
Transcript: Salesmania Kick Off It starts with a plan Salesmania! Salesmania Plan 1. Vorbereitung 2. Begrüßung 3. Bedarfsermittlung 4. Lösungspräsentation 5. Preissandwich 6. Abschluss 7. Nachbearbeitung 7 Schritte Unser Plan XXXLehrling It's all about you! YOU 1 Show your skills 2 Step 2 Üben, Üben, Üben 3 Step 3 Punkte sammeln The Nuts and Bolts How it Works Key Partners Who Will Help You? Worldwide Success Market Share Title Connecting Contact Info
Transcript: The more complicated an idea, the less likely it is to survive and thrive. Keep it simple. Data Centre Hosting Government and Commercial IaaS What does business success look like to me Having a clear but flexible strategy to grow our local Cloud revenue. Living by a standard and code of ethics where your business becomes a culture that everyone wants to become a part of. TSM/CA/DAD/PITA... David Peake Enable access, low touch, high transaction rate Present and demo the solution Prepare PAA and pricing estimate Enable Customer Tenancy (includes new and existing data centre customers) Follow-up Close the deal Easy? Easier when you are prepared and carry out your plan Long term goal, short term success Health Sector Eco System Design thinking workshop Identify Health Sector ISV's (who they are, what service(s) they provide) Intial engagement requirements Key roles, what part they play (e.g. Sales Lead, Cloud Advisor, Customer exec etc) Identify collateral (presentation and demo environment) Sales support PAA development (e.g. Solution Manager) Customer tenancy creation (e.g. Cloud Delivery) Customer technical/pre-sales support Follow-up Key roles (e.g. Sales, Pre-sales, Cloud Delivery etc..) Further detail required. Transition assistance required? Sign contract Post sales Evaluation, win or lose, understand what we could have done better. Management Support: We need management support to enable us to be relentless about executing it Protect us from the business Incent the right people so its their mission to succeed BROAD PLAN WHAT CLIENTS ARE CRITICAL TO OUR SUCCESS Health Body Healthy Mind: Cycle 8000k this year Cross brand knowledge: Learn about other cross brand offerings within the business to help add value Personal Development Goals Collaboration: improve relationships with my peers. Understand their goals and needs, and learn to work together to help achieve each others goals. WHAT DO I NEED FROM THE TEAM BUSINESS SUCCESS SOLUTIONS
Transcript: SALES KICKOFF Discovery Take aways Key takeaways 01 02 Key takeaways Understand what is a Challenger TEACH.TAILOR.TAKE CONTROL. How to structure a "winning" discovery call 03 Agenda Agenda Selling style self-diagnostic 1 The Challenger Sale "Deal closing" discovery calls Exercise 2 3 4 Considering each of the statements below, score each one according to your agreement with how well it describes how you sell to your customers. Instructions Instructions 1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree Adamson, Brent; Nixon, Matthew (2011). The Challenger Sale Scoring Guide Scoring Guide Add up to your score for questions 2 and 3. Write that number in the "Teaches for Differentiation" box. Add up to your score for questions 5 and 6. Write that number in the "Tailors for Resonance" box. Add up to your score for questions 8 and 9. Write that number in the "Takes Control" box. If you rated yourself highly on questions 1,4,7, or 10, this means that you have a natural sales tendencies in other sales profiles: 1 is Relationship Builder 4 is Lone Wolf 7 is Problem Solver 10 is Hard Worker Results In each box: 8 or above: Sounds like you are off to a great start; keep looking for ways to challenge your customers' thinking. 5 to 7: You have a good foundation to build on; target an area for developments and start pushing yourself to challenge more. 4 or below: This may be slighly new approach for you; think about the area where you feel most comfortable and start your personal development there. Results The Challenger Sale The Challenger Sale B2B sales reps fall into five different profiles that define the skills and behaviors they use when interacting with customers. Challenger approach Challenger approach 40% of high sales performers primarily used a Challenger style - as opposed to one of the other four sales styles. High performers were more than 2x likely to use a Challenger approach than any other approach. More than 50% of all star performers fit the challenger profile in complex sales. Only 7% of top performers took a relationship-building approach – the worst performing profile. 3 T's 3 T's CHALLENGERS: TEACH Focusing the sales conversation not on features and benefits but on insight, bringing a unique perspective on the customer’s business. TAILOR Use individual customer objectives and value drivers knowledges to effectively position their sales pitch to different types of stakeholders. TAKE CONTROL Build constructive tension, create momentum and are unlikely to acquiesce to every customer demand. Can push customers when needed. "Deal closing" discovery calls "Deal closing" discovery calls • How often should I ask questions in discovery calls? • How to ask questions differently? • How talk/listen ratios compare across performance levels? Topic questions Call Preparation FIRST STEPS Get rid of the corporate overview slide. Call Preparation Drop the customer logo slide. Ditch the thought leadership slides. Postpone the product pitch. 01 02 03 04 Buzz(kill)words BUZZWORD MENTIONS LEADER 161,000 LEADING 44,900 BEST 43,000 TOP 32,500 UNIQUE 30,400 GREAT 28,600 SOLUTION 22,600 LARGEST 21,900 INNOVATIVE 21,800 INNOVATOR 21,400 Ask yourself TEACH What business problems will you be focusing on with this customer? How do you know that this is of critical importance to them? How have you seen similar companies approach this problem? How new/intriguing will this insight be to the customer? Why hasn't the customer figured it out already? TAILOR What are some of the latests trends in this customer's industry? How would those trends affect the customers' company? What is unique about this company's position in the market-place? Where are they most vulnerable? TAKE CONTROL What are your next steps to ensure that the purchase process moves forward? What is your understanding of the customers' buying process? Areas of insight Goals and objectives Market characteristics and trends Digital anayltics data Content Audit Competitor audit Consumer behavior/Influencers Business Problems INDUSTRY COMPANY ROLE INDIVIDUAL NEXT STEPS Tailor the tittle slide to their specific problem. Call Preparation Additional slide to "REFRAME" - use visual depiction of the problem you want to highlight. Best slide to higlight the cost of the problem "Rational Drowing". 05 06 07 08 "WARM" with two-three slides to adress business problems. NEXT STEPS Introduce the “New Way” with a simple, visually compelling, quantified business benefit. Call Preparation Two or three customer case studies. 08 09 10 Overview of the solution not the product. WHY ARE WE THE BEST? What are our unique strenghts? What we do better than the competition? Innovative? Customer-focused? So is the rest. Connect insights to our unique capabilities Why should our customers buy from us? During the Call Talking about yourself doesn't work any better in a client meeting than it does on a first date. Show some interest and that you understand them, then they will
Transcript: SALES KICKOFF True Story True Story Launched in 2009, e-lotari.pl shop was our first ecommerce B2C platform, based on own CMS system. Positive Power Agency develop system for 34 500 PLN netto base cost. In 2014 we receive new template based on Magento system. Base cost: 89 500 PLN netto Loosing weight Loosing weight Competitive Boost Competitive Boost 2014 2015 2017/18 2009 Mobile First UX Design Multilanguage Worldwide shipping Who are we now? 1. We inspire Biggest competitive brands in Poland are literally copying our solutions (Pixers, Fivaro, Karnix) We are a step ahead of the competition - technology&business solutions 4. We are huge 2. We are innovative ... and underinvested 3. We are clever Always trying to use cheap ant most effective solutions to achieve KPI's 5. We are unrivaled Literally - 1 300 000 URL pages indexed in Google, 1 300 keywords in top 100 Zero real competitors abroad Coming up in 2017/2018 Coming up in 2017/2018 Marketing Marketing Fuel 29 k 45 k 80 k 15 k To break away the rocket Marketing Budget Human Resources Budget Tools Tools TIMELINE #1 #2 #3 #4 New ecommerce features Multilanguage & worldwide shipping Wishlists & DIY colections Product page & UX improvement Unique content management #5 Marketing automation Mission Retrospective Mission Retrospective What didn't work What we did well Most advanced ecommerce Clever SEO moves Example for competitors UX and design Abroad sales Underinvestment Sales Goals (Polish market) Sales Goals (Polish market) 293 438 PLN 2015 2016 2017 2018 462 370 PLN 791 428 PLN +57% +71% 1 308 000 PLN +65% Crew Crew 1. 2. 3. 4. Ecommerce Manager Front End Web Developer SEO/SEM Specialist Content Marketing Specialist 5. Printer Operator 6. Customer Service I 7. Customer Service II New Products New Products MTM Lamp Shade Acoustic Panel Light Canvas 3D Letters To develop The synergy The synergy people place target market promotion product price Development performers Development performers Front End Web Developer SEO/SEM Specialist Content Marketing Specialist Web graphic designer, with coding knowledge, responsible for preparing digital creations Responsible for preparing paid campaigns (AdWords, PLA, RTB, Remarketing) and website performance in Google Preparing content for website, email marketing campaigns, social media, marketing materials and other communication tasks Plans & needs Plans & needs We need to expand. Quickly. Territories Territories Total sales plan Total sales plan Total Poland +25% +65% expected sell in 2017 expected sell in 2018 Production tools Production tools Consumer/End user Made to measure & print Printer Ecommerce system Postproduction Process Working Cross Organization Stage 4 Stage 3 Stage 2 Stage 1 1. 2. 3. 4. Process Working Cross Organization Completing the team Ecommerce improvement UX & DESIGN Campaigns
Transcript: 02/06/18 Summer Kick Off Summary Summary Kick-off designed to give you the tools you need to be able to effectively sell By the end of this course you should be confident in your skills to sell in different ways, and know what we expect of you. Questions? Ask along the way. GDPR GDPR What does it mean and why should I care? AVS AVS What does AVS mean for me in my sales? What tools do I have available? Why should I bother? EFP EFP Why do we measure EFP? Is it unfair on part-timers? Percentage Attach What Counts? Whose sale? Splitting sales GDPR 4% turnover fine 7 new core individual rights 80+ new requirements on companies 2.5bn NOK average fine for FTSE100 companies What you have to say When you have to say it Mobile Finance AVS EFP Merchandising What we do General merchandising standards We sort from left-to-right, from top-to-bottom (read your bay like a book) We (generally) sort by type, then brand then price We move high risk items in line-of-sight When we run out of stock, we check the amount left before facing over We always remove the previous ticket What not to do Show Me Show Me
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