Problem Framing and Red Team Reviews OPPORTUNITY REVIEW TRAINING.

Problem Framing and Red Team Reviews

OPPORTUNITY REVIEW TRAINING

Today, we are focusing on the early stage of the customer buying process

Account Planning Sales Excellence Red team reviews

Understanding our clients agendaCapturing more opportunities Creating balance viewsCreating buy-in, collaboration and ownership

Opportunity managementBeing prepared for client meetingsHaving better discussions Spending time more efficiently

Better client engagementHigher bid-to win ratio’sMore starburst opportunitiesMore satisfied clients

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Overall programme scope and objectives• We have been teaching a new approach to sales activity

• The purpose of today’s workshop is to practice and embed some of these new skills

• If we succeed, then by the end of this workshop you will have:

• Developed a framework for testing and clarifying clients’ business problems

• Practiced putting these skills into practice in ‘live’ Red Team reviews of real opportunities

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We are focusing on two of the three criteria for the ‘qualification’ stage in the IMS sales process

Budget Available: The budget that has been formally established for a specific project or the broad budget established across multiple projects. Clearly defined and owned in the organization.

Unique Business Value: The tangible or intangible value you can provide the customer. It must be defined in the customer’s terms and differentiate you from the competition.

Compelling Event: The deadline or timeframe in which the customer must make a decision. Consequences the customer will suffer if a decision is not made (e.g. lost revenue, loss of market share or inability to compete).

Stage 2+ Opportunity

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SESSION 1 – PROBLEM CONTEXT

For our early meetings with the client, we also need something to take with us, so we can ‘go first’:

• What could we take into a client meeting that would be useful to the client?

• What could we take into a client meeting that would be low cost for IMS?

• If we’re going to take something written or prepared, what should be its subject?

• How can we demonstrate our capability without asserting it?

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What do we often do by default?

• We focus on our solutions instead of the client’s problem

• We get trapped in a cycle of presenting and asserting instead of listening and asking questions

• We focus on our own frameworks, language and activity, rather than the client’s

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A framework for suggesting, testing & agreeing the context of a problem that is important to the client

Context

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These elements can inform your Call Plan

Questions about current & desired situation

Information about current and desired situation

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Client needs and problem analysis worksheet

Objective• To prepare an outline proposal – context for a typical client problem

Process• Break into two groups, and use the breakout rooms to review the two

current Teva opportunities:

Groups 1 and 3:

˗ your opportunity will be ‘Farma SA’ Oncology Go-To-Market RFP for the launch of ‘PhentomaX’

• In your groups, develop a Point Of View (Current Situation / Trigger / Future Situation / Overarching Question)

• Write it down on a flipchart, along with any other supporting proposal information – 5 flip charts maximum

• Prepare for a review in the main teaching room

Time for a group exercise

What did we learn?

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SESSION 2 – LEAD STRATEGY

We have developed and tested our understanding of the context, so now the process is going to continue

• We will have to meet other people – how can we navigate among the different client contacts (buyers) and diagnose their different roles?

• How can we interpret and use what we learn about their aims and desires?

• What can we do to reconcile the differences across multiple buyers?

• How can we keep the conversation going so that we are still asking useful and purposeful questions about them?

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The 40–minute Red Team Review

• The Process

• A ‘Live’ Red Team Review

Running a Red Team Review – learn what you don’t know, and do something about it

• What we know can help us win

• What we don’t know can make us lose

• We will improve our chance of winning if we:− Learn what we don’t know

− Strategize potential actions to leverage our strengths/offset our weaknesses

−Act upon those strategic options

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The objective is to quickly create a platform for the pursuit team to build on and refine their proposal

Pursuit team’s objectives in running a red team review:

• Identify 30 to 40+ potential actions to consider which may, if utilized, improve the probability of winning the work

− Actions may be new (for consideration) or previously identified (which may provide confirmation of inclusion)

•Identify ways to better leverage strengths

•Identify potential weaknesses or problematic areas

Do this quickly!

The objective is NOT to test the quality of a proposal, but to get some new ideas, by reflecting on …

What we might not yet know …

• What is the real context (current & desired situation, trigger event, overriding question

• What are the benefits of fixing this problem

• Who are the real buying influences, and what are their ‘hot buttons’

What we can find out, or add to our proposal …

• What else might have triggered this opportunity?

• What is the ‘big picture’ perspective?

• What does the boss think?

• Who is the boss?

• Who else cares?

• What do they care about?

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Partnership-based Sales Masterclass • December 2012

The 40-minute Red Team Review is guided by four distinct timed activities

1. Listen: Pursuit Team member presents background information, without interruption. Timekeeper selected to time each step*

2. Ask: Review Team asks questions of Pursuit Team, to understand the opportunity better and to identify additional red flags

3. Flag: Review Team and Pursuit Team summarize perceived strengths and red flags with scribes listing them on flip charts*

4. Strategize: Review Team and Pursuit Team brainstorm 30 to 40+ potential actions. . . no discussion, no questions, no evaluation. (There are no bad ideas.)

Subsequently, Pursuit Team evaluates potential actions, selects the best, and plans strategy to implement them.

Minutes

15

10

5

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Buyers differ in their perception of the context …

Current Situation

Current Situation

Triggering event

Triggering event

Desired future situation


Overarching question


Benefits of reaching new situation


Critical success factors


Context

Structure

Impact

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… and buyers also differ in their perception of the expected benefits

Current Situation

Current Situation

Triggering event

Triggering event







Context

Structure

Impact



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Buyer: Budget Holder (or delegated to Key Decision Maker)

Role To give final approval to buy

Characteristics

• Has discretionary use of consulting funds• Can release these monies• Has veto power

Focus

Concerned with overall impact on organization and bottom line, such as:• Strategic position• Competitiveness• Market growth

• Cash flow• Profitability• ROCI• Budget fit• Meeting business

goals/objectives

Number Only one per sale (but may be one of a set of people, like a board or a committee)

Asks: “What will be the overall improvement in performance and eventual return on this investment?”

Adapted from: Miller, Heiman & Tuleja The New Strategic Selling

Influencer - User

Role To judge impact on operational performance

Characteristics

• Will be directly affected by this engagement

• Will often have a subjective response to proposal

• Is very important for continuing relationships

Focus

• Objectives and adequacy of proposed approach

• General effects on the potentially affected organizational units

Number Often several

Asks: “How will the work and its results affect my job and those I supervise?


Influencer - Technical

Role To screen out

Characteristics

• Acts as gatekeeper• Makes recommendations• Can’t say yes; can say no

Focus

Concerned with measurable, quantifiable aspects related to this situation, such as:

• ROI

• Adequacy of technical solution

• Price

• Match of specifications

Number Often several

Asks: “Do the proposed offerings and IMS’ qualifications meet specifications?”


Influencer - Coach

Role To act as guide for this sale

Characteristics

Wants you to win. Therefore, provides/interprets information about the client’s environment. E.g.:• Situation• Other buyers• Benefits, individual and collective• Evaluation criteria• Competition

Focus Your success with this opportunity

Number Develop at least one in the buyer’s firm…

Asks: “How can we pull this off together?”


Influencer - Ratifier

Role To bless the recommendation of the Economic Buyer

Characteristics

• Ratifies the recommendation• Acts as gatekeeper• Often at the highest levels of the organization• Has veto power

Focus

Concerned with total resource availability/allocation as well as potential cultural/environmental conflicts in the organization. For example, conflicts with:−Other programs−Constituencies−Colleagues −Corporate culture

Number If exists, usually only one in corporate organizations; sometimes several in governmental organizations

Asks: “Will this proposed effort and this vendor supportmy broader ‘political’ and/or personal objectives?”


Potential benefits are associated with each buyer type

• Budget Holder− Good budget fit− ROI/Profitability− Increased productivity− Better cash flow− Flexibility

• Influencer - Technical− Meets specs best− Timely delivery− Best technical solution− Reliability− Price, discounts

• Influencer - User− Increased efficiency− Upgraded skills− Fulfilled performance− Better, faster, easier− Versatility− Ease of learning/use

• Influencer - Coach− Recognition− Visibility− Strokes− Seen as contributor/ problem

solver

Source: Miller, Heiman & Tuleja The New Strategic Selling

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Addressing buyer ‘hot topics’ can result in many different kinds of benefits


Productivity• Increase personal productivity • Achieve more control

Personal Values• Increase self-esteem• Get more leisure, have more time at

home• Have more flexibility• Get more freedom

Professional/Job Security• Remain in/increase power• Feel more secure/safe

Reputation• Be seen as a problem solver• Be seen as a leader• Improve social status• Be an instrument of change• Pay a debt

Professional Competence• Increase skills• Improve job potential• Increase responsibility and authority• Put in a quality performance• Offer uniqueness

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We can capture information on the identity and orientation of our buyers on the opportunity plan

Including the details of our specific buyers …

… and the level of support they can offer, and the access we have to them

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The 40-minute Red Team Review is guided by four distinct timed activities






Minutes

15

10

5

10

Each role is critical to ensure that the process runs efficiently and achieves the desired objectives

• Facilitator

− Provide relevant background

− Describe process and time limit of < 1 hour

− Explain process guidelines

− Create collaborative atmosphere

• Scribes

− Record ideas as stated

• Timekeeper

− Announce how much time is left for each segment - allow extra time if needed

− Call “time’s up” at the end of end of each segment but not while someone is speaking

• Review Team

− Be honest, direct and don’t hold back!Note: Scribes and Timekeepers should contribute as active Review Team participants

DivergentThinking

• Creative, wide ranging ideas• As many as

possible• Build off each

other• No judgment,

good or bad

Red Team Strategy Process

The 40-minute Red Team Review uses both divergent and convergent thinking

Subsequently, account team evaluates

ConvergentThinking

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The 40-minute Red Team Review:Listen, Ask, Flag and Strategize






Minutes

15

10

5

10

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What did we learn?

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Problem Framing and Red Team Reviews OPPORTUNITY REVIEW TRAINING.

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Transcript of Problem Framing and Red Team Reviews OPPORTUNITY REVIEW TRAINING.