Within a sales process for large/capital sales (especially for enterprise software) there is always a need for a 'discovery' activity where the potential supplier spends time with the prospect to determine the issues to be resolved, and some presentation on why the supplier's solution is right one to choose.
A structure that has worked well for me over the years is Goldratt's Resistance to Change. Goldratt is the inventor of the Theory of Constraints and is probably one of the main business gurus that you've never heard of... (
The idea is that you have to deal with each layer in turn - if you don't, then you wont take the audience with you, and to complicate it further, often each person in the meeting will be at a different layer! The best way to deal with this is to work to the lowest denominator and start at Layer 0.
Whilst this looks a little over-complicated it works well when used practically. I will give an example to show how the layers can be used to structure a Powerpoint presentation to gain buy-in to your solution. I have used the following link for general descriptions of the layers (
http://en.wikipedia.org/wiki/Eliyahu_M._Goldratt) and show these in italics...
(ps. from experience, don't wheel out 'Goldratt's layers' to your colleagues at the beginning of a preparation session as you will look like a geek - keep it in your mind as you structure and direct the meeting)
"LAYER 0. "We/I don't have a problem."
When the change agent is talking to someone who feels there is no problem, why would she/he listen?"
Given that they have made the time to see you then you can assume that they are aware of a problem or opportunity that needs addressing. Don't count on that problem being clear however or shared and agreed by all in the room. Therefore, I would actually change this layer to "Who the **** are you to tell me how to run my business?"
How do you address this? Demonstrate your credibility but making sure that you are making it relevant to them and not just vomiting corporate information about yourself; make sure you use 'you' more than 'we' on your presentation.
For example, show why you are qualified to talk to them about their business by using personal experience (when i worked for your competitor...), company referenceability (but only if it's in their sub-vertical), industry opinion (but only if they set any worth in what analysts etc think). If you don't have any of these or you have not dealt with this pre-meeting then you need a strategy that shows why they and their market are crucial to your business - this is hard...
...Once you have established some credibility in less that 2 slides, people will then move too.....
LAYER 1. "You don't understand my/our problem(s)."
When problem solvers start by presenting the solution they are almost always in big trouble because they have failed to satisfy layer 1. Why should they listen to you when they don't have faith that you understand their problem(s). Sure, your solution has worked to solve the problems at other companies, but you don't understand the situation here!
Next slide/s is to show a list of problems and gain agreement that they are present and applicable to the prospect. This should not be guess-work as you should have asked for this information in a discovery meeting prior to the presentation, so you are playing back individual opinion to the group. As you go through the list, give examples that you were given and ask 'is this a fair reflection of your challenges/opportunities?"
If you didn't do a discovery, then you are already weakening your credibility and relationship with the prospect, however at least use your brain (and references) to put a list forward and get agreement before moving on (you could do this as a interactive discussion, but watch the risk of looking like someone who doesn't know the answers!)
...Once you succeed, the person may then say, "OK, you do understand my problem(s), but..."
LAYER 2. "...we don't agree on the direction of the solution."
The current reality is often not particularly enlightening to the client. They say, 'Well of course; we already knew that.' So you still can't proceed with your solution until you get agreement on the direction the solution should go.
This is the tricky step. You now have to demonstrate that your solution can have a positive impact on the stated issues. Typically this is done in two ways... show that the characteristics of your product add benefit and then show a specific example/s. Don't forget that this has to be done with knowledge of the competition and where your strengths lie.
By characteristics, show that the way the product is delivered and deployed will alleviate some of the pain...e.g. mobile workers need offline capability - talk about this, maybe show it.
Show examples such as a software demo; this should embody one of their business processes and show a 'day in the life' example of less than 30minutes total duration. Show that it's easy, quick and focussed.
...Once you succeed there, the person may say, "OK, you understand our problem and we agree on the direction of the solution, but..."
LAYER 3. "...your solution can't possibly produce the level of results you say it can."
You must be able to show that the changes you propose will directly and unavoidably cause the negatives identified in Layer 1 to turn to positives.
Here, proof of previous experience in similar businesses can help but don't overuse them - make sure the figures are not so fantastic that they are unbelievable!
Ask open questions.. "if we could solve problem A, then how would that impact you financially?"
Show how the barriers to improvement are removed/reduced with your product
...Once you succeed there, the person may say, "OK, you understand our problem and we agree on the direction of the solution, and we see how powerfully this solution can change our undesirable circumstances into desirable ones, but..."
LAYER 4. "...your good solution is going to cause some bad things to happen."
These are the inevitable unintended negative consequences.
This is a tricky one as it is has a negative starting point. This can often be very personal e.g. your solution will reduce my role in the company.
From experience, here you need to be open - if there is going to be a negative impact ( and that impact is known e.g. impact on people's time for an ERP implementation) then get it out there; acknowledge it, get agreement that this is understood, and then put forward your strategy, tools etc for dealing with it. Position it as a bomb for the next competitor.
...Once you succeed there, the person may say, "OK, you understand our problem and we agree on the direction of the solution. We see how powerfully this solution can change our undesirable circumstances into desirable ones, and we see how you have trimmed off the potential negative side effects, but..."
LAYER 5. "...there are some significant obstacles that prevent the implementation."
These are things, such as, 'The changes you propose will result in productivity improvements that will probably lead management to lay off some of us— and we are going to cooperate in that.' Or, 'There isn't sufficient money in the budget.' Or, "Corporate will never approve.' Etc., etc.
NOTE: Layers 4 and 5 usually do not emerge discreetly. Both are usually interwoven in the buy-in process. It is important to distinguish between the two because they are are distinct and are dealt with differently. The test for separating negative side effects from obstacles is really fairly simple: if the issue is, 'This idea is dead before we can even implement it because...' you are dealing with an obstacle; if the issue is, 'After this idea is implemented things will be worse because...' then you are dealing with a negative side effect.
If the opportunity has been properly qualified and has strong senior support within the management team of the prospect then these can often be left on the table for a later time - ideally when you are preferred vendor!
These issues are like poison in a sales presentation, so make sure they are checked and dealt with in advance!
...Now you are almost there.
You may well have to back track to the beginning many times in a meeting in order to be successful.
There is at least one other possibility. It may be that the person at the top is just not willing to, to use a war metaphor, 'jump out of the fox hole and charge.' Goldratt strongly suggests you assess that characteristic of the person/s at the top before beginning this process - again qualification is key.
I appreciate there are many different approaches - DAPA, Tell-show-Tell etc but I hope this helps! :)
