Presentation that focuses on selling new and innovative solutions more effectively. Topics include: * The latest research on what clients really want and what stands in their way of getting it * Leveraging the value of innovation in today's economic climate * Sales principles and practices to identify client needs, and effectively position creative solutions * Successfully addressing the internal sales challenges in market research firms with fresh solutions.

1. SELLING INNOVATION IN A
RISK- AVERSE CLIMATE
Bill Guerin, Partner
Cambiar, LLC
May 2009
1

2. Cambiar Overview
Founded 2004 as a change management consulting company dedicated
to the market research industry (both supplier and client side)
Principals all have senior management experience in various disciplines
in research and elsewhere
The company specializes in four main areas:
Strategy Human Sales
Transformation
Consulting Resources Performance
© 2009 Cambiar 2

3. Cambiar Team
• Managing Partner • Partner
• Also CEO, Peanut Labs and Editor-in-Chief, • Previously EVP Client Solutions at TNS and
Research World. senior management roles at Harris
Interactive, Total Research and PPL
• Previously Global CEO, NOP World and CEO
(Fortune 500 energy company)
of various WPP companies
Simon Chadwick Bill Guerin
• Senior Consultant
• Partner
• Previously VP Research and Consumer
• Previously Global Head of HR and Talent
Insights at Time, Inc; Senior Research
Management at GfK NOP; Global VP of
directorships at Unilever, Sterling Winthrop
Talent Management at Research
and Pfizer
International; Senior management positions
at Honeywell and Emerson Electric
Ian Lewis
Lock Collins
© 2009 Cambiar 3

4. Sales Performance Consulting Practice
We help companies improve individual, team and sales program
effectiveness through a broad spectrum of sales consulting services:
Sales Review and Assessment Services
Sales Program Development
Training & Development
© 2009 Cambiar 4

5. Unique Industry Perspectives on Sales
Since launching the sales practice in early 2007, Cambiar has…
Worked with 40 market research firms of all types and sizes
Conducted in-depth interviews of over 100 market research employees
and nearly 150 end clients on sales, marketing and client service issues
Assessed and trained 350 salespeople and account managers in
consultative selling and client relationship management skills
As a result, we have some unique industry perspectives on the state of
sales and account management and how to improve performance
© 2009 Cambiar 5

6. Grand
Unified
Theory of
Selling
It Takes GUTS to Sell!

7. Grand Unified What…?!
Grand Unified Theory – In
quantum physics, a type of field
theory that attempts to bring
together all fundamental forces
into a single framework
Grand Unified Theory of Selling –
Cambiar’s customized sales training
model for the market research
industry, which brings together the
best elements of a wide range of
sales principles and practices
7
© 2009 Cambiar

8. Why Some Innovate
Help move the business forward
Establish a new competitive advantage
Position myself as an innovator
Better, faster, cheaper research results
Advance my career
Necessity
Play to win
8
© 2009 Cambiar

9. Why Others Avoid Risk
Protect the business
Keep my job!
Rely on established and proven approaches
Better to wait and see
Position myself as prudent and reliable
Deliver valid research results
Ensure predictable costs and schedule
Play not to lose
9
© 2009 Cambiar

10. Principles of Selling
1. People buy for their reasons not yours
2. People make decisions emotionally and justify them intellectually
3. Motivations are both personal and business related
4. Sales process must address facts and feelings, business and personal
10
© 2009 Cambiar

11. Selling Innovation
Key to selling innovative solutions is to…
Establish credibility early in the process
Stress the benefits of the innovation in
ways meaningful to the client
Help the client fully experience the pain of
the current state
Address multiple need levels -- personal
and business, facts and feelings
11
© 2009 Cambiar

12. Sales Qualifying Criteria
Trust: The account knows and trusts you
Need: There is a significant client need for which you have a
competitive product or service to meet the need
Pain: The client feels the pain of the current need, is motivated to solve
the problem, and there is a sense of urgency to take action
Budget: The client has sufficient $$ to invest in solving the problem
Authority: You are dealing with the decision-maker or influencer
12
© 2009 Cambiar

13. IDENTIFYING NEEDS & PAIN

14. Identifying Needs and Pain
At the most fundamental level, client needs are a gap between what is
and what’s desired, and sales is about identifying and working with that
gap to move clients forward
DESIRED FUTURE STATE
CREATIVE
TENSION
CURRENT STATE
© 2009 Cambiar 14

15. Identifying Needs and Pain
An effective process for identifying prospect’s needs uses questions to:
Help the prospect articulate and understand the gap
Experience both facts and feelings surrounding that gap, including
the pain associated with the current state
Address both personal and business motives
© 2009 Cambiar 15

16. Identifying Needs and Pain
Types of Questions:
Permission – ask to ask
Closed-ended
Open-ended
Facts/Business – data, objective, tasks, functions
Feelings/Personal – human, subjective, personal thoughts, feelings,
opinions
Clarifying
Exploratory
© 2009 Cambiar 16

17. Portfolio of Questions
Type of Question Purpose Examples
Fact-Finding Data-oriented What was your business growth this past year plan?
Personal thoughts, How have these changes affected you and what do you think
Feeling-Finding
views, feelings about them?
Clarifying Check understanding Could you explain your last point in a different way?
Compare/Contrast Explore full range What's working well and what's not?
Causal Get at root cause Why do you think this is happening?
Implications Understand Meaning What does this change mean for you?
Why does it have to be that way? What if we looked at it this
Fresh Challenge assumptions
way?
If there’s only one thing you can do to improve performance,
Biggest thing Prioritize
what would it be?
Elaborate or provide
Tell me more Can you expand on your last point?
additional detail
Amplification Investigate extremes If this continued to get worse, what would happen?
Catch-all Anything else What aspects haven’t we explored?
© 2009 Cambiar

18. Identifying Needs and Pain
Questioning Guidelines:
1. Always ask Permission first
2. Use full portfolio of questions
3. Apply reflective listening techniques
Summary statements
Checking questions
Implication statements
4. Couple Fact/Business question with related Feeling/Personal question
5. Clients remember 70% of what they say and only 20% of what you say,
so have them repeat key information
6. Allow clients to experience the pain associated with their needs
7. Your job at this stage is to Ask, Listen, Reflect and Listen
© 2009 Cambiar 18

20. Identifying Needs and Pain
Gap Recap -- Summary to help the prospect focus on the gap:
1. Anything important not yet discussed?
2. Transition to summary
3. Summarize needs, highlighting Desired versus Current State
Facts and Feelings
Business and Personal
4. Check and confirm with client
On target?
What’s missing?
Most resonated?
Circle back to interviewing mode, as needed
© 2009 Cambiar 20

21. Gap Recap Example
Checking Question: Is there anything that’s important for me to know about
your current brand tracker that we haven’t already discussed?
Transition to Summary: OK if I take a shot at summarizing our discussion so
far?
Summary: Your current brand tracker is not producing the type of actionable
information you need to respond to the demands of your internal clients – and
your internal clients are frustrated with the declining value of the research in
helping them run their businesses.
After several attempts, your current provider hasn’t given you what you need,
and the situation has gone from bad to worse, with your personal credibility
increasingly at risk with your internal clients. There’s a lot on the line with this
project and you need to address it immediately.
Check and Confirm: How well does that capture what we’ve discussed so far?
What have I missed in the summary, especially concerning how this is impacting
you or your group? As you listened to the summary, what if anything jumped out
at you? Did it trigger any other thoughts or issues?
© 2009 Cambiar 21

22. DEVELOPING &
RECOMMENDING
SOLUTIONS

23. Developing & Recommending Solutions
1. Complete Gap Recap
2. Present the recommendation in SABE format:
Solution – a concise description
Advantage – How the solution responds to the need and solves the
problem
Benefit – What it does for the clients -- again on multiple
fact/business and feeling/personal levels
Evidence – How the recommended approach has helped others
with similar problems
3. Check and confirm with client
4. Ask for agreement and secure a commitment on next steps
© 2009 Cambiar 23

24. SABE Example
Solution: A description of what will be done.
With our recommended approach, we’ll continue to report on all the metrics your
organization is currently using to track and manage the brand, but we will add a qualitative
component each quarter to do a deep dive on some of the changing consumer views that
emerge in the quantitative study. We will then synthesize the qualitative results with our
quantitative analysis to generate a quarterly Key Insights & Actions Report, including
recommended actions to maintain and grow the brand.
Advantage: How the solution meets the need and solves the problem.
This approach will quickly deliver the actionable information your clients are demanding,
while also maintaining the continuity of the metrics you’ve been tracking for many years.
Benefit: What the solution does for the client, on fact/business and feeling/personal levels.
At the same time, in addition to solving the research need, you will re-position the Market
Research as a value-add partner to your internal clients.
Evidence: Others you have helped with a similar solution.
Last year Company X retained us on a very similar brand tracker and they have been
delighted with the results – last week the Brand Manager presented our report to the CMO
and it received rave reviews. I’d be happy to connect you with our main contact there to
discuss their experiences and similarities with your project.
© 2009 Cambiar 24

25. What Your Clients Say
About Their Needs & Pain
25
© 2009 Cambiar

26. Cambiar Taxonomy
Value Added
Level
Knowledge Management and
V Business Decision Support
Integration of information and insight
IV generation across multiple data sources
Insights across multiple studies
Design, analysis, reporting from this source
III and generation of insights
Insights from this study
Project Management, data processing
II and quality control
I Primary data collection
© 2009 Cambiar 26

27. “The Drive for Five”
Knowledge Management
Insight Integration
Strategic Impact
Design, Analysis, Reporting
and Generation of Insights
Project Management
Primary Data Collection
Time
27
© 2009 Cambiar

28. Drivers of Client Side Transformation
• Proactive, not reactive
• Insights, not reports
• Integration and expansion of
functions and influence
• Story-telling, not numbers
• Consultants more than researchers
• Embracing external, added-value
resources
• Anticipation and inspiration
© 2009 Cambiar 28

29. Your Clients Want and Need More From You
Based on 150 client-side interviews the past two
years, what your clients most often say about you
is…
• I didn’t know they did that…?!
• Give me more!
• Best of both worlds
© 2009 Cambiar 29

30. Final Thoughts
Your clients’ greatest pain is the need to
transform their MR function and bring
more value-add to their internal clients
You are uniquely positioned to help
Innovative solutions are crucial
Your job in selling innovative solutions is
to
Minimize the perceived risks
Maximize the expected gains
Help your clients experience the pain
of the current state
30
© 2009 Cambiar

31. bill@consultcambiar.com
215.262.4143
31
© 2009 Cambiar