teams and in collaboration across business units.


Pedersen’s introduction of


ARPEDIO four years ago in Deloitte Denmark’s sales organization brought more structure and increased profes- sionalism and inspired other depart- ments and business units to adopt ARPEDIO’s solutions. Two years ago, Deloitte made ARPEDIO the back- bone of the “Future Market Leaders Program” (the Deloitte internal SAM training program).


3. Qualifying opportunities, streamlining business processes


ware by


Deloitte leverages ARPEDIO soft- implementing


a common


framework for all sales activities. Sales people are optimistic by


nature. They see opportunities every- where, which is good – but, without a rigorous qualification process, it can lead to misjudging a situation and making bad decisions about which opportunities to pursue and how to allocate resources. The ARPEDIO account- and opportunity assessment nullifies this situation.


Deloitte has created a customized


framework for assessing accounts and opportunities. This


framework lives


in the CRM and serves as support of all account and opportunity evalua- tion. In monthly account status meet- ings, where teams discuss upcoming opportunities above a certain value, only opportunities that have been put through a recent ARPEDIO assess- ment are discussed. This ensures that the teams focus on performing the tasks that has the biggest impact on moving opportunities


forward and


improving account relationships. Since doing so, Deloitte has


seen


improvements in sales efficiency, per- ceived credibility with clients, and a feeling of support and personal devel- opment for Account Managers. Since


VOL. 21 ISSUE 3 2019


starting to use ARPEDIO, the win rate has increased by 20-25 percent.


4. Mapping stakeholder relationships


Before introducing ARPEDIO,


Deloitte SAM’s mapped out stakehold- ers in notebooks, spreadsheets, with post-its – but mostly it was just done in the rep's own head! This approach was neither transparent nor effective for the rest of the department or organization. In strategic selling where leaders are very dependent on the relationships of their sales people, when a key rep leaves the company, his or her manager and colleagues will be left in the dark with no insights into the departed salesper- son’s customer relationships.


By using ARPEDIO Matrix, Deloitte


has developed a professional approach, where stakeholder maps are always available and always up to date, mak- ing relationship health transparent and making transitions of team members infinitely easier.


Implementation and lessons learned


Pedersen calls the implementation


of ARPEDIO tools “very easy”. It required only two to three workshops wherein ARPEDIO and Deloitte out- lined a best practice methodology based on industry and company culture. The hardest part, he says, has been to do with change management.


“Like any other new system change,


it requires new ways of thinking, which sometimes one can underestimate,” he says. “In my opinion, it is very important that we had the support of top management. Because if it is not anchored at the right level of the orga- nization, we all know that it won’t be a success. Leaders need to take responsi- bility for leading the implementation, together with their teams.”


Transactional Selling - Use case: Using ARPEDIO tools to automate the sales playbook


Don Lazzari, Founder of Delivering


Value, a US-based sales consultancy, has worked with the ARPEDIO tools since the beginning, seven years ago. Lazzari, who built his successful career by adopting and implementing sales processes that work, believes that if you find a process and follow it with disci- pline, you will win more deals.


ARPEDIO has become a funda-


mental part of Lazzari’s company’s activities, bringing standardization and transparency into the sales organiza- tions that he works with. It helps his managers follow a disciplined process, onboard reps quickly and coach them individually from the beginning to winning the sales opportunity.


As the external consultant, following


the sales process closely and acting as the manager, Lazzari believes the tool enables him to better understand his clients’ perspectives and pain points and coach accordingly. It makes it easy for him to stay “on top of the game” as accounts mature and deals develop.


This way of having clarity on the


entire sales process even makes it pos- sible to drill down and zoom in on each individual step of the process and investigate whether that part contrib- utes positively to the overall outcome. And if it doesn't, it's easy to change. That way your sales activities do not become outdated, even in a fast-moving and trend-dependent environment.


Use case: Bringing discipline to the sales process at a healthcare training provider


At Relias Learning, a healthcare met-


rics and assessments platform, Lazzari has helped to implement ARPEDIO tools to bring increased rigor to the company’s


sales activities. Lazzari VE L O C I T Y ® 2 5


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