How to create a compelling return on investment case

Duration 48 minutes: As a result of joining this event, you will know how to create ROI cases with your customers, which will enable you to be more confident in your business proposals.

Credit CPDEx:1.0

Tag(s) Business, English, Level 3, Sales Manager (first line), L4C2, L3C2, L3C3, L4C5

Description

Recommended audience

All sales professionals

Type of audience

UK and International

Description

How to create a compelling return on investment case.

Too few sales teams that we work with create compelling return on investment (ROI) cases with their customers, or even any kind to ROI at all. Yet none of the FD’s I have worked with (normally the economic buyer) will sign off significant investment without a compelling ROI.

We seem to leave the responsibility for creating the ROI with the customer. And then wonder why orders are delayed or fail at the last hurdle.

There are many dimensions to creating a good ROI case. Some are highly measurable but often they are less tangible. We'll talk about how to make these measurable.

We'll look at why creating the ROI with the customer is much more effective than turning up with a pre-defined ROI calculation.

Key takeaways

Why create a compelling ROI.
Turning the intangible benefits into tangible ROI cases.
How to work with customers to create one.

CPD Points

CPD Points: Two (when attending live) or one (watching the recording)

Presenter

John Toal FF.ISP, Director, Telleo Partners

I had an energising career building two private equity backed UK scale-up mid market technology companies, improving the performance of two £1bn American owned technology European sales organisations and more recently advising scale-up organisations.

On each occasion, with the team, we have set out a very clear sales growth plan of the where we wanted the company to be in a realistic timeframe. Each sales goal was ambitious and complementary to the plan. The results were financially successful companies that were great to work for.

Having a great plan is never enough. The fourth E of the GE business model is the most important. Execution of the plan.

The acquisition of new customers and development of new service lines is process driven, but not blindly mechanistic. With a clear idea of where you are going, understanding, developing and adopting your own customer journey and customer acquisition process will enable predictable delivery of that plan.