Negotiation By Earthy Natives and How they Behave as a Seller and Buyer

 Negotiations - Influence to Win

The business-to-business (B2B) sales negotiation is a conversation between a seller and a buyer to reach an agreement beneficial to both. To achieve a zone of potential agreement (ZOPA), both engage in multiple rounds of discussion. The back-and-forth nature of these discussions is driven to gain the upper hand over the other side by finding their reservation point (breaking point), BATNA (Best Alternative To a Negotiated Agreement), and any helpful information that will assist in bargaining.

In sales, to influence and win negotiations, a lot of preparation is required. This includes collecting information about the other side's negotiation style, motivation, risks, BATNA, concession, reservation, and timing. Without preparation and gathering of this information, the chances of winning negotiations are minimal. Sometimes, even after gathering information and practice, negotiations can still be lost or suspended indefinitely because of changes in the political landscape, financial upheaval, change in priority, a pandemic outbreak, or other unseen factors. 

The gathering of information and preparation for negotiations is time-consuming and is often challenging. Elements of nature and their attributes are applied to overcome this difficult task of preparing the groundwork for influencing and winning negotiations.

Let us explore how a seller or a buyer leverages elemental attributes learned in previous sections to position and influence their respective stakeholders with the intent to win.

Earth Natives Negotiation

 

Earth means Nurture, Clamness and Stability

Negotiation Behaviour 

o they speak slowly with a deep voice

o they are good listeners and have a lot of patience

o fear of failure makes them hide information 

o they lack transparency and principles

o often can be deceptive or employ dirty tricks like psychological warfare and pressure tactics

o they are sluggish in their responses and only respond when necessary 

o they are accommodative and let others take control 

Argument  

o they are emotionless and have an advisory tone

o impresses upon care and nurture during the discussion

Motivation 

o being lazy, they prefer that the status quo is not challenged 

Concession 

o being fixated, they are not open to making concessions easily 

Reservation 

o being secretive, they don't share their reservations easily or like to hide their reservations to use them later in the bargaining mix     

Positioning 

o they are driven by the status quo instead of being disruptive

Risk Appetite

o is moderate (ref: risk rating is 'moderate') 

o hard to find gaps in their risk mitigation strategy, the opposite side will find it challenging to take advantage  

Secrecy

o they are highly secretive

o they hide information and details   

Information Gathering

o they are good at gathering information

o they rely on their friends or social circle

Preparation 

o fear of failure drives them to prepare thoroughly; attention to detail is good

Objection Handling

o they are open to grievances and will listen patiently

o objection mitigation is primarily anchored at themes like delivery, reliability, care and nurturing

Time  

o they are fixated on their anchoring, cherish long-drawn negotiations

o they use time as a means of bargaining   

Comms Style

o they are slow in communication and respond at their own pace 

o they are good listeners

o they are structured and semantically driven

o they speak with gravitas and purpose and carry a deep voice 

BATNA

o they are secretive and don't open up in conversations 

o they prefer to have alternatives or options 

Price

Reservation and Target Price 

 their secretive nature makes it nearly impossible to know their price range or preference 

 they are good at disguising their intentions 

Offers 

 they prefer multiple offers to negotiate, which keeps the other side guessing; it's a grind for the opposite side 

 fond of hoarding means bundling pricing with freebies will appeal to this type of buyer      

Environment To Influence 

o being lazy, they prefer an indoor environment or a place with a relaxed setting, like to have friends or supporters during the conversation, earthly natives prefer to hoard things so giving freebies (e.g., from marketing events) can assist in influencing

More can be read in the book at amazon.com

 

    

 

Sellers from Mars and Buyers from Venus - Negotiations by a Attractive and Action Centric Seller and Buyer

Negotiations - Influence to Win

The business-to-business (B2B) sales negotiation is a conversation between a seller and a buyer to reach an agreement beneficial to both. To achieve a zone of potential agreement (ZOPA), both engage in multiple rounds of discussion. The back-and-forth nature of these discussions is driven to gain the upper hand over the other side by finding their reservation point (breaking point), BATNA (Best Alternative To a Negotiated Agreement), and any helpful information that will assist in bargaining.

In sales, to influence and win negotiations, a lot of preparation is required. This includes collecting information about the other side's negotiation style, motivation, risks, BATNA, concession, reservation, and timing. Without preparation and gathering of this information, the chances of winning negotiations are minimal. Sometimes, even after gathering information and practice, negotiations can still be lost or suspended indefinitely because of changes in the political landscape, financial upheaval, change in priority, a pandemic outbreak, or other unseen factors. 

The gathering of information and preparation for negotiations is time-consuming and is often challenging. Elements of nature and their attributes are applied to overcome this difficult task of preparing the groundwork for influencing and winning negotiations.

Let us explore how a seller or a buyer leverages elemental attributes learned in previous sections to position and influence their respective stakeholders with the intent to win.

Fire Natives Negotiation

Fire means Action and Excitement

 

Negotiation Behaviour  

o fire represents the heart, so these natives interact with honesty and openness; the sharpness of fire is reflected in their sharpshooting style conversation

o they have no hidden agenda and lose their cool if the opposite side is not transparent

o they lack depth in conversation 

o they use charm to impress upon others

o they are competitive and like to take control of the conversation 

Argument

o fire being sharp, they are data-driven and emotionless

Motivation

o to get the limelight from winning a deal or to be seen as visionary 

Concession 

o they are open and transparent in making concessions through the bargaining mix

Reservation

o they are open and willing to share their own reservations during the conversation with the other side

Positioning 

o futuristic and innovative, new beginnings or new business

Risk Appetite 

o is higher

o gaps can be found in their risk mitigation approach, and the opposite side can identify these gaps to negotiate

Secrecy 

o being impulsive and talkative, it's tough for them to hide information   

Information Gathering

o they are not research-driven, so they struggle with information gathering

Preparation

o they are impulsive and always appear to be in a hurry; thus, they miss attention to detail and often lack comprehensiveness in their preparation

o they rely on their charm and brilliance

Objection Handling 

o they are open to grievances

o they don't address the root cause of the objection because they lack depth and are impulsive

o they get emotional and angry on too many objections 

o their objection mitigation is anchored at themes like innovation and opening new revenue stream

Time

o being agile and impatient, they prefer to wrap up negotiations swiftly 

o they don't use time as a means of bargaining 

Comms Style 

o they are swift and use strong words

o they prefer lots of visuals and data

o they respond immediately and expect the same from the opposite party 

o they are prone to making mistakes 

BATNA

o because they open up in conversations quickly; therefore, they end up sharing information with the opposite side

o it's difficult for them to leverage this option (to use an alternative)

o they often prefer not to apply BATNA 

Price

Reservation and Target Price - their openness and purity make it hard to hide this information from the opposite side; therefore, they end up signalling their range or preference and letting the opposite side gain higher bargaining spread

Offers - don't believe in the multiple or back-and-forth nature of making an offer; they prefer to make one or two offers only

Environment To Influence 

o fire requires air (oxygen) to ignite and spread; therefore, an external environment or a well-ventilated indoor environment is preferred for influencing a fiery native

More can be read in the book at amazon.com

 

Sellers from Mars and Buyers from Venus - Nurturing, Calm, and Stable Seller and Buyer

 Persona Mapping with Elements - Buyer and Seller 

In the world of business-to-business (B2B) sales, the buyer and seller relationship plays a significant role in winning or losing a transaction. Creating and nurturing these relationships across multiple stakeholders is a challenging, lengthy, and time-consuming process.
One of the critical activities and constituents of a sales plan is to build the buyer's stakeholder persona that will assist in the relationship-building process. Mapping of these stakeholder personas reveals the type of levers that can be used to develop and nurture long-term relationships with the intent of winning and expanding the sales pipeline. Without the intelligence of the buyer's persona, the sales execution effort will be challenging and profoundly inefficient and ineffective.

 
Besides, it addresses the risk of losing a sales representative because by capturing and documenting the buyers' persona, you can ensure that gathered intelligence and levers applied in building relationships and influencing negotiations are not lost with a change in guard at the sellers' end. 

The framework for creating and destroying five elements is applied to overcome the challenging task of mapping and building the persona. The inherent attributes of each element are used to map and develop the personality of each stakeholder at the buyer's and seller's end in different scenarios. 

Let us explore how these elemental attributes assist in building persona maps.

Earth means Nurture, Calmness, and Stability

Earth is the most stable element among the five elements. Like a mother, it provides resources to all living beings to live and grow since the inception and evolution of humankind. Similarly, earthly natives are like a mother who provides resources for her children to live and grow. They provide unflinching and unconditional support to others. Their inherent ability to guide and nurture makes them good mentors and trusted advisors.

 

The bond between mother and child is everlasting; similarly, these natives are regarded as bondsmen for their friends and family members. People can count on them for their support during challenging times. In sales, these people protect their team members when a deal is lost.   

The Earth primarily remains peaceful, except when rare volcanoes erupt or earthquakes or cyclones occur, causing grief to those affected. Similarly, earthly natives stay calm and stable in their day-to-day life. They lose their cool and calmness rarely, like earthquakes or volcanic eruptions.

A mother raises her children with patience, determination and works hard to ensure that they get a good life. Similarly, earthly natives are determined, hardworking, and patient to achieve better outcomes. They are relentless in their effort.         

Earth represents the late summer season when fruits are ripe, days are longer with higher temperatures, forcing people to stay indoors, and take rest, and life appears to move lazily. Furthermore, Earth signifies the afternoon when people tend to be sluggish after having their lunch. Similarly, earthly natives are less active and cherish sitting in one place like a couch or an armrest chair. Besides this, the Earth is the heaviest and slowest mover among the five elements. Thus, earthly natives move at the turtle's pace, speak slowly with gravitas, and have a deep voice. These natives communicate and respond at their own pace. So, if you send an email to them, then don't expect an immediate response. Their ability to listen calmly like the slow-moving Earth makes them good listeners.

Earth represents the stomach, spleen, and pancreas because, like a mother, these organs nurture and feed other body organs with nutrients and power to perform their respective function. 

The stomach is responsible for the digestive system of the body, whereby food is digested and absorbed. This signifies that these people are open to new thoughts and ideas. On the contrary, if they binge, then it leads to obesity and laziness. Consequently, they struggle to appreciate and comprehend new ideas and initiatives. Moreover, the Earth's inherent energy movement is in the downward direction towards the core due to its gravitational pull. Thus, these natives often have protruding bellies falling downwards.      

The spleen's primary function is to filter our blood by removing old, malformed, or damaged red blood cells. Similarly, earthly natives like the spleen can transform slowly with time; they can discard old habits and adapt to new ways of life. In sales, selling half-hearted ideas or window-dressed old ideas to an earthly buyer will be caught and discarded. These buyers keep their 'crap' filter active and switched on.  

Like a mother, the Earth generally represents relationships, harmony, and patience. This allows these natives to be good at building and maintaining relationships with friends and family members. Furthermore, the constant churning underneath the Earth is carried out slowly and calmly by amalgamating many layers and items. This implies that earthly natives are collaborative and gel with others easily. 

In sales, these sellers prefer bottom-up engagement, underpinned by their ability to build and maintain relationships. In terms of approaching a sales territory, they prefer farming because their risk appetite is low, and slow churning or status quo is their mantra. The rapid and cutthroat environment is overwhelming for them.

Earth represents fear, fixation, and relentless effort because any imbalance in the stomach and spleen causes the mind to be unstable and wander from one thought to another, leading to obsessive thinking and constant worry. Besides that, any imbalance in these organs disrupts their continuous effort in supplying energy and nutrients to other organs. In sales, fear of failing haunts earthly sellers. So, to overcome that, they put relentless effort to win a deal. Their fixation on not failing at any cost gives them a higher desire to succeed. When a deal is lost after putting in enormous effort, they start worrying about the future and drive them to a state where they get overwhelmed by it and become indecisive. Earthly buyers prefer long-term instead of short-term contracts because they are sluggish, and the status quo gives them comfort and security. Moreover, they don't cherish rapid changes in their environment like an airy or a fiery buyer. Positioning a short-term deal to an earthly buyer is futile. 

Earthly natives are deceptive because the Earth represents the stomach, which needs a constant food supply. To gather resources like food or money, often these natives will employ deception and cheating. This trait is primarily prominent in earthly natives and to a lesser extent in metal and airy natives. 

Earthly natives have well-built body with thick calves and large muscles in men and breasts in women. They have a thick nose bridge, eyes are wide apart, the nose tip is round, and the stomach is round. In general, they have roundness and plumpness to their facial features.

Applying the Astrological lens, Earth represents the South-West direction. This direction is owned by the North Node of the Moon (Rahu in sidereal astrology), which signifies a tendency to evade and win without principles. Besides, earthen attributes like cold, calm, laziness, service for masses driven by a bottom-up approach, planning, and relentless effort are signified by Saturn.    

Note: Earth moves slowly around the Sun compared to Venus and Mercury. Earth, Mercury and Venus take 365.26, 87.97 and 224.7 days to complete one revolution around the Sun.  Saturn is the farthest and the coldest planet in sidereal astrology and takes 29.4 years to revolve around the Sun. In Sidereal Astrology, Uranus, Pluto, and Neptune are not considered for this analysis. 

More can be read in the book at amazon.com

Weekend Reading

Weekend Reading: 

How to kickstart and scale a consumer business: 

 Here’s what’s in store: Step 1: INSIGHT: Come up with your idea ← This post Step 2: AUDIENCE: Identify your super-specific who Step 3: HOOK: Craft your pitch Step 4: REACH: Find your early adopters by doing things that don’t scale Step 5: RETAIN: Iterate until enough people stick around Step 6: SCALE: Build your growth engine

 
Marc Andersen on Technology and Web3, Crypto 

I think this is a foundational technology change, a new architecture for building an entirely new generation of computing systems. We have become convinced that Web3/blockchain/crypto is foundational. It’s a big hill. It’s as foundational an architecture shift as the ones from mainframes to PCs, from PCs to web, from web to mobile, or from traditional software to AI. It’s a fundamental shift and building this out is a 25- to 30-year process.

 
How Companies can build In-House Consulting 

“Management consulting is expensive. The median billing range for India-bred consulting firms and the Big Four is 0.7-1 million per consultant-month. For international firms like Accenture, this range can be 1.5-2 million. For MBB (McKinsey, BCG, Bain,) the range is 2.5 million plus, and can cross 5 million per consultant-month (Indian arms of MNCs often pay global rates.) This translates to gross margins of more than 50%. Given this increasing need for consulting services and the high costs, many companies attempt to build consulting teams in-house. At its core, management consulting requires three things: One, top talent. Two, access to information sources such as research reports and expert networks (e.g., GLG—Gerson Lehrman Group.) Three, the institutional knowledge on domains and problem-solving methods.”

 
Align Sales and Marketing for Revenue Growth 

Strategy Alignment: Both Marketing and Sales functions must dramatically change their revenue strategies to better align with the new buyer. The Marketing strategy of brand awareness and demand generation, and Sales strategy of opportunity management and closing, is no longer adequate. Marketing strategies and Sales strategies must be integrated into a common, comprehensive revenue strategy that focuses on shortening the entire buyer journey, both online and offline. 

Process Alignment: Both Marketing and Sales groups must dramatically change their revenue processes to better align with the empowered buyer team. The marketing process (aka funnel) and the sales process (aka pipeline) no longer aligns with the customer’s purchasing process. The separate Marketing processes and Sales processes must be integrated into a common comprehensive revenue process that focuses on moving every buyer team member through each stage of their purchasing process resulting in a decision to purchase. 

Execution Alignment & Empowered Collaboration: Both Marketing specialists and Sales specialists must dramatically change how they design and execute revenue campaigns. They must leverage their unique professional skills, experience, and technologies to collaborate on designing and executing an integrated marketing and sales campaigns that accelerate the buyer to the next stage of their purchasing process.

 
What’s Standing in the Way of B2B Companies Providing A Great Customer Experience?

Sellers from Mars and Buyers from Venus - Attractive and Action Oriented Seller and Buyer

Persona Mapping with Elements - Buyer and Seller 

In the world of business-to-business (B2B) sales, the buyer and seller relationship plays a significant role in winning or losing a transaction. Creating and nurturing these relationships across multiple stakeholders is a challenging, lengthy, and time-consuming process.
One of the critical activities and constituents of a sales plan is to build the buyer's stakeholder persona that will assist in the relationship-building process. Mapping of these stakeholder personas reveals the type of levers that can be used to develop and nurture long-term relationships with the intent of winning and expanding the sales pipeline. Without the intelligence of the buyer's persona, the sales execution effort will be challenging and profoundly inefficient and ineffective.

 
Besides, it addresses the risk of losing a sales representative because by capturing and documenting the buyers' persona, you can ensure that gathered intelligence and levers applied in building relationships and influencing negotiations are not lost with a change in guard at the sellers' end. 

The framework for creating and destroying five elements is applied to overcome the challenging task of mapping and building the persona. The inherent attributes of each element are used to map and develop the personality of each stakeholder at the buyer's and seller's end in different scenarios. 

Let us explore how these elemental attributes assist in building persona maps.

Fire means Action and Excitement

 

Fire signifies purity and divinity. It comprises bright and vibrant colours like red and orange. Similarly, natives with prominent fire element are ethical and straight shooters. Diplomacy is their weakest link; however, they are full of energy and zeal.

 
Fire signifies charisma and brilliance, and it removes the darkness by brightening our surroundings. Similarly, these natives attract others and enlighten them with their brilliance and action. They are persuasive and convince others easily with their thoughts and vision. These natives love to have an audience, like how Fire brings people together during the evenings in winter. For instance, in aboriginal culture, a Sacred Fire is lit before a gathering; similarly, the Holy Fire is lit for a Hindu marriage ceremony. In sales, these natives attract buyers with their charisma and energy. They prefer to use an audience to position their offering.

 

Fire rules the heart, small intestine, and pericardium. The key function of these organs is to regulate the internal body temperature, and together these organs are known as triple heater or burner. The heart is the source of expression, joy, and excitement, and it is reflected in these natives' persona. They are expressive, joyful, and enthusiastic. Their eyes are bright with a shining sparkle in them. As Fire shows us the path in darkness, similarly fiery natives bright eyes become the vehicle to see this world and remove the darkness of ignorance.

 
Fire needs fresh Air (agile) as fuel to ignite or spread. It is extinguished when the air supply has ceased. Similarly, prominent fiery natives are constantly looking for new experiences. They are always exploring to meet and mingle with different types of people. Meeting people or trying new things keeps them energetic. Fiery natives need a constant feed of new challenges in life to keep them going, or else they stagnate and become hopeless.

In sales, a fiery seller will reach out to multiple stakeholders within an organisation to position an offering. Since Fire moves quickly and rises upwards only, these sellers' inherent approach is top-down because they prefer to close a deal quickly. They don't have the appetite to build consensus from the bottom up. These natives use their charisma and data insights to impress upon sponsors and executives to position their offerings and let them cascade to their respective stakeholders. In short fiery sellers like the spotlight, visibility, and engagement at the top serves that intent.

In everyday industrial life, Fire is sharp and is used for cutting or moulding glass or metal to give it a new shape or meaning. Similarly, in sales, these natives share new insights to enlighten others and build their arguments by slicing and dicing the data. A Fiery buyer or seller will underpin their business case or position an offering using data and analytics. Selling to a fiery buyer means you need to develop new data-centric insights, else there is likely to be no mindshare or further engagement.

In Nature, Fire is bold, and during high wind, it can be ferocious. It burns everything in its path, and it's not scared or worried about any consequences. Therefore, these natives are bold, adventurous (risk-takers), and impulsive. They are prone to making mistakes because they often don't anticipate the aftereffects before starting any activity.

Fire's inherent energy is to rise in the upward direction and move quickly. Therefore, these natives are swift movers and are always aiming for higher positions or growth in life. Their desire to win in life is high. Consequently, they put their heart and soul into every task assigned to them.

 
Fire represents heat, which implies that these natives are anger prone. They lose their cool quickly and panic under pressure because losing or finger-pointing in life is something they can't comprehend. It's advisable not to pick fights with these natives because they retaliate or rebel strongly without thinking of any potential consequences. In sales, their desire to win and risk appetite is high because not only do they want to proliferate, but it's the feeling of accomplishment and winning which keeps their spirits alight. Having said that, when a deal is lost, these natives lose their cool quickly and can become hopeless.

Fire represents the future, and it controls the firing of neurons in the brain. These neurons trigger new thoughts and the ability to think ahead in fiery individuals. These natives are visionary because they are hungry, courageous, and can think ahead to the future. Fiery sellers are regarded as rainmakers in sales because inherently, they are hunters, bold and action-oriented. They ensure that the organisation's top line is in black. In terms of potential deal duration, they prefer short term deals because they can't sustain their enthusiasm and energy levels for a longer duration. Multi-year deals with a longer sales cycle are best suited for an earthly seller.

Fire and Water cannot be together because Water extinguishes Fire and becomes a barrier between the Fire and its fuel (Air). Similarly, in price negotiations, a prominent watery buyer cherishes price peddling, whereas a fiery buyer struggles with price negotiations' back and forth nature. They lack patience like a watery buyer and often let others talk on dollars or end up with an overpriced deal.

Generally, fiery natives have medium height sized bodies with slim hips. Fire's inherent sharpness is reflected in these natives' facial features, like pointed eyebrows, eyes, nose, chin, ears, and sharp teeth. Since Fire moves rapidly, these natives speak and walk quickly and have an easy laugh. Fire is bright and vibrant; hence, these natives prefer bright and colourful clothes to wear.

 
In Astrology, Fire represents the South direction and is owned by Mars. Mars represents a soldier and the commander of the army. The Martian person is brave, confident, action-centric and follows the order of the King Sun religiously. He is anger prone and hunts on his own like a lone Wolf. Being the King's army commander, he governs and commands his troops by applying the top-down approach.  

More can be read in the book at amazon.com

Cloud Benefits, Risks, Controls and Mistakes to Avoid

 

How to Influence your Buyers for Cloud App Modernisation

How to Influence your Buyers for Cloud Application Modernisation

Cloud Offerings for Application Modernisation

Buyers Persona Mapping with Cloud Offerings for Application Modernisation to execute the Sales Strategy 

Persona Mapping from - Sellers from Mars and Buyers from Venus

Weekend Reading

 

• Key to Building a Great Company
• Do the hard things. To build a great startup, you have to move fast. But you shouldn’t let urgency distract you from tackling big, thorny problems. Doing the hard things is one of the most effective ways to build true defensibility. 
• Protect your principles. Having clear company principles helps your team make faster, better decisions. It’s easier to act autonomously when you have a clear framework to follow. Failing to protect these values can shift your company towards an “exception-based” culture. 
• Pay your debts. Every time you make a sub-optimal corporate decision, you create a “debt” that must be paid. This is true across engineering, product, and marketing teams. To avoid debts spiraling, keep track of them and proactively pay them down. 
• Build a brand. If you’re building a good business, you’ll inevitably attract competition. For consumer companies, it’s essential to create an impactful, differentiated brand. If you do it well, you’ll outcompete better-capitalized opponents.”
• Career Advice
• Try to be the best at what you do. The money will take care of itself…In business, persistence pays off…Others may have more advantages than you, but no one has more hours in the day than you. No one can outwork you unless you let it happen…Find your workplace tribe…No one cares about your disadvantages. Overcome them…Managers must be managed.
• Action for Sales Leader When Inflation is Rising
• Actions - Once you and your peers have assessed the market landscape and your ecosystem, take action. Incorporate immediate actions into existing sales plans and future required actions into your B2B sales strategy. 
•  Leadership Actions 
• As with all changes that affect our teams, we must take a leadership role. For example, we must treat economic downturns and the changes that we have to make as a comprehensive change program. As usual, this starts and continues with communication. 
•  Communication. When economics impacts our business, our teams and those within our partner ecosystems need reassurance about the future of the company. In addition, they need reassurance of their personal futures. Share executive team views on the market. Communicate the results of any assessments that have been made and actions that are planned. 
• Care for your team. Managers must ensure that open and transparent communications are available. Continue to appreciate and recognize employee efforts during what could be a challenging time. A culture of appreciation drives employee engagement and productivity. 
• Budget. Although sales does not have tremendous discretionary budget, it goes without saying that leaders must reduce all unnecessary spending, including travel, and consider hiring freezes where appropriate. 
• Go-To-Market Actions 
• Position resources toward the market priorities that will drive the best current and future results. For example, some industries such as healthcare may be more recession-proof than others. 
•  Demand engine changes. Shift marketing spend to appropriately drive demand in target segments and nurture those that will be poised to act when recovery occurs. Share Six Tips Marketing Operations Leaders Can Use To Prepare For A Potential Recession with your marketing partners. 
• Digital routes to market. Consider how buyers may be changing their purchasing behavior. If, for example, they desire self-service, consider if now is the time to invest in digital selling capabilities. Doing so can meet buyer needs and reduce human sales expense. 
• Seller enablement. Educate direct and partner sellers on new messaging, offerings, packages, etc. In addition, coach them to ensure that they can effectively leverage these resources. 
• Coverage and quota. Shift coverage to ensure that existing and targeted priorities are effectively covered. Consider changes to quota or incentives to drive action to the highest-potential opportunities and clients. Also, consider how quota or incentives may have to be adjusted if existing targets are no longer achievable. 

• Define ROI from Digital Transformation 
• Example - Insurance 
• Once the link between digital capabilities and customer and business metrics has been established, begin to map these digital capabilities to the customer lifecycle, the insurance value chain, and a technology stack. 
•  Demonstrate how digital technologies: Improve product design, marketing and sales, service, and engagement. 
• Lower the costs of underwriting, acquisition, service, and compliance.
• 12 Best Sales Methodologies & The Key to Customer-Centric Selling
• SPIN Selling 
• N.E.A.T. Selling™ 
• Conceptual Selling 
• SNAP Selling 
• Challenger Sale 
• The Sandler System 
• MEDDIC 
• Solution Selling 
• Inbound Selling 
• Target Account Selling 
• Command of the Sale 
• Gap Selling

Inflation Impact - CIO and CFO Ask and Priorties in 2022

CIO Priority for OPEX Relief by Reducing Spend on 

• Collaboration software 
• Data centre build-out 
• Consulting 
• Infrastructure hardware 
• ERP applications

CIO Priority for driving Growth by Increasing Spend on 

• Digital transformation 
• Cloud, AI, ML, RPA
• Cost Arbitrage levers like Outsourcing and Offshoring
• Data warehouse, Business intelligence, Analytics
• Security software 

Sellers from Mars and Buyers from Venus - V

Excerpt from my upcoming book at amazon.com - "Sellers from Mars and Buyers from Venus - Elements of Nature Meet B2B Sales" 

How a Marketing Manager will engage with others 

--

B2B Sales Stakeholders and Their Activities

The sales team or a sales representative, engages various internal and external stakeholders, with the intent of growing the business underpinned by positioning a compelling product or a service. The following list gives a good view of various stakeholders engaged by the sales team or a representative.

● the internal marketing and corporate strategy team for research, positioning, and pricing 

● internal product engineering or service design team 

● internal legal service team for defining contractual agreements, terms, and conditions

● procurement at the buyer’s end

● sponsoring C-level executives like CEO, CFO, CIO, CDO and their team members at buyer’s end

● internal HR, legal, quality, security and sales team  

● and others like a third-party product or service partner 

These stakeholders will vary with vertical, geography, type and size of a prospective buyer like an SME or a global player. This is not an exhaustive list but highlights the magnitude of complexity and multiplicity involved in executing sales and business development activity. 

With the intent of supporting a sales team or a representative, different activities at each stage of the value chain are executed by various stakeholders, some in parallel and some in sequence. 

Let’s explore how a Marketing Manager will engage in various activities with its stakeholders at the seller's or buyers' end by applying the lens of five elemental attributes.  

--

Next: Coming up 

• Cheat Sheet for Sales Planning and Execution using Five Elements   
• How a Procurement Executive will Engage
• How B2B Sales are different in Service vs Product 

--

Previous articles can be read here

• Part 4 on How a Sponsoring Executive will engage can be read here
• Part 3 on Negotiation Styles in B2B Sales can be read here 
• Part 2 on Persona Mapping in B2B Sales can be read here 
• Part 1 on Marrying Elements of Nature with B2B Sales can be read here

Relationship Spectrum to Drive Sales

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• B2B Suppliers need to upgrade their Channels for Ease of Sales 
• Leadership Mantra
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• Aligning Sales and Marketing

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• Marketers are still a challenge
• Content drives the Customer Journey 
• How leaders build the trust
• Aligning Customer Sales and Customer Service 

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• Low Closing vs High Closing
• Habits of Sales Manager
• CMOs Own CX 
• Core Competency of Sellers
• Strategic Debt of Startups 

Image Credit : Rain Group

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• AI for Product Management  
• Scaling SAAS Companies
• What Buyers need to do influence Sellers

(src: Marketingcharts)

Weekend Reading

• Get it done
• CIOs sound off how vendors can measure up
• The role specialisation in B2B
• Define and measure the ROI of content marketing
• Strategy for startups
• Productivity isn't about management

Selling After the Pandemic - Moving from Products to Services

Sourced from HBR April 2021

 

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Rethink Customer Segmentation Among large B2B companies, the most common way to organize a sales force is by the size and potential of the customers. Enterprise accounts are typically the customers with the highest headcount (and the largest number of seat licenses); as such, they are the highest priority and are handled by the best salespeople. 

Restructure the Sales Organization Rethinking customer segmentation focuses on the question: Who are the company’s target customers? Once they are identified, the sales organization must focus on how to sell to them. The traditional sales process typically involves generating leads, qualifying prospects, demonstrating products, and closing sales. Many salespeople have spent decades learning and implementing- ing that routine. A consumption-based model requires a different process. 

Use SalesForce Management Instruments to Drive the Right Behavior Setting a strategy, segmenting the customer base, and creating the right organizational structure are big-picture requisites to a successful transformation of the sales function. To influence how salespeople interact with customers and targets on a day-to-day basis, sales managers must use the set of tools I call sales force management instruments: Hiring the right people, training and managing their performance effectively, and compensating them in a way that aligns their incentives with company strategy. 

As more organizations shift their sales strategy toward consumption-based pricing and SaaS models, they must recognize the complexity of the transformation they are attempting. They are changing all the variables in the formula “how to sell what to whom.” To increase their odds of success, firms must be ready to rethink their sales management and strategy the same way they reengineer their products. 

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