Leading with Insights Rather than Features in Technology
The complexity of this client’s offerings often caused the sales teams to lead with their products’ cutting-edge features in customer conversations. The client wanted to move to an insight-based sales approach, in which teams identified customer problems and proposed products as the natural solution. The client engaged Symmetrics Group to create a custom Insights-Driven Sales Program to differentiate the sales teams’ approach.
Symmetrics Group Approach
- Insights-Based Sales Messaging: Symmetrics Group started by facilitating a custom insights-based workshop with key players from sales, sales operations, marketing and other divisions to define selling differentiators to drive larger sales opportunities.
- Sales Tools: We used the workshop output to develop two insights-based selling tools (Conversation Prompters), aligned with key product initiatives, for the global sales team to use in expanding the sales conversation. We collaborated with corporate and product marketing teams to develop the insights and supporting proof points. Two complementary insights positioning tools (Insights Planning Tool & Win Plan Capture tool) supported the application of the insights-based selling approach.
- Sales Skills: To socialize the insights-based selling approach, Symmetrics Group trained 400+ global sellers in insight selling, including utilization and application of “Big I” insights, at their annual retreat. We applied the principles of Thinking Preferences to enable sellers to more readily position key messages to decision makers and more senior executives.
- Change Management: To drive awareness and adoption, we designed and launched tailored reinforcement campaigns, including regionally-based webinars and executive communications, including emails and talking points to cascade the initiatives from division president to regional VPs
The insights selling approach sharpened the client’s selling skills, and when initially applied to opportunities within their top 10 customer accounts, win rates improved by 17%. These results reflect the feedback we received, with 95% of sales managers recommending the session to peers and 85% of front-line sales reps applying the learnings to current deals.
This engagement demonstrated elements of a sales force transformation – Drivers for change, cross-functional participation, and implementation of a roadmap that addressed sales capability, leadership, and change management.
The Multigenerational Sales Team
More effectively leverage talent across generations who think, sell, and buy in vastly different ways and overcome generational obstacles to drive improvements in both individual and organizational performance.