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Q: SHOULD SELLING BE VIEWED AS A BUYING EXPERIENCE AND WHY

MARK: The buying experience is absolutely one of the most important parts of a salesperson’s job. Providing a good customer experience is not only the right thing to do, but beyond that, research shows that a great experience has a significant impact on whether or not someone buys from you.We’re in the B2B space, but we sometimes forget that we’re all humans. We all appreciate a sales process focused on helping us solve a real pain point or achieving a specific objective.

Q: WHAT ARE THE TOP WAYS COMPANIES CAN TRANSFORM SALES TO IMPROVE THEIR PROSPECTS' BUYING EXPERIENCE IN THE NEXT 12-24 MONTHS

MARK: Make the time to understand what it means to deliver an exceptional buying experience. Ensure your sales, marketing, and customer success teams have a realistic view of the experience your buyers have today. Then, think about how that can be improved.

How can you provide more value upfront? What insight or analytics can you offer to further your buyer’s goals and objectives? Can you make their lives easier? Can you help them be successful?  Once you understand those things, you can begin crafting a value story relevant to your buyer and help them communicate the potential impact of your offering to others within their organization.

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Q: HOW SHOULD COMPANIES DECIDE WHICH BUYING EXPERIENCE IMPROVEMENT INITIATIVES TO START WITH - ASSUMING THEY CAN'T DO ALL AT ONCE? 

MARK: Start by seeking to understand where there is friction in the existing buying process. Examine the buying journey through the lens of customer experience and align your selling process to deliver the right engagements and interactions. Why are accounts not growing?  Where are deals stalling or falling out? Take a more in-depth look at those to understand if there is a problem with building the right relationships, aligning to your buyer’s strategic goals, or positioning value.

The companies that understand how their customers like to buy and align their sellers and their technology to enable a consistent process with measurable outcomes are the ones best positioned to grow revenue.

Q: WHAT ARE YOUR TIPS FOR ENSURING THAT TECHNOLOGIES CONTRIBUTE TO THE BUYING EXPERIENCE IN MEANINGFUL WAYS? ​

MARK: First and foremost, you must have adoption of the technology for it to have an impact. Help your sales leaders develop a talk track that explains how a specific technology will positively impact the sales process and how it will help each person be successful.

Will it enable them to avoid tripping on blind spots that can become deal killers? Will it make it easier for them to navigate complex organizations? In both examples, pain is removed for both sellers and those they sell to – no one likes to waste time.

Measuring success is vital to understanding the return on your investment and increasing adoption. Tell that value story internally. Once sellers see the success of their peers, others will want to mimic it.

Areas we commonly see a focus on include improvement in deal size or velocity, increased account penetration of white space, and customer satisfaction scores.

Q: HOW DOES YOUR SOLUTION HELP SELLERS IMPROVE THE BUYING EXPERIENCE? 

MARK: Revegy’s revenue optimization platform helps sales organizations understand complex relationships within key accounts and understand how they can deliver value. Often in large organizations, there are competing interests or unclear paths to achieving goals and objectives. We empower our customers to increase visibility into those accounts, enabling sellers to deliver more value and proactively solve problems… which inevitably grows revenue and wallet share. 

Smart Selling Tools recently hosted a webinar with our customer, Genesys. It was exciting for me to hear from two of their sales leaders how their organization has benefitted from using Revegy.

Their favorite feature is the customer strategy map. They take copies to customers to validate what they know and uncover hidden areas. It also shows the customer they not only understand their business, but they are working to help drive success for their customer.  An unexpected benefit is that customers love the visual map so much they ask for copies of it to share internally! It has helped Genesys put customers at the center of their strategic plans, and now customers won’t even entertain conversations with competitors.

Beyond the core selling process, marketing, post-sales, and product management can access account plans. Everyone checks Revegy before a customer conversation to review documentation about the account. This has positively impacted the customer experience in that customers don’t have to experience the frustration of providing the same information repeatedly.

Q: What are some good resources if someone wanted to learn what questions to ask, what others are doing, or factors related to sales transformation?

MARK: I always encourage leaders to seek out and participate in networking and learning opportunities. Peer groups are fantastic for learning about new technologies or approaches.  We’ve recently begun hosting a regular customer-led “expert” hour where power users can share best practices, playbooks, and metrics they’ve found successful. 

Outside of user groups, LinkedIn is a great source to network and be inspired.  We share content aimed at helping companies drive meaningful change within their sales and account management programs.

We strive to stay on the front lines of how our market is evolving and are always open to having conversations. If you’re looking to optimize revenue from strategic accounts, please reach out to talk to us directly.

Mark Kopcha Circle

Mark Kopcha

President, Revegy

Revegy, a leading sales platform for key account revenue optimization, enables companies to visualize what’s going on inside their largest accounts by mapping people, priorities and progress. The only agnostic platform of its kind, Revegy is designed to work with any CRM and any sales methodology. More than 30,000 users around the world rely on Revegy to manage nearly $25 billion in revenue.