Winning large, complex sales opportunities at Hewlett-Packard Co. By Philip Squire
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recent research project has provided insights about how to raise professionalism standards in selling complex solutions. Key findings suggested a new sales approach Û> `>Ìi`ÊLÞÊV «ÕÌiÀÊ} > ÌÊ iÜ iÌÌ *>V >À`Ê Co.’s outsourcing team. Strategies using this >««À >V Ê >ÛiÊ Ã ViÊ i «i`Ê *Ê Ü Ê } L> Ê deals with both new and existing customers.
the rarest in practice and really distinguishes the good from excellent service providers. Without it, all of the good proactivity and innovation qualities that strong outfits emphasize can easily slide into the arrogance of the difficultto-manage non-partner.”
and H. David Hennessey
Research findings
professor of marketing Babson College
Four leading critical values that significantly improved closing rates emerged from in-depth interviews with more than 120 selling and buying professionals. The four values were client centricity, authenticity, proactive creativity and tactful audacity, as shown in the figure.
Client centricity is a basic sales element, mastery of which is achieved through practice and constant reflection—e.g., “Am I doing the right things for my customers?” “What creative ideas can I bring?” and “How can I validate these ideas?” The focus on understanding the customer’s industry and strategy to win in that industry drives the salesperson to provide the best-fit solution, not to find a home for an off-the-shelf solution. He is passionate about helping the customer improve its business. How best to understand the client and its industry drivers? Engaging with the analyst community is a prerequisite for large deals. Analysts provide insights into what keeps the board awake at night. Analysts are paid to study the industry’s economic metrics and have a « ÌÊ vÊÛ iÜÊ>L ÕÌÊV «iÌ Ì ÀÃ°Ê ÊÀiVi ÌÊ *Ê deal with a global leader in human resources services was the result of understanding that supply issues were the main driver for «À v Ì°Ê / ÃÊ i >L i`Ê *Ê Ì Ê ÃÕ}}iÃÌÊ Ü>ÞÃÊ vÊ using technology, including branch-in-a-box concepts, to attract more applicants. These à } ÌÃÊ Ã Üi`Ê Ì iÊ V i ÌÊ Ì >ÌÊ *Ê ÃiÀ Õà ÞÊ thought about the client’s business.
chief executive officer Consalia Ltd.
Michael Hurley director Hewlett-Packard Co.
Client centricity and authenticity are required to build trust with the customer. While necessary to succeed, these two values alone do not ÃÕvv Vi°Ê*À >VÌ ÛiÊVÀi>Ì Û ÌÞÊ> `ÊÌ>VÌvÕ Ê>Õ`>V ÌÞÊ are the two most differentiating, outstanding ones, meaning they are most important to customers and Differentiating/outstanding values most lacking in sellers. Customers Differentiating/ observe these values outstanding value Is seen as: in the intelligence #LIENT CENTRICITY Interested, investigative, knowledgeable, and ingenuity of dedicated, passionate, accountable and salespeople. One attentive customer in the study !UTHENTICITY Honest, credible, unpretentious, sincere, made the following ethical, trustworthy and dependable comment of tactful 0ROACTIVE CREATIVITY Strategic, forward thinking, innovative, audacity: “This is creative, reflective and above and beyond probably the most 4ACTFUL AUDACITY Daring, bold, perceptive, understanding, interesting finding challenging, unconventional and from my point of view. enthusiastic I believe this value is
Client centricity
Authenticity Authenticity is important in ensuring that claims of creating business value are wellvalidated. Interpersonal relationships based on
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