A hardware sales force in a software world
Sellers quote boxes, customers buy outcomes. Sell the outcome your customer buys, not the box you build.
What you see
What is really happening
The products changed, the sales organization did not. Value selling, the go-to-market motion and incentives were never redesigned for software, services and AI. The sales force still sells what it learned to sell, and the customer pays for what it can count.
How we work on it
Segmentation, motion, channel and partner ecosystem for software, services and AI, next to the hardware business.
From feature pitch to business outcome pitch with the Challenger methodology: tools, training and deal coaching on real opportunities.
Incentives, pipeline reviews and KPIs that reward the outcome sold, so the change holds after the training.
What you get
A go-to-market design for software and AI, a sales team that sells business outcomes, and incentives and KPIs that keep it that way.
Typical KPIs: pipeline build and conversion, recurring revenue share, average deal size, sales cycle length, among others.
Form of engagement: Usually Build and Mobilize (MAKE and ADOPT), followed by an Advisory Retainer (TRANSFORM).
Read more
Packaging, pricing and the sales motion decide whether good industrial software becomes a business.
Questions
Value selling means selling the business outcome a customer buys, such as less downtime or faster commissioning, instead of the features of a product. The proposal starts from the customer's business case, not from the data sheet.
Because their go-to-market, their skills and their incentives were built for units shipped. Software and AI are bought on outcomes and paid for over time, which needs a different motion and a different reward.
Often, yes, provided the enablement happens on live deals and the incentives reward the new motion. Axiva Industrial works with the team you have.
All six starting points
Likeness: A. Geiss; AI image
One conversation.
Your thesis. Our proof plan.
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