Customer segmentation dictates sales strategy and engagement. While the fundamentals of sales process, discipline and execution remains the same, the nature of engagement becomes different across different segments.

For our various offerings, we follow a depth and breadth approach depending upon the segment of customers you would like to address.

In the case of the enterprise segment, we go deep to discover the depth and detail that can make you distinct and differentiated in your customer engagements.

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Irrespective of the segment for your customers, our range of offerings will build your set of capabilities for you to retire market potential faster.

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Better Enterprise Account Planning

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Failing to Plan is Planning to Fail

The least common denominator for planning is the Account. For a sales professional, their ability to meet quota is indexed on a strong pipeline, and the best source of a solid pipeline is thorough Account Planning. In several organizations, account planning is a customary Q1 ritual with some meetings, some pipeline generation, and some PowerPoint slides to be populated. This ritual has led to sellers questioning the value of the entire exercise that finally results in missed quotas and challenged customer relationships. There must be a better way.

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Our Approach

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How do we engage?

Account planning engagements involve the identification of specific accounts and account teams for the planning exercise.

The first planning session is led by our master facilitator using a coaching approach to drive the planning process for one identified account team. The managers observe the conduct of the session and take notes, so that one chosen manager can replicate the process for a different account later that day.

This cycle of observation and application is driven for multiple industries, so that the managers appreciate the nuances of facilitation and coaching across different industries and teams, to build a greater level of situational fluency.

Impact driven for customers

Managers who have experienced our account planning engagements talk about their ‘A-Ha’ moments when they realized that what they know is very different from what they should know. Principles of facilitation, structuring meetings and conversations, utilization of frameworks to facilitate stretch thinking are all elements that they find valuable.

Sales professionals who experience these workshops talk about discovering a new normal for the quality of their account plans. They also realize the impact of facilitated account planning that helps them focus on the customer rather than on the process. They are sometimes surprised about the quantum of opportunity that lies untapped with their customers. The joys of teaming and building accountability to customer outcomes are also exercises that transform how they think about teaming.

Organizations who invest in these Account Planning workshops are pleasantly surprised to see multiple millions of $s of additional net new pipeline. At Tripura, we have had the pleasure of running hundreds of these sessions across the globe and have generated close to $4 Billion in net new revenue for our customers

Customer Results - Case Study

The discipline to track planning to revenue

Recommended Resources for Sales Planning

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Q0 Planning: 5 Ways You Could Assess If You Have a Good Plan?​

Q0 Planning: 5 Ways You Could Assess If You Have a Good Plan?​

Most companies embark on a new fiscal in April. Keep your hand on your heart, and tell me if you have a solid plan as you move into the new fiscal? By the way, how will you know if you have a good plan? Allow me to share 5 ways you could assess if you have a good plan:
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Enterprise Deal Acceleration

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Of the many challenges facing sales organizations, the one of ‘hope-casting’ is perhaps the most frustrating. Sellers are not the only one to be blamed. Over estimation is an inherent human characteristic. When sales leaders understand this nuance of psychology, they can then look out for ways to remove the dysfunction of hope-casting.

It is our belief that deal qualification is the core of selling. Just as the strength of the core defines the strength of the human being, the strength of deal qualification defines the strength of a sales organization.

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Our Approach

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Most of our customer engagements stem after they miss their forecast either for the quarter or the half. We then subject the top 10 deals for the next quarter to flow through our deal coaching sessions, so that the opportunity pursuit teams can assess the quality of their qualification, identify risks associated with the deal and develop actions to mitigate the risks discovered.

In addition to these powerful outcomes, sales teams also realize the extent of their integration and the split of responsibilities required to secure the top deals.

Customer Results - Case Study

Traversing the journey from “hopecasting” to forecasting for one the largest software companies in the world

Customer acknowledgement testimonial

Recommended Resources for Sales Leaders like You.

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Deal acceleration in sales depends on building a customer-centric culture by creating value

Deal acceleration in sales depends on building a customer-centric culture by creating value

The customer is always king. Once you understand this, you will figure out everything! This is an age-old saying but it is always relevant in every business. If the customer is treated right and trusts you, your business will see a lot of deal acceleration and thrive. Lose their trust and fail to perform to their standards and they will leave you.
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Executive Customer Conversations Leveraging Business & Financial Acumen

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In physics, resonance is defined by the matching of frequencies that increases amplitude. In sales, the ability to resonate with customers is important for meaning and motivation to be established in the conversation. The lack of resonance is very easy to decipher – the lack of progress on deals is a surefire indicator of mismatch of frequencies in client conversations.

For sellers to make sense to customers they need to possess a foundation of three core capabilities:

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  1. The ability to talk the language of business and industry, broadly called business acumen
  2. The ability to talk the language of money, specifically called financial acumen
  3. The ability to talk the language of senior executives, loosely called executive conversations

How do we engage?

When customers discover a fall in pipeline volume, a decrease in velocity and a deterioration of quality that is when they reach out to us. Rather than spending time on internal reports, we spend time observing the quality of customer conversations. The extent of customer acknowledgement of the value and learning within the call is a leading indicator of the need to invest in capability building in business acumen, financial acumen, and executive conversations.

Our engagements are designed both as workshops for knowledge assimilation and as “real plays” for field application.

Clients who have experienced these engagements talk about increased access to decision makers, increased deal sizes and faster deal closures. They also talk about the levels of peripheral intelligence displayed by their field and the quantum of insights they bring back from their client conversations.

Customer Results - Case Study

Accelerating Client Value through Business and Financial Acumen

Customer acknowledgement testimonial

Recommended Resources to Help You.

How can your sales teams have CxO conversations and win deals faster

How can your sales teams have CXO conversations to nail the customer success process and win deals faster?

How can your sales teams have CXO conversations to nail the customer success process and win deals faster?

Imagine you are a CEO or CFO of a business getting a call from an unknown number. The number belongs to a sales rep who seems to be a bit vague about his offering and gives you very tentative answers. They focus more on selling their products and services rather than on your business growth.
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Value, Access, and Price Negotiations

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Good negotiation skills are not a substitute for poor selling skills.

Negotiation is often associated with price negotiation, while missing out on the more important components of negotiating for value and negotiating for access. If these two negotiations do not happen, it does not matter how good the price negotiations go, since your relationship will be commoditized. You will always be looked upon as a vendor as opposed to being a partner or an advisor.

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Our Approach

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How do we engage?

Typical client engagements start with their articulation of poor price realization in strategic deals. Clients see an increased usage of discounting, most often towards the end of the quarter, as a leading indicator of field incapacity to create and claim business value.

Our workshops keep active opportunities and negotiations at the center and then develop an approach to create business value in customer terms. This value is then leveraged to gain access to multiple stakeholders, so that a consensus on value is developed and the opportunity is morphed into an organizational business priority. The duopoly of value and access negate the need to negotiate for price. The ideal sales teams are those that make procurement a tick box exercise.

Knowledge without field application is sales hallucination. The ability to negotiate well, and throughout the sales cycle, is a fundamental skill that requires reiteration and reinforcement. We work through sales managers so that they can coach their teams on and off the field in their ability to apply the principles, practices, and disciplines of good negotiation.

Customer Results - Case Study

Building negotiation acumen for better value, access, and price

Customer engagement scenario

Recommended Resources for Sales Negotiations

4 Methods to Boost your Sales and How to Avoid falling into the discount trap

4 Methods to Boost your Sales and How to Avoid falling into the discount trap in B2B Enterprise Sales

4 Methods to Boost your Sales and How to Avoid falling into the discount trap in B2B Enterprise Sales

In sales, every day presents new scenarios and great learning opportunities. One of the most common objections one hears from customers is, “Can you give me a better price aka discount”?
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Enterprise Deal Orchestration

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Larger the deal, greater its complexity. Large deals are defined as those deals that are at the top 1 percent of the deal pyramid. Depending upon the nature of the industry and the customer, these can range anywhere between a million dollars and a billion dollars.      

For complex deals, pursuit teams are normally identified, and ownership assigned with the hope that they can collaborate and independently move the deal forward.

The definition, membership and ownership of pursuit teams does not guarantee its collaboration nor its ultimate success. The synthesis and sequencing or pursuit strategy is critical to make progress. Our engagements typically reside at the intersections and interfaces of these complex deal pursuit teams.

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Our Approach

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Our engagements seek to bring together these principles and practices and is designed to maximize the probability of success in complex deals.

Impact driven for customers

Customers who have worked through us on their complex deals are sometimes surprised how a critical set of insights could be differentiators that could set them apart. They are also grateful that their blind spots get exposed through our engagements. Some of their incorrect assumptions on value are also brought to light, all of which help them define and refine a better winning strategy.

Due to the nature, complexity and confidentiality involved in large complex deals, we are unable to share details publicly. However, we would be happy to discuss your specific needs with respect to your complex deal orchestration and acceleration.

Contact Us

Recommended Resources to Help You in Winning Deals

Does your sales team lack orchestration Heres how sales facilitation might save the day

Does your sales team lack orchestration? Here’s how sales facilitation might save the day

Does your sales team lack orchestration? Here’s how sales facilitation might save the day

As the year was closing, it was time for strategic planning at an IT MNC headquarters in Bangalore. Kumar, the Sales Enablement Head, presented the Bid-Win ratio and all hell broke loose in the conference room.
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Ensuring Customer Success in Enterprise Accounts

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The nature of customer relationships is shifting rapidly from transactional to transformational. This change has been accelerated by technology adoption and the reinvention of business models that now focusses on subscription and consumption.

Within the software industry, the challenge has moved away from license management to include life-cycle management. The customer now expects a virtuous cycle of continuous value addition that allows them to increasingly realize value and pay only for what they consume.

These two changes on the possibilities of technology and the business model change to consumption are driving a significant change in the design and engagement of sales models and sales organizations.

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Impact driven for customers

Customers use a couple of simple measures to track customer success

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Customer loyalty

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Revenue recapture because of their loyalty.

In some cases, we have helped customer gain a 25 percent uplift on their existing renewals for an overall revenue recapture of 125 percent.

We work with our customers to structure their relationships to orient towards value realization and design compensation and reward structures to focus on loyalty and revenue recapture.

How do we engage?

Traditional sales cycles focus only on the stages between value proposition, value proof and value purchase. The new normal requires the extension of this model to include value realization by the customer.

This means the addition of a few more stages in the sales process that includes customer deployment, value realization, value acknowledgement and net new opportunity generation.

Teams that have traditionally focused on customer support and deployment are now asked to step up to generate new opportunities from customers. This transformation of mindset and skillset is where our expertise lies.

Traditional mindsets resist any sort of business development, incorrectly labelling it as an affront to the customer relationship. These and many such other biases and self-limiting beliefs need to be overcome for traditional services organizations to transform into customer success operations.

It is not just the transformation of the services organizations. It is also the orchestration of these organizations with the sales organization which translates into true value. This orchestration is often assumed to be present but is absent in reality. When the virtuous cycle of sales, services and customer orchestration happens, only then does revenue recapture become a reality.

We help sales organizations to connect the dots between sales, services and back to sales. We help sales organizations connect the virtual loop between value proposition, value proof, value purchase and value realization. Sometimes we even design the set of sales stages so that there is a seamless flow between value creation and value realization.

Customer Results - Case Study

Customer success driving incremental revenue outcomes

Recommended Resources to Ace Customer Success

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Get the 5 R’s right for customer success

Get the 5 R’s right for customer success

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Explore our other engagement solutions

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Excellence in Mid-Market