Using your Sales Tools in CORE

These lessons will walk you through how to use the Sales tools and applications you have within CORE. Everything from preparing for the presentation using the Crystal Ball, to Pricing out your Offering and Paying Commission - CORE has you covered!

Video Transcript

" Alright guys, welcome here we're, we're going to do a little tutorial on the new chart tech sales crystal ball application. So as you're logging in here to your first, you know, first and foremost how to get to the application. So this is the main page here in the new chart tech core site. And what you'll notice you scroll down here, you'll see the the little area where says tools, click that and it'll bring you up to the sales crystal ball. Now, to set the foundation here, the sales crystal ball is designed for that time, you have finished with your sales discovery. And now we're going to come back, and we're going to put this information into the crystal ball. And what it's going to do is walk us through all of the five prerequisites of Excel. And it's going to start putting a percentage value as it relates to this opportunity of our success rate of closing the deal based on how much of these five prerequisites we have in place. So as an example, let's walk through here. First, as you know, as the owners of the organization, and in the the managers, you will see as a snapshot what presentations may or may not be coming up, and then what the scoring, here's a percentage value of this deal. And when the presentation is, so if you're managing multiple sales reps, this will be your central hub to see what presentations are coming up, which ones need to be addressed looked at. And or revisited. You know, as an example, if I have a presentation, my my sales team has a presentation in two days, and we have a 33% chance of winning that deal. I'm definitely wanting to dig into that and find out what's going on. But for the purposes today, let's start off with Hey, we, you know, we got a brand new prospect. So we've just finished up our discovery with, let's just say an architecture firm. And so what you're going to come in here, and the first thing you're gonna notice, there's your success rate, the indicator says 0%, obviously, because we don't have anything filled in. So first and foremost, just like anything else, we've got to put in what the client name is, who we're meeting with, I want to understand where the lead source came from. And you're going to start seeing this is auto saving for us as we go. So it makes it nice. So you don't have to worry about not saving these as until you get and here. I want to know, obviously, what sales reps, especially if I have multiple reps on my team, who was my sales engineer for this particular opportunity, and maybe the same person or not something good that our sales people should be walking away with and understanding. Do they have a current IT manager or an incumbent that's in place, let's just say for this example, nope, they don't have anybody. Here's where we're gonna put in our minimum wage. Okay, so for your state minimum wage, you need to plug that in, because it pre populates for the rest of the the application here for the rest of this opportunity. In terms of you know, when we have our wasted time and outages, things along those lines, we're going to multiply it by the minimum wage, your sales rep need to identify what the cost of this company is to be down without the use of their technology for a day. And if you guys need to learn how to do that, please check on our course videos, and follow through the sales process in discovery and showing you how we get these answers. But for this example, you know what it told us 15 grand a day, when this company is down without the use of technology. Scrolling down here, I want to know where this presentation is. It's either at home, we're bringing them to our facility, we're doing the sales presentation, this is what our MSP does, this is where we want to strive for the majority of our presentations. So I'm gonna put home base but now if it's other, then that means that we're presenting somewhere other than our home base, which means that we need to go through our presentation checklist, make sure that we have all the necessary tools or whatever we need flip charts, markers, laptops, projectors, the things that we take advantage of at our home field, we need to make sure that we're as equally prepared if we have to go off site somewhere else to do this. What date is the presentation? Okay, before we leave the discovery, your salesperson should be booking a date and time to present. So I want to make sure that obviously that is for some date in the future. This is also a big one here, guys, I want to know how this decision is going to be made. Your salesperson should know how the decision is going to be made. I don't want to find out that all of a sudden they're going to be presenting to a board of directors where they have a silent partner or something along those lines. So it's a simple question. We asked how the decision be made we we identify them. I want the tills team, they're the person to make sure this is documented as part of this this application. So in this case, we have the owner, Richard makes a decision with the input from his leadership team. So immediately, I want to make sure that the leadership team is involved in this presentation. And if they're not involved, then obviously that's something that we need to work on, you know, in finding out why not and getting them to vault. So just working down here, obviously, let's say at this point, hey, we have we have Richard and Richard the CEO. So right now you see we have zero percentage points on here. Well, you see some title dropped down, you can scroll through, you can type them in. But let's say that you know what Richard is the CEO and owner, boom, now we have 13%, just because we're presenting to the right person, I'm going to add another influencer here. And, you know, this is Brian and Brian is our CFO. So I'm gonna go ahead and add that in. So now you notice it only bumped up 3%. So that the weight of the of the influencers and who we're going to have, right, the authority to buy is weighted around the owner. But then we get additional percentage points, the more influencers that we have at this presentation, and let's say we have Ashley, who is our, our office manager in this case. So now I'm in 19%, just by having, you know, the owner along with some of the other other people, obviously, the more people we add, the higher the percentage is going to go. But for our purposes today, just learning the formulas go through, do we have a need to sweeteners? Do they have a current incumbent? Do they have someone within the organization, that is friends with the person doing it, maybe it's the office managers, fiance, whatever, right, we run into those things I want to understand is there anybody in the office maybe it in this case, maybe it let's say it is Ashley, she's the office manager, and secretly, she loves doing it. So you know what, you know, maybe let's just say Ashley is the dis waiter, or you can say they don't have a dis waiter. Either way, it won't affect up percentages here. But it's just something good to know, before we go in, here's what we're going to put in our pricing strategy. So we present everything with haws case you work your numbers out, but in the instance, here, let's just keep it simple. It's $2,000 a month, you see it breaks down to your reduced to ridiculous. And I'm going to go and put in our project price, I'm going to estimate 15k. To get this network up and running, it also breaks down now the project price over 36 months, and then the monthly service amount without haws. And it breaks down the reduced ridiculous there as well. After thinking oh my gosh, I don't really understand these numbers or, or how to use them. Go back in our coursework and watch the sales presentation courses, watching how we deliver the solution in two parts, and how we make use of these reduced to ridiculous numbers. And when it would be applicable to go ahead and present the solution without the the infrastructure. Now we're going to get down here, this is where the bulk of our information needs to come from, we need to understand what needs we've identified as part of this discovery, and then what part of our solution we're going to solve them. So let's just say they have an outdated backup, okay, the backup is they're still using tape, it's not a good technology having placed is causing some challenges. So how we're gonna solve with our BDR, there we go. So you should never have a need without a solution. You know what they have slow. They have slow network infrastructure, they have old PCs, maybe. So I want to make sure we put that in there. And then we're going to go to let's just say part of our solution, we're going to solve it with new hardware and new infrastructure, let's add a new need. Each time we're adding you see that percentage is going up. The current office manager, Ashley, she's managing it currently. So you know, we're gonna solve that with our managed services support. Okay, we're gonna take that off the platform. And with this, Ashley is also dealing with vendors. And so we're gonna go ahead and solve that with vendor management there on the drop down. Okay, now, let's add another neat here, let's say they have, you know, an old they have an old server that's causing that's causing some challenges there, it's under power over utilize. So you know, we're just go and solve that with with new hardware. But again, the goal here is what needs to be identified. What solution Are we going to solve them with? And then it's going to show us what our percentage chances of winning are? What urgent factors, you know what we said that they're their backup is outdated. And you know what through discovery route, we learned that there are data backup costs two days of downtime and loss data. So that's an urgent factor there. Another urgent factor, maybe they currently have an IT company that's going out of business moving out of state, they need to find somebody else, whatever it is, what urgent factors have been identified during the discovery that's going to help move this deal along, reduce our sales cycle. And ultimately, we want to try to get this signed the day we present. So we have yearly expenses, as we're doing audits, maybe we come across, you know what they have, they have telco overages, right that they're currently paying right now. And based on you know, what we can do for them moving forward, you know, what we've identified there 40 $500 worth of savings to be had. Here we go. We got we got a little bit more percentage there. wasted time and hours. So again, this is where those discoveries are so important. Okay, not that we identify a need, but we need to get specific and if something is is happening, how frequently is it happening because it's happening? How is it affecting In this other other person, this role in terms of wasted time in efficiencies, opportunity things and things along those lines. So as an example, let's just say Ashley is doing it work. And we've identified you know, a bless her heart, she spent an 80 hours a month. Dealing with it pre populated from up above is the minimum wage here in California, which that gives us a yearly subtotal of 10,080. Well, I'm gonna add some more time in here. And you know what Ashley doing it, she's also dealing with our vendors to the tune of eight hours a month. Well, there's another $3,000 there. And that's just keep on with Ashley, she's dealing with a manual backup, which she spent in roughly an hour a day doing that, that's 20 hours a month. Adding that in. So now we can go down here to again, it now met. Now there may be some outages, because we we've identified You know what, they had a server crashed, they were down for two days. Alright, well, there's 15 grand a day based on what the CEO or the leader in that organization said their company would be out being down for a complete day. And then we go over here and see that you see that the percentage started to really jump up here. And you know what, maybe because they had that outage, they lost data. And that kept them down for an additional, let's say half a day. The more we add the our percentage in likelihood increases. So right here we're seeing the yearly total is we've identified through the outages through the wasted hours through the the yearly expense overages, we've identified they're spending upwards of $55,000 for their current state of the network. In this case, we're asking them to make $24,000 investment. Okay, over the course of a year, obviously, our agreements for three years. But for simple math here, the yearly investments 24k, this comes right up here in pools from what we're charging for our managed services. So that yields a savings of $31,608 based on what we found here. Now, let's say we didn't find any they didn't they weren't down at all. Okay, we didn't have any, any, any outages. You see that number dropped. Now we're 31%. Because what we're saying here is you've identified 18,000, in excessive spending, we're asking you to make an investment of 24k. This leaves us almost a $6,000 Delta for us to overcome when they say you know what, that's a heck of a lot more than we're spending right now. So what do we fall back on to why these discoveries are so important that we get beyond just the technical aspect, and really hone in and focus on the business implications for each of the employees and team members that we're meeting with to try to get these numbers. Once we have our application completely filled out, your team is going to go through your salesperson to go through and save the prospect and they'll submit to you for approval, then now you can come in here and say you know what? Hi time architects, I'm a little concerned, our presentations coming up in 10 days, I know what the monthly price we're going to ask them to invest in the organization is, man, but we only have a 31% chance of success. So you dive in here. And then you go through and you want to see what's going on. Maybe we need to add some more people to come to the presentation. If this is a, let's say, a 15 employee company and only have three people listed on here, I want to talk to my salesperson to understand, did we not talk to other people? Or do we just omit them from the application here? Because that also is going to directly tie into again, what needs do we identify? You know what maybe we didn't, we didn't talk to anyone in the accounting department, or we didn't talk to the receptionist, we don't understand how the phones are working, maybe there's challenges scheduling. Again, the more needs we have, the higher that sense of urgency is going to go, the more information we're going to find as far as excessive spending. And the higher this ratio is going to be as far as what we're gonna ask them to invest versus what they're spending now what that delta is going to be and ideally that needs to be in our favor. And that'll increase the success rate here for the application. So again, there's the crystal ball. That's the purpose of it. I want you guys put a lot of opportunities through here, start learning your own close rates with the individual reps. And as always, if you have any questions with any of the resources or applications, just use our experts tab here or send an email to account manager at HR tech dotnet and we'll make sure that you are taken care of "