Mastering Technical Sales

Name: Mastering Technical Sales | The Sales Engineer's Handbook, Third Edition
Brand: Artech House
Price: 82.99 EUR
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The Sales Engineer's Handbook, Third Edition

John Care(Author)

Artech House (Publisher)

1st Edition

Published on 1. January 2014

406 pages

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978-1-60807-745-8 (ISBN)

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Mastering Technical Sales The Sales Engineer's Handbook Third Edition
Contents
Acknowledgments
Chapter 1 Introduction: Why Study "Technical Sales"?
New SE
Experienced SE
Sales Managers and Sales Trainers
Sales Representative
Marketing and Product Management
Technical Consultants
Chapter 2 An Overview of the Sales Process
Definition of the Market
Marketing Campaigns
Customer Events
Trade Shows and Seminars
Mailing Lists and Outbound Calling Campaigns
Partners
Web-Based Form or "Fremium" Products
Lead Qualification
RFP
Discovery and First Customer Engagement
Present, Demonstrate, and Propose
Presentation
Demonstration
Proposal
Proof of Concept (Optional)
Negotiations: Close or Lose-Getting the Deal
Post-Sales Support and Ongoing Account Management
Summary
Chapter 3 Lead Qualification
You Can Get Leads, Too
Lead Quality
Lead Ratings
Qualification Criteria
Budget
Time Frame
Fit: Do the Prospect's Needs Match Your Solution?
Effective Lead Qualification
Internal Roles in the Lead Qualification Process
Sales Representative
Inside Sales/Lead Development
Sales Management
SE
Care and Feeding of the Inside Sales Team
Competitive Implications of Technical Qualification Criteria
Making the Decision to Say No
Defending Your Position When the Sales Rep Disagrees
Low-Cost Fallback Strategies
Lead Qualification in Action: The Proces with Three Common Scenarios
Solicited Leads
Unsolicited Leads
Current Projects or Recommended Leads
Summary
Chapter 4 The RFP Process
Creation of an RFP
A Closer Look at Three RFP Myths
The Go/No-Go Decision
Internally Scoring the RFP
Handling Deadlines
Strategies for Avoiding an RFP
The Alternate Response Tactic
Completing the RFP
Presentation and Follow-Up
Summary
Appendix 4A
Chapter 5 Needs Analysis and Discovery
Overview
Why Discovery Is Critical
The Seven-Step Needs Analysis Approach
Step 1: Identify Needed Information
Step 2: Build the Perfect Pitch
Step 3: Explain the Needs Analysis Process
Step 4: Interview Key Customers
Step 5: Observe Current Processes-Get to Know the End User
Step 6: Synthesize Information
Step 7: Prepare and Present Summary
Wrap-Up
Customizing the Discovery Process
Adapt Your Questions to Your Audience
Summary
Chapter 6 Business Value Discovery
The Three Behavioral Crimes of Discovery
Tell
Accept
Guess
The Business Switchback
The Heart of the Process
Get a Full List
Verify It Is Complete
Add and Challenge
Prioritize
Evidence and Impact
What Happens If We Cannot Get Any Data?
A Final Checkpoint-The Cost/Impact Comparison
Summary
Chapter 7 Successful Customer Engagement
First Contact
Remember What They Want from You
Dissecting Project Dynamics
Back the Strongest Faction
Identify the People You Need to Know
Use Your Intuition
But Don't Forget to Use Your Brain
Covering the Whole Team, Including the Minor Players
Coaches
Where to Find Coaches
What If There Are No Obvious Options?
How to Get to Potential Coaches
Developing the Coach
The Unconscious Coach
Maintaining the Relationship
Credibility
Maintaining Credibility
Losing Credibility
Trying to Regain Credibility
Know What You Don't Know
Summary
Chapter 8 The Perfect Pitch
Paying Attention to the Attention Curve
Developing a Focused Message
Start with the Structure: S = RM + 3KP
Do a Data Dump to Identify Solution and Proof Points
Organize the Ideas
Focus the Message
Transfer to PowerPoint
Nonverbal Delivery Skills
Verbal Delivery Skills
Strategize the Start
Special Situations
Very Large Audiences
Presenting via Teleconference
Around the Conference Room Table
Feature and Function Presentations
Using Nervous Energy to Your Advantage
Finish Strong
Summary
References
Chapter 9 The Dash to Demo
Some Philosophy and a History Lesson
Why Does the Dash to Demo Occur?
"The Product" Becomes "the Solution"
Risk Mitigation
Failing to Plan Is Planning to Fail
Logistical Implications
The Agenda
Preparing the Way
The Audience
Segment the Audience
Dealing with Mixed Audiences
Checkpoint Charlie
Summary
Appendix 9A: Sample Agenda
Chapter 10 Snap Demos
Scoping the Snap Demo
Structuring the Snap Demo
Sample Snap Demo Structure
Keep the Demo Snappy
Wrapping the Snap Demo (Tell Them What They Saw)
Snap Demo for Executive Audiences
Closing the Demo and Establishing Next Steps
Snap Demo Considerations
Summary
Reference
Chapter 11 Remote Demonstrations and Webcasts
The Basic Premise
Advantages and Disadvantages of the Remote Demonstration
Best Practices in Preparing for a Webcast
The First Three Minutes Are Critical
Effectively Constructing and Delivering PowerPoint for a Webcast
Some Really Bad Habits to Avoid
Engaging the Audience
Engaging Yourself
Prime Time for Webcasts
The Wrap-Up
Summary
Reference
Chapter 12 Whiteboarding and Visual Selling
The Advantages of Whiteboarding
The Drawbacks of Whiteboarding
The Sales Cycle Fit
Getting Started
Whiteboarding Mechanics 101
Stance
Introducing the Chunk
Cadence and Rhythm
Speed and Handwriting
Artistic Ability and Iconization
The Implications of Color
Some Cheats from Our Customers
The Electronic Whiteboard
Using the Whiteboard as a Closing Tool
Summary
References
Chapter 13 Evaluation Strategies
Developing the Strategy
Conducting an Evaluation: How Did We Get Here?
Negotiating Engagement in a Trial
How Do You Define Success?
How to Win: Determining the Success Criteria
How to Ensure Success: Evaluating the Success Criteria
Intellectually Closing the Deal
Working Backward from the Definition of Success
Running a Trial
Trial Phases
Basic Trial Organization
Training
Documentation
Equipment
Networking and Access
Anticipate and Outdeliver Your Competitor
Avoiding a Trial
Does the Customer Do Trials?
Are They Paying for the Pilot?
Using References
Summary
Chapter 14 Sanity After the Sale
Developing the Transition Plan
Ongoing Engagement Plan
Customer Meetings: Project Kickoff
During Deployment
After Rollout
Leveraging the Sales Team
The Inside Sales Team
Executives
Having a Fallback Strategy
Personal Benefits of Postsales Support
Personal References
Maintain Relationships for Add-On Sales
Keep Your Reservoir of Customer Stories
Potential for Customer Satisfaction Objectives
Good Way to Build Skills
Benefit to the Customer: Free Consulting
Justifying Engagement with Your Managemet
Where to Draw the Line
Troubleshooting the Handoff
Major Accounts Have Special Requirements
Customer Skimps on Training
Customer Tries to Do It Themselves
Working with SIs
Refreshing the "Project Goals" Document
Summary
Appendix 14A: Record-Keeping Forms for Postsales Information
Chapter 15 Getting Started
The Ramp Process
Setting Goals with Your Manager
Find Out What You Need to Know to Succeed
Boot Camp
Why Use Benchmarking?
Develop a 30-/90-/180-Day Plan
Example Plan 1
Example Plan 2
The 30-/90-/180-Day Structure
Qualities of a Good Plan
Ready to Go
Tips on Making the First Six Months a Success
Find a Mentor
Read the Manual-Really!
Watch the Video!
Master the Technology
Master the Product
Boot Camp Training Contacts
Work in the Factory
Face Time and Relationships
Practice, Practice, Practice
Learn About Key Customers and How They Actually Use Your Product
Read Everything About Your Industry and Competitors
Understand the Financials of Your Value Proposition
Learn the Math
Don't Just Memorize the Answers
Understand Content, But Don't Feel Overwhelmed
If You Can Use Your Product in Everyday Life, Do So
Get Feedback-From Everyone
Review Your Plan Weekly
Summary
Chapter 16 Managing Questions
Managing Questions or Handling Objection
Before You Start
Categorizing the Question
A Valid Question
A Competitive Question
The Seymour Question
The Coaching Question
The Hostile Question
The Generic Question
The Nonquestion
Basic Techniques of Managing Questions
Basic Technique 1: Listen
Basic Technique 2: Coordinate
Basic Technique 3: Clarify
Basic Technique 4: Restate
Basic Technique 5: Answer
Working with Consultants
Follow Up Leads to Closeout
Summary
Chapter 17 The Executive Connection
A Quick Definition
What They Think of You
Keep It Simple
Plan the Meeting
Setting the Stage
Following the Money
Determining the Goal of the Meeting
You Are the Expert
Execute the Meeting
Education Versus Selling
Presentation Ideas
Presentation Technique
Follow Up After the Meeting
Building a Relationship
A Rational Decision
The Informal Executive Connection
Summary
Reference
Chapter 18 The Trusted Advisor
Bottom Line Upfront-The Impact of a Trusted Advisor (T/A) Program
Defining the T/A
Measuring Trust
The Built-In Advantage of the SE
Creating the Trust Scale
Calculating the T Score
Using Trust in the Sales Cycle
Summary
Reference
Chapter 19 Doing the Math/Calculating ROI
Is This Really Your Job?
Doing the Math-Step by Step
Getting Started
Step 1: Estimate Total Project Cost
Step 2: Estimate Cost Savings
Step 3: Estimate Additional Revenue and
Step 4: Calculate ROI
Competing with ROI
Using ROI Analysis as a Closing Tool
Finding Basic Data to Fill the Model
Cite Your Sources
Advanced ROI Calculations
Summary
Chapter 20 The "U" in Technical Sales
Me, Myself, and I
What Are Your Goals?
Your Personal Value Proposition: Self-Branding
Internal Branding
External Branding
Communicating Your Personal Value Proposition
Delivering on Your Value Proposition
Put Together the Plan
Put Your Plan Into Action
Career Progression and the PVP
Benchmarking
Ethics in Sales
Summary
Chapter 21 Selling with Partners
Partnership Defined
Defining Account Ownership
Working the Relationship and Building the Infrastructure
Partner Enablement
Summary
Chapter 22 Competitive Tactics
Identify the Competition
Your Number-One Competitor Isn't Who You Think It Is
Develop a Competitive Strategy
Know Thine Enemy
The Art of Competitive Analysis
"Tell Me About Your Competition"
Product Benchmarks
Summary
Reference
Chapter 23 Using the CRM/SFA System
Why CRM Is Your Best Friend
Time and Resource Prioritization
The Art of Repeatability
Gain Advantage by Tapping Organizational Knowledge
Look at the Numbers
Annual Review Time
Summary
References
Chapter 24 Crossing Over to the Dark Side
What Is Your Motivation?
Positioning for the Change
What You Should Expect
How to Make It All Work
Use Your Strengths
Summary
Chapter 25 Organizational Structure
Structure
Structure 1: Separate SE Structure
Structure 1A: Totally Independent SE Structure
Structure 2: Strong Branch Management
Roles in the SE Organization
Training
Demonstration Preparation
Bid Support
Mentoring and Skills Development
Motivation
Product Expertise
Point of Escalation/General Management Support
Review of Sales Support Functions
SE Manager
Trainer
Lead SEs
Infrastructure Support Groups
Overlay Sales/Market Executives
Field Marketing
Advanced Topics: The SE Career Path
Advanced Topics: Five Models for SE Organizations
Ratios: 2-to-1 or 1-to-1
Model 1: A New Organization-Five SEs and $0-20 Million in Annual Sales
Model 2: Getting Off the Ground: 20-30 SEs and $50-100 Million in Annual Sales
Model 3: Economies or Diseconomies of Scale: 100-200 SEs and $400 Million in Annual Sales
Model 4: Over $500 Million in Annual Sales-Splitting the Business Unit
Model 5: Differences in the SaaS SE Organization
Making the Models Work in the Real World
Summary
Chapter 26 Building the Infrastructure
A Little Philosophy
Training Techniques
Initial Corporate Training
Initial Technical Training
Follow-Up/Update Training
Demonstration and Equipment Support
Knowledge Management (KM) and Retention
Key Requirements for a Simple KM System
Engineering and Technical Support
General SE Processes
Summary
Chatper 27 Hiring Winners
The Job Description
Using the Hiring Profile
Dealing with Recruiters
Screening Candidates
The Interview
Setting Expectations
Be Prepared
Questions and Answers
Judging the Candidate's Performance
Hiring
Job Roles and Position Escalation
Summary
References
Chapter 28 Time Management for SEs
Fixed Time and Infinite Demands
Running Your Schedule Like a Business
The Procrastination Problem
Prioritization
Qualification
Quantification
A Simple Structure for Managing Your Time
Importance
Impact
Timeliness
Prioritizing the Tasks
How to Run Your Day
The Daily Close
Designing Graceful Fallback Plans
Get a Little Help from Your Friends
Apply the 80/20 Rule
Attaching Caveats
"Be Prepared" Prioritization Tactics
Long-Term Time Management
Negotiating Work Levels with Manager and the Sales Rep
Personal Commitments
Working in Abusive Environments
Summary
Chapter 29 Managing by the Metrics
Managing by the Metrics for the Individual
Managing by the Metrics for the Manager
Weighting the Metrics
Managing-by-Metrics Bonus Compensation Versus MBO
Rolling Out Metrics-Based Management to Your Organization
Avoiding the Pitfalls
Using Metrics to Communicate Internally and with Company Executives
Summary
Chapter 30 Final Words
Be Passionate
Keep Work and Personal Lives in Balance
Consistently Outperform Expectations
Build and Maintain Relationships
Set and Achieve Goals
Continually Challenge Yourself
Appendix: More About Mastering Technical
About the Authors
Index

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Mastering Technical Sales

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