©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.QPMSalesStrategyWhenWhoSaysWhatToWhom©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.QPMSalesStrategy•SalesMessages--whatwe’llsay•SalesContexts--wherewe’llsayit•SalesStrategy--who’llsayit•SalesTools--howwe’llreinforceit•SalesPlan--whenwhosayswhattowhom©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.QPMKeyMessagesBasedoneverythingyou’veheard,whatisQPM?••••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.UsandThem•Aclientwillactonlywhentheybelieve:✍Itisaproblem✍Itaffectsme✍Itmattersenoughtobotherwith✍Thebenefitsoutweighthepain•WemustthinkandtalkaboutQPMintermsofitsbenefitstoourclients.©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.WhatisQPM......tothem?•Ahassle••••...tous?•Fees!••••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.QPMis...•...notaconsultingengagement•...whatliesbeyondtheengagement✍Anewstateofbeing✍Aprocessthat,onceinplace,measurablychangesthingsforthebetter©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.Ourkeymessagesmustfocusonwhatwillbedifferent,inaconcreteway,onceQPMisinplace.©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.BenefitsInanorganizationwithQPMinplace:••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.Differentiators•Weinventedit•Weofferbettervalue✍Betterapproach✍Bettervalue✍Betterresults✍Bettercapabilitiesandexperience•Statureofthefirm•LowestpricePossibledifferentiationassertions:©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.DifferentiatorsQPMisuniqueamongperformancemeasurementapproachesbecause:•••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.SalesContextsTherelationshipcontinuumRelationshipWeakStrong©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.SalesContextsTheperceivedneedcontinuumWeakStrongLowHighRelationshipPerceivedNeed©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.SalesContextsThepresentationtakesplaceinoneoffourcontexts:StrongRelationshipHighPerceivedNeedWeakRelationshipHighPerceivedNeedWeakRelationshipLowPerceivedNeedStrongRelationshipLowPerceivedNeed©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.WeakRelationship,HighPerceivedNeedTheprospectmostwantstoknow:•••Ourmessagesshouldbe:•••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.WeakRelationship,LowPerceivedNeedTheprospectmostwantstoknow:•••Ourmessagesshouldbe:•••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.StrongRelationship,LowPerceivedNeedTheprospectmostwantstoknow:•••Ourmessagesshouldbe:•••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.StrongRelationship,HighPerceivedNeedTheprospectmostwantstoknow:•••Ourmessagesshouldbe:•••©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.SalesStyleHowdothefourcontextsaffectourpresentationstyle?StrongRelationshipHighPerceivedNeedWeakRelationshipHighPerceivedNeedWeakRelationshipLowPerceivedNeedStrongRelationshipLowPerceivedNeed©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.SalesStyleStyleshouldmatchthecontextSoftHardGeneralSpecificRelationshipPerceivedNeed©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.SalesStrategy•Localofficedelivery•Multiplecontact“campaign”•Messagecollateral•Teamexecution©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.SalesTools•Orientationsession•Clientserviceteam/potentialbuyermatrix•Salesapproachesandstrategiesworksheet•QPMmarketingpiece•QPMdiagnostic•Q&Asheet•EISdemo©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.StrategyApplication•Gatheryourclientserviceteam•Chartbuyers,influencers,networkersagainstteammemberrelationships•Determinesalescontext•Completecontactplan•Execute©1996ArthurAndersen,AndersenWorldwide.Allrightsreserved.WorkingLunch•Sitwithteam•Completerelationshipcharts•Determinesalesapproachesandstrategies•Completecontactplan•Determinenextsteps
