11 Opportunities Flashcards

1
Q

What is the focus of the book’s two parts?

A

Strategies for growth leaders to succeed in their role, focusing on accountability and team effectiveness

The book emphasizes preparing leaders for revenue growth opportunities.

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2
Q

How is effectiveness defined in the context of sales?

A

The efficacy of an individual salesperson or a sales team

More effective salespeople find it easier to win opportunities.

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3
Q

What is one way to measure a salesperson’s effectiveness?

A

By looking at their win rate

A good metric, but may not tell the whole story.

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4
Q

What is a Full Opportunity Review (FOR) meeting?

A

A meeting held individually to review all of a salesperson’s opportunities

It ensures the salesperson has enough and appropriate opportunities.

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5
Q

What is a potential problem if a salesperson has too few deals?

A

Their pipeline is fragile, risking missing revenue goals

Losing one deal can significantly impact their success.

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6
Q

What might indicate a salesperson has too many small deals?

A

Poor targeting, treating every deal as equal, or lack of confidence

It is essential to discern the cause to address the issue.

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7
Q

What is meant by ‘zombie deals’?

A

Deals that have had no forward movement for a long time

These deals need to be reassessed and may require starting over.

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8
Q

What is crucial for formulating a deal strategy?

A

Understanding what compels the client to change

It goes beyond just the presenting problem.

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9
Q

Who are the ‘centers of gravity’ in a deal?

A

The one or two people driving the decision-making process

Knowing these individuals is vital for understanding the deal dynamics.

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10
Q

What should you assess regarding client effort in a deal?

A

How much effort the client is putting into the initiative

This indicates their engagement and seriousness about changing.

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11
Q

What is important to know about organizational access in a deal?

A

Whether you have access to departments that will influence the initiative

Consensus is critical for larger deals.

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12
Q

What should you do if you don’t know your competitors?

A

Triangulate their behaviors and gather feedback from contacts

Understanding the competition helps in adjusting your strategy.

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13
Q

What is a key factor in winning deals?

A

The value created in the sales conversation

Clients prefer to buy from salespeople who provide beneficial conversations.

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14
Q

What enhances a salesperson’s chance of winning a deal?

A

A deep understanding of the client and their business

Tenured salespeople often improve rapidly in familiar verticals.

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15
Q

How should desired outcomes be delivered to clients?

A

By adjusting the sales approach to account for their preferences

Doing so differentiates you from competitors.

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16
Q

What should sales leaders consider when asking about potential losses?

A

Factors like client preferences and time spent with decision-makers

Understanding these can indicate the health of the deal.

17
Q

What does tracking client time in sales indicate?

A

The level of preference the client has for the salesperson

More time suggests a stronger relationship.

18
Q

What is the significance of client time in sales?

A

Client time is an indicator of a decision-maker’s preference for a salesperson. More time suggests a positive inclination, while less time indicates a lower likelihood of capturing the opportunity.

Tracking time spent in conversations can reveal insights into the client’s interest level.

19
Q

What are potential dealbreakers in sales conversations?

A

Potential dealbreakers are nonnegotiable needs that a prospective client has, which if unmet, can result in losing the deal.

It is important to track these dealbreakers to avoid potential losses in revenue.

20
Q

Why is it important to understand competitive threats in sales?

A

Understanding competitive threats helps salespeople disrupt competitors’ strategies, allowing them to better position their offerings and win deals.

Knowledge of competitors’ tactics can inform a salesperson’s approach and strategy.

21
Q

What is triangulation strategy in sales?

A

Triangulation strategy involves explaining to clients that lower-priced business models often require unspoken concessions that may hinder achieving desired results.

This strategy helps in positioning value against competitors who compete primarily on price.

22
Q

What are the two key reasons to join a salesperson on a sales call?

A
  • To observe the salesperson’s performance in front of the client
  • To actively engage in the conversation and demonstrate interest in the client’s needs.
23
Q

What is the concept of dominating presence in sales?

A

Dominating presence refers to the advantage gained by physically visiting a prospective client, communicating care and commitment without words.

Physical presence can significantly impact the client’s perception of the salesperson’s dedication.

24
Q

What does dominating time entail in the sales process?

A

Dominating time means creating greater value in client interactions than competitors, thereby gaining more of the client’s time for deeper discussions.

This can involve advising clients on decision-making processes.

25
Define dominating the narrative in sales.
Dominating the narrative involves sharing a salesperson's version of reality to influence a client's understanding and decision-making. ## Footnote This tactic differs from merely presenting company history or product features.
26
How is win rate related to sales effectiveness?
Win rate is a key metric for assessing a salesperson's effectiveness in creating and winning opportunities from existing and new clients.
27
Fill in the blank: If you don't deal with the decisions you need to make, you'll suffer with ________ longer than necessary.
poorer results
28
True or False: Spending time on opportunities is more important than making necessary changes to improve revenue growth.
False