Session 2s sales prospects adoptio

Selling TANDBERG videoconferencing : 

Selling TANDBERG videoconferencing

Market adoption : 

2 Market adoption Significant factors: Low awareness Lack of knowledge Buyer is uncertain growth decline introduction Videoconferencing Industry

Educate the market! : 

Educate the market! What is videoconferencing? What are the benefits of videoconferencing? The concept TANDBERG How can my organization/company achieve these benefits?

How to sell vc? : 

4 How to sell vc? Prospecting Presentation and demo Closing

1. Prospecting : 

5 1. Prospecting Call (cold) / canvas and book meetings! Top management (CEO/CFO) Set goals! Qualify your leads!

Statistics and examples from the Sales process : 

Statistics and examples from the Sales process

Targeted Sales Management : 

7 Targeted Sales Management Today Potential Budget Operational Plan Prospect lists Sales reports 5 Point Plan Performance- interview Actions Correcting targets Performance- and development appraisal

Prospecting : 

8 Prospecting Sources for leads: Newspapers, databases, internet, partners, roadshows, exhibitions, cold calls friends, ”known companies” and installed base Reporting leads First channel/partner/salesman to report a lead will get 1st line support..

Prospecting : 

9 Prospecting Weighting the prospect base 7 Criteria for 50%: Products Budget Demo Offer Decision maker Status Next step

Prospecting : 

10 Prospecting Weighting the prospect base 2 Criteria for 70%: All criteria for 50% to be fulfilled Good feeling and acceptance from end user 1 Criteria for 90% Partner/Channel has received order from end user

Prospecting : 

11 Prospecting Volume in the prospect base The last-12-quarter-rule: Prospect base/3 = Budget The statistics says: 1st month in Quarter: 20% closing rate 2nd month in Quarter: 30% closing rate 3rd month in Quarter: 40% closing rate

Prospectbase : 

12 Prospectbase What does it take to get 3x budget in prospects? 150 dialed phone numbers 30 conversations w/decision-maker 6 qualified meetings 3 demos 1 order => USD 25.000 50% Prospect

Units/Customer : 

13 Units/Customer In Norway 2001 we had an average of 3,8 units per customer

Deploying Videoconferencing-Repeat Sales : 

14 Deploying Videoconferencing-Repeat Sales We all know that it is easier to sell to existing customers than to new ones... How would you approach an existing customer and try to get them to buy more systems? What kinds of questions would you ask the customer? What kinds of services can you offer? What tools would help them to promote videoconferencing internally?

2. Presentation & demo : 

15 2. Presentation & demo The concept of videoconferencing Present benefits!!!!! Present success/reference cases Keep it simple Help the customer see! Help him make the decision!

4. Closing : 

16 4. Closing Always show and try to sell high end sol. Always sell with Value Added Services! Remember to sell peripherals as well Trackers Doc cams Audio science mic

Implementation of vc : 

17 Implementation of vc Management commitment Super users Availability Training Increased usage Management of systems New sale

Case study – A large European Bank : 

18 Case study – A large European Bank In TANDBERG we often refer to a large European Bank as a successful case with a broad scale implementation of videoconferencing systems. What were the reasons this succeeded? What is the impression from the bank’s point of view?

Success criteria no. 1 – Commitment from TANDBERG and the bank : 

19 Success criteria no. 1 – Commitment from TANDBERG and the bank Commitment at a high level in both organizations. The involvement of senior management in TANDBERG demonstrated both interest and engagement which are highly appreciated and necessary in strong hierarchic organizations. Management involvement is necessary to a successful implementation.

Success criteria no. 2 – Consultative sale approach : 

20 Success criteria no. 2 – Consultative sale approach In the sales process for getting management buy-in, the following questions were ask (and answered): Whom will be the users? What meetings should the videoconferencing cover? Where should the systems be deployed? When should the system be used? By giving advise to management, TANDBERG ensured a successful deployment and usage of equipment.

Success criteria no. 3 – Relationship : 

21 Success criteria no. 3 – Relationship Strong relationship between business units and IT department within the bank. Especially in the beginning of a pilot project, the IT department has a substantial influence on the ”ifs and when’s”.

Success criteria no. 4 – Super user : 

22 Success criteria no. 4 – Super user Super user(s) This person should know the organization and have access to executives. Super user should not come from the IT-department (not technical). Should be registered by TANDBERG in order to receive frequent information (Tips and tools for videoconferencing and better usage). Dedicated responsibility for defined group of videoconferencing units An organization can have several super users.

Success criteria no. 5 – Super user - ambassador : 

23 Success criteria no. 5 – Super user - ambassador Super user - ambassador When it comes to implementation, every big organization need a person that knows the organization, knows the system and are positive to videoconferencing systems. In the bank they defined the implementation of videoconferencing as a project and made on person a project manager to spread the idea and mission.

Success criteria no. 6 – Training : 

24 Success criteria no. 6 – Training Extensive training The bank invested a lot of time in training users and created the need for videoconferencing. The goal: everybody set up own call. Regional directors instructed to use 1.5 hours to learn how to understand setting up videoconferencing calls. Learning by doing.

Success criteria no. 7 – Availability of equipment : 

25 Success criteria no. 7 – Availability of equipment Make the systems available Phase 1: A lot of systems placed in offices for the executive users. Phase 2: Equipment made available in conference rooms, thus creating an increased demand for videoconferencing and implementing a booking system to manage all the systems.

Information from TANDBERG : 

26 Information from TANDBERG Remember that we want to help the customer climb the ”knowledge ladder”, and that is best served by having regular contact.

Remove the barriers : 

27 Remove the barriers Lack of knowledge of what videoconferencing will offer and what it can be used for User training User unable to set up their own calls User unable to set up multipoint calls Limited usage Difficult to access equipment Management of systems Scheduling of calls Intra-company usage only Limited user network (whom to call) No videoconferencing specialist No videoconferencing super user

”Do it right the first time” : 

28 ”Do it right the first time” Focus on an implementation plan Where, when, whom and what for Make the customer communicate objective of the implementation to the organization Reduction of traveling, increased efficiency etc. Appoint a super user and a videoconferencing specialist within the organization Training, training, training Have the super user train the rest of the organization Manage the systems TMS

Sales process : 

29 Sales process Use the resources available from TANDBERG the Ace everybody here Keep it simple and help the customer Focus on USP /benefits Never use price as a sales tool

Activities that work! : 

30 Activities that work! Book meetings Userforums Short segmented seminars Trade-in campaigns Follow-ups on existing customers (20/80)

Slide 31: 

31 This is a great product, so have fun out there! GOOD SELLING