Value Management Office for the few
A Value Management Office (VMO) is an end-to-end value realization team for the largest of Enterprise vendors selling technology, SaaS, and services. Comprised of financial subject matter experts, they unlock the vendor’s value when selling large, strategic accounts. They service enterprise sales teams and reps with the business case, customer questionnaires and interface directly with the account over days, weeks, or longer depending on the deal size. Their charter is to also support value content for Product Management, Marketing, Sales Operations & Enablement, and Customer Success Management.
They are designed to help the best reps with the highest potential accounts, usually the top 10%. They also require those reps to have VP approval to engage with these resources. The typical supported deal size is anywhere from $400,000 ACV to $1M+.
“companies are 25% more likely to be the primary suppliers for a vendor’s large accounts and deliver 10% more margin, if the vendor sells on value….only 14% of sales executives believe their reps are effective here and can shift the discussion from price to engage business leaders who care about the overall P&L.”
McKinsey & Company, 2015 Sales Executive survey, 1,000 large buyers across industries
Value Realization for the many
An issue in building a value management office is cost and C-level buy-in! They can demand $1-2M+ annually to support, putting them out of reach except for the largest vendors typically with thousands of sales reps. Ironically, they only support the top ten percent tier of the sales team, a drawback even for large, multi-billion-dollar sellers. Then what does that leave for “the other 80-85%” of the sales team? They also must prospect and build opportunities priced from $50K, 100K up to $400K ACV? Those deals are the backbone for Enterprises, SMB, and start-ups.
They have shorter sales cycles, still bring in strategic logos, and support a “land & expand” strategy dictated by most SaaS vendors all the way to the CSO or CEO. As no one “owns value realization” in 90% of these companies, these vendors are unable to support the benefits of value-based selling and feed valuable insights into other departments that touch the customer, such as Product Marketing, Sales Operations, and Marketing.
Value is not just about product
Leading research indicates that vendors emphasizing “service and support with measurement” are more than twice as effective then vendors leading on product features to influence Sr. executives, buyers and buying committees. Even within the largest selling organizations, if they produce value measurement, they typically define those values based on product features and benefits. The ones that highlight their services as well do not assign clear value realization to them. However, if the vendor can quantify and communicate trustworthy and measurable value propositions for the products and services they sell, it moves the sales teams away from selling price. Now they can engage decision influencers and decision makers on their top KPI (and compensation factor), with the greatest impact to their overall P&L. This method has been proven time and time again to grow key-account margins 10 percent, and help them become the growth engine for the business.
21st-Century Value Realization
The central challenge of a prospect realizing value from technology investments stems from the vendor’s misaligned goals and incentives of selling it that way. A vendor’s unsubstantiated value can evaporate a provider’s status as a trusted resource or partner very quickly. It is not always the fault of the vendor. For the vendor, value selling can be time-consuming, expensive to deploy, limited to the number of business models they can build, the drudgery of field sales training, and typically low adoption rates.
Today’s economic and decision maker buyers do NOT WANT: Foremost, business cases NOT aligned to their P/L and initiatives. Outdated ROI’s (lack neutrality). Lengthy vendor value questionnaires.Mostly cost savings vs. revenue improvement. Changes or customization that takes a long time.
Normally, we would end this blog suggesting how sales reps can learn to sell value and persuade their management to support the buying of sales tools, sales intelligence insights, and training on the subject. This is not realistic for the vast majority of sales reps or smaller start-up vendors.
The fast, the easy, the self-funded
However, with the advent of technology (AI), and a company with a team of subject matter experts fixated on helping technology and services vendors sell value in our new economy (time is the new currency), we are offering our solution, the SPEEDSHEETS for your review. The SPEEDSHEETS is the ONLY solution globally delivering 35% greater sales when selling business outcomes and value to decision influencers & decision makers in a modular architecture.
Account-Specific Actionable Financial Insights
-Corporate goals, strategic initiatives & challenges (10K) aligned to Vendor’s solution.
-Supports ALL verticals & industries.
Vendor Value Alignment Matrix
-Vendor financial business outcome aligned to ALL accounts using credible, FASB, GAAP & benchmarking.
Automated Decision Maker Business Case
-“Account-specific business case” with measurable Customer Value attainment.
-Present to prospect account decision makers & C-suite.
SPEED SHEETS, delivered in days, support all Sales teams, LDR’s, deal sizes, verticals, most effective insights from a shared system, training included and at the lowest cost.
Revenue AcceleratorsTM is the ONLY provider empowering Vendor Sales & Marketing teams to easily and more rapidly acquire high-performing opportunities from accessing and engaging Decision Makers and C-Suite. By defining the Vendors solution’s financial value, aligning it into Target Account objectives and business initiatives and using 1:1 ABM value messaging in SPEED SHEETSTM; we transform Product to Value selling overnight for faster and easier selling. www.revenueaccelerators.com