The Value Hypothesis
Opening the door to the C-Suite
By
Michael J. Nick
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The Value Hypothesis
© 2012 Michael J Nick
The Value Hypothesis
By
Michael J. Nick
Contact Information:
Michael Nick
President / Founder
ROI4Sales, Inc.
823 S Main St #202
West Bend, WI 53095
262.338.1851
www.roi4sales.com
www.roi4sales.com/blogs
Twitter @mjnspw
© 2012 Michael J Nick
Published as White Paper
All rights reserved. The text of this publication, or any part thereof, may not be reproduced in any
manner whatsoever without permission from the author.
Version 3.0
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© 2012 Michael J Nick
THE VALUE
HYPOTHESIS
If you have read The Key to the C-Suite already, you might feel as though we
never really help you, “open the door to the c-suite”. The Value Hypothesis is a little
something I held back in the book. Not on purpose, just because the publisher made me
turn over the manuscript before I was ready. So, as a bonus, here is the real ending to the
book and some insight into getting to the most difficult c-suite personnel.
Most B2B strategic buying decisions begin with an economic impact study by
someone inside your prospect’s organization. An economic impact study may consist of
many calculations that begin and end with one simple question, “What is the economic
impact on our financial statements?” Each major purchase that takes place in corporate
America will go through a certain amount of scrutiny. A finance person will look at the
cost in terms of cash flow, Internal Rate of Return (IRR), possibly Return on Investment
(ROI), or even Net Present Value (NPV). These terms should not be foreign to you if
your read the first chapter of, The Key to the C-Suite. Each metric reveals a story to the
financial person as to the economic impact a major purchase will have on their financials.
The Problem
As a sale’s professional the first of your problems at the start of a sale is that the
economic impact analysis is going on without your input. In other words, the finance
people are guessing your value (and cost) as they figure out their cost, return and impact.
To determine the estimated ROI, NPV, IRR or any other financial metric they need to
input the impact or estimated return. Obviously this is early in the sales process and there
are no returns yet. So, finance just, “plugs” an estimated return figure into there analysis
model hoping for the best results. In addition to hope, they have now established what
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could be considered a target return for all vendors they invite in for review. The problem
of course is the process is done in a vacuum with little or no input from the very vendors
they want to review.
Or worse yet, the process could be driven by your competitor laying a trap for all
other vendors. Your competition is using social media, white papers, outbound drip
marketing programs and more to make an impression on the c-suite as they go through
this process. In either case the process of estimating value prior to talking with vendors is
going on in the background.
The Bigger Problem
Hard to imagine you have a bigger problem, but you do. Have you ever been in a
sales situation and thought the deal was in the bag? Or, have you taken a prospect for
their word and spent a commission before the deal was closed? Who hasn’t right? We are
sales professionals and we are optimistic. We see the world in color while everyone else
sees it in black and white. Here is a troubling scenario for you to consider.
Your competition sends a document that consists of an estimated ROI Business
Case to a C-Suite prospect before they come on the market and solicit other vendors to do
business with. Their business case lays out the issues, pains and goals they will help
resolve, it includes an estimated cost and return. In addition they may include things like
expected IRR, ROI, NPV and more. They include charts and graphs, a complete picture
of what an investment will entail, and what they (the prospect) should expect in return.
Each metric that is included in their document for a CFO puts additional pressure on you
to respond when the time comes. What has happened here is they basically laid a trap for
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© 2012 Michael J Nick
all other vendors (including you) by participating in the economic impact study up front.
(Before it was even called an economic impact study.)
In addition, we are seeing sales vendors hire ex-bankers to help them deal with
the financing issues many of their prospects are facing. These bankers are able to look at
a value assessment model and provide insight into what we will call financeable value. In
other words they are looking at a value proposition and stripping out the value that a
financial institution would not provide funds to purchase. This unique insight has added
additional pressure on vendors to not only provide a value proposition, but a value
proposition that also includes a Business Case complete with detailed tangible,
intangible, CAPeX, OPeX and financeable value and savings. The ex-banker is looking
for value beyond the norm. For example, one of our clients sells commercial furnaces to
hospitals for a living, their basic value proposition is the energy savings and reduction in
maintenance costs they can provide. The extended value (financeable value for example)
could be the reduction in time it takes an operating room to adjust their environment. By
adjusting the environment quickly it allows for more operations to take place each day,
hence adding additional revenue to the value proposition. This is the type of information
the ex-banker is looking for. While the competition is selling energy cost and
maintenance improvements, our client is selling that and financeable value.
Your challenge will be having the tools to first collect the data, present the
findings and provide a complete economic value proposition picture. In addition, the
ability and knowhow to create a pre-emptive strike with a Value Hypothesis. A
dashboard type document that lays out issues resolved, current and potential on-going
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costs, estimated values delivered, and economic impact on any number of metrics
including, ROA, RONA, ROE, Earnings, Net and Gross profit, Cash flow, and more.
The Solution
It is not uncommon for sales and marketing to be at odds. In fact they are likely to
be more at odds than we would like to believe. However, in the end both groups have the
same goal in mind, sell more products and services. In the big scheme of things we look
to marketing to establish our branding, corporate messaging and generate leads. We look
to sales to generate revenue and keep our customers coming back for more. The place in
the sales process where these two groups overlap is critical. Specifically, sales and
marketing overlap performing demand generation. If marketing produces poor leads,
sales of course will not generate revenue. If sales takes a good lead and blows it,
everyone is out of work because there is no revenue.
Allow me to break this down in steps. At the beginning of a sale many of your
“suspects” don’t even realize they have an issue. It is your (and marketing’s) job to create
a demand or find hidden issues, pains or goals (Latent pain). This critical step in the
process really lays the groundwork for moving a sale forward.
KEY POINT: By educating your marketing team and building a tool that can
be used at this point in the sale (prior to becoming an active lead) you are able to
establish credibility, be the first to provide information your prospect will use to:
 Complete their economic impact study
 Compare other vendors
 And, firmly put you in the driver's seat
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If the tool is designed, built and delivered correctly, and marketing understands their role
is to set up the tool as a Value Hypothesis, then this technique will work well. If
however, it is not set up properly and you simply "dump" an excel spreadsheet on a
CFO, then you are sunk. Prospects do not want, “another excel spreadsheet”. They are
looking for quality content to use to make the most difficult strategic buying decisions. A
Value Hypothesis is a way to provide them with the tools to help.
Step 1
The first step in building a high quality Value Hypothesis is to completely
understand your value proposition and its economic impact on your prospects financials.
Begin with building a value inventory. If you don’t understand what this is, return to my
first book ROI Selling (©2004 Dearborn Publishing). In short a value inventory is a
matrix that includes the columns why buy, business issue, desired outcome, stakeholder,
solution, value metric, savings category and C-Suite Metric. This matrix will help you
understand your key values and provide the foundation for performing a financial
Business Issue
Desired
Outcome
Stakeholder
s
We need to develop
innovative products
Solution
Reduce, Avoid,
Increase
because we're
therefore, I want Engineering,
losing market share to increase market Sales,
share
Executive,
Finance,
Supply Chain,
Marketing,
We need our products because changing therefore, I want Engineering,
Finance,
to last longer
costs a lot of money to reduce the
for us and our
amount spent on Supply Chain,
customers
product changes IT, Ops,
Building products Increase
your competitors revenue
cannot
We need to improve
product reliability
History of design
of highly reliable
products,
monitoring and
proactive mgmt,
image mgmt
Pre-validated
solutions
(roadmap), cloud
hosting
We need to reduce
time to market
because downtime
costs our customers
money, goodwill,
and long term
business
therefore, I want
to reduce the cost
associated with
downtime
Engineering,
Executive,
Finance,
Supply Chain,
Service, Ops,
because we will
lose market share
therefore, we want Sales,
to capture market Executive,
share
Finance,
Supply Chain,
Engineering,
Marketing,
Change control
Value
Metric
Unique
Why Buy
New sales
Y
Reduce cost Labor,
Regulatory
N
Reduce cost Downtime
N
Reduce
costs and
Increase
revenue
Production
and
engineering,
New
business
Y
Relevant
discovery. Below is an example of a Value Inventory.
C-Suite Metrics
Profit, Payroll as % of
Rev, Sales / Employee,
EBITDA, Ret. On material
Y
Margin %,
Operating costs, Dir. Labor
as % of sales, Warranty
cost reductions, End of
Y warranty service cost,
replacement cost, fewer
units that have to be built
Service costs as percent of
rev., Return on R&D
investment, Operating
Y
Cost, Training costs
Y
Earnings, ROA, Operating
Costs, Frees up investment
funds
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© 2012 Michael J Nick
Step 2
Identify between five and ten issues that you typically resolve and display them
on a page with a brief description beneath. This is your introduction page. When your
prospect sees this page they will be able to identify with some of the issues they are
facing. This is a key point and is driven by the accuracy and completeness of your value
inventory document.
Step 3
On the next page build a chart displaying each of the value propositions with an
estimated (on average) economic impact. For example, in our earlier example we
discussed the impact of a new furnace on both utility bills and potential revenue
improvements from a quicker turnaround in the OR environment. Each of these would be
line items, and they would display an average impact based on historical success. Be sure
to preface the section with a paragraph explaining the numbers are or percentages are just
estimates based on size of company, typical returns, etc. Note, all you are trying to do is
establish some baselines to have a discussion and move the sale forward. See our
example in at the end.
Also on this page include graphs or charts depicting the data you are displaying.
A picture is worth a thousand words. Don't miss this opportunity.
If you did your research on this company beforehand and used a tool like
Sageworks (www.sageworksinc.com) you will have the industry average for up to 25
metrics. You discuss best practices and how you can bring them in alignment. You can
compare their numbers to the norm in categories like, net profit, gross profit, DSO's, Debt
to Equity, ROA, ROE and more. By setting up a scenario that makes you the expert in
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© 2012 Michael J Nick
best practice, you will be looked upon more of an advisor than as a sales professional.
Bottom line, do your homework and use the tools in the market to gather the data you
need to make yourself look different.
Step 4
I recommend you take a look at your economic impact potential on their Balance
Sheet and Income Statement. Build a hypothesis on revenue impacts, expense impacts
and solution cost. These three components will net a, "Cumulative increase" displaying
your economic impact on their financial statements. For example:
Step 5
Lastly we like to look at one other chart. We call it the Life Cycle Summary. This
chart consists of several lines. First, the Debt Service. This is the cost of a solution over
the course of the life of the solution. If for example they were purchasing a furnace, it has
a useful life of 20 years. However, the debt service (when it will be paid off) could be in
10 years or less. So once the payments are made the value continues over the useful life
of the furnace. Include on this graph your value proposition from earlier extrapolated out
over the life of the deliverable.
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For example:
Note the orange line is the debt service and it ends after 12 years. The value
however continues to the 20 year mark.
A Value Hypothesis is more than just a preemptive strike on a sale. It will provide
your prospect with:

A list of issues they may or may not know they have and can identify with

A baseline figure for value they should expect to receive

An idea as to the short term and long term investment

Possible economic impacts they had not figured out yet

Information they can use to evaluate other vendors (lay a trap)
Develop a Value Hypothesis template and perform research on each prospect you
wish to use the concept. Your research can be looking at their annual report, financial
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© 2012 Michael J Nick
statements or simply a Google search that nets you an article where an executive might
be talking about expanding their operations.
Finally, the information and format from the Value Hypothesis can be used later
in your Business Case. Except on the Business Case, use confirmed information.
The last step is about delivering the Value Hypothesis. I believe it is important to
deliver the document in a special envelope. In other words use FedEx, UPS or the US
Postal service flat rate envelopes. In the envelope include the following:




Letter explaining the document and listing trigger events
you resolve
One datasheet / brochure – only one!
Hand written note that basically says you will call
tomorrow at 2PM (be sure to call)
Business Card
It is very important to prepare this document with the idea of elegance in mind.
Use high quality paper, check spelling, use plenty of graphics and be sure to use
competitive analysis. The buyer wants to know you did your homework and made the
effort to help them, inform them and educate them.
Below is an example of a Value Hypothesis. You can interchange sections, use
some and don’t use others. We tried to include several different examples for you to
better understand the options.
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Value Hypothesis Sample
The following Value Hypothesis is designed to display the most critical areas of concern that we can impact. We include typical value estimations and financeable value like creating added revenue in your operating rooms by adjusting temperatures faster. Below are summaries for cost reductions and other revenue generating opportunities. Status Quo & Decision Delay Analysis (5 years)
Project Summary - 5 Year Analysis
Total project investment:
$3,058,000
Total estimated economic impact:
$10,688,583
$43,183,757
Current cost of status quo:
$23,662
Daily cost of status quo:
$37,082,069
Revised cost of status quo:
Investment $3,058,000
$15,000,000
Economic Im #########
Estimated days for decision delay:
$10,000,000
90
$150,100
Decision delay cost:
$5,000,000
Utility Cost Analysis Trends
$0
Investment
Economic Impact
Current Utility Cost per Sq. Foot:
Financial Economic Impacts ‐ Metric Analysis
Net Present Value: (NPV)
$7,192,892
$7.36
Market Avg. Four years ago:
$5.60
$5.62
Three years ago:
$5.86
$5.85
Two years ago:
$6.46
$6.42
Last Year:
$6.89
$6.80
Discount Rate: 2%
Return On Investment (ROI)
75%
1.4
Calculated payback period: (Years)
Year over year change in utility cost per square foot:
Actual payback period will depend upon payment schedule
Impact Category
Total revenue impact:
$7,859,168
Total expense impact:
$5,887,415
Utility cost reductions:
$3,058,000
HAI cost reductions:
Total solution cost:
6.31%
Summary Impact ‐ Five Year Analysis
Financial Economic Impacts ‐ Balance Sheet
Economic Impact
Economic Impact
$3,275,045
$443,405
Reduction in readmission costs:
$91,503
Operating expense cost reductions:
$224,236
$10,000,000Revenue Imp$7,859,168
$8,000,000Expense Imp $5,887,415
Investment $3,058,000
$6,000,000
$4,000,000
$2,000,000
$0
Series1
Revenue Impact
Expense Impact
Investment
$7,859,168
$5,887,415
$3,058,000
Clinician and Physician turnover cost impacts:
$2,067,500
Operating Room Revenue lost / recaptured:
$7,859,168
Total Economic Impact:
$13,960,856
Summary page example. Each section can be interchanged with your particular
information.
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© 2012 Michael J Nick
Typical Investment Analysis
Below is a five year breakdown of a typical investment. Each category is an approximation as to the actual costs. Item Description
Year One
Year Two
Year Three
Year Four
Year Five
Total Investment
Chiller: $850,000
Controls:
$625,000
Lighting:
$175,000
$80,000
$125,000
$115,000
$115,000
$610,000
Security:
$300,000
$150,000
$125,000
$125,000
$100,000
$800,000
$35,000
$35,000
$35,000
Internal Labor:
$850,000
$625,000
$105,000
Expenses:
$8,000
$8,000
Travel:
$15,000
$15,000
Training:
$25,000
$25,000
Debt Service:
Other:
$1,998,000
Chiller: Controls:
Lighting:
Security:
Internal Labor:
Expenses:
Travel:
Training:
Debt Service:
Other:
$5,000
$5,000
$5,000
$5,000
$20,000
$270,000
$290,000
$280,000
$220,000
$3,058,000
$850,000
$625,000
$610,000
$800,000
$105,000
$8,000
$15,000
$25,000
Chiller:
Controls:
Lighting:
$20,000
Security:
Internal Labor:
Expenses:
Travel:
Training:
Debt Service:
Other:
Typical investment page – use a graphic to show the investment breakdown.
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© 2012 Michael J Nick
Trending Analysis
The Value Estimation by category is an average over five year period. We totaled the costs and estimated deliverables and divided them by 5 years to display an average. The cost of status quo includes typical costs and estimated values delivered, and the Cost / Sq. Ft. is based on estimated increases in energy costs over 5 years compared to industry best practices. Estimated Impact by Category
Cost of Status Quo / Decision Delay
Average annual cost for energy: (Status quo)
Revised average annual energy cost: Average annual improvement:
$6,550,089
$5,895,080
10.0%
Average annual cost from HAI: (Status quo)
Revised average annual cost from HAI:
Average annual improvement:
$659,536
$570,855
13.4%
Average annual readmission costs: (Status quo)
Revised average annual readmission costs:
Average annual improvement:
$93,297
$74,996
19.6%
Current cost of status quo:
Average daily cost of status quo:
$43,572,003
$39,792
Revised cost of status quo:
Revised daily cost of status quo:
$37,439,851
$34,192
Value delivered each day:
Investment per day:
$5,600
$1,676
$3,058,000
$3,925
Calculated cost per day for status quo:
90
Number of days for decision delay:
Cost of decision delay:
$346,541
$301,694
12.9%
Average annual turnover costs: (Status quo)
Revised average annual turnover costs:
Average annual improvement:
$1,064,937
$645,344
39.4%
Average revenue lost each year: (Status quo)
Revised average revenue lost each year:
Average annual improvement:
$16,216,686
$14,644,852
9.7%
Utility Cost per Square Foot (Averages)
$7.36
6.31%
Current utility cost per square foot:
Average year over year change in utility cost:
$14.00
$12.00
$10.00
Axis Title
Average annual operating costs: (Status quo)
Revised average annual operating costs:
Average annual improvement:
$353,207
$8.00
Current
$6.00
Revised
$4.00
Best Practices
$2.00
$0.00
1
2
3
4
5
6
7
8
9
Trending comparisons to status quo and the market potential. Pay close attention to cost
of status quo and cost of decision delay. The best practices chart is an option that could
be replaced with something like a Debt Service chart (Shown further down below)
Here is the best practices chart exploded for you to see the detail and optional titles.
Best Practices ‐ 9 year Summary
$14.00
$12.00
Cost / Sq. Foot
$10.00
$8.00
$6.00
$4.00
$2.00
$0.00
1
Current
Revised
2
Best Practice
1
$7.83
$7.33
$7.45 3
2
$8.32
$7.80
$8.00
3
$8.85
$8.29
$8.234
4
$9.40
$8.81
$8.67
5
5
$10.00
$9.37
$9.25
6
$10.63
$9.96
6
$10.00
7
$11.30
$10.59
$10.50
8
$12.01
$11.25
7
$11.00
9
$12.77
$11.96
$11.75
8
9
Current
$7.83
$8.32
$8.85
$9.40
$10.00
$10.63
$11.30
$12.01
$12.77
Revised
$7.33
$7.80
$8.29
$8.81
$9.37
$9.96
$10.59
$11.25
$11.96
Best Practices
$7.45
$8.00
$8.23
$8.67
$9.25
$10.00
$10.50
$11.00
$11.75
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© 2012 Michael J Nick
Five Year Analysis
Below is a 5 year summary followed by detailed analysis by savings category. See details below. For year 3 ‐ 5 we used the multiplier from your Discovery to determine cost and value analysis.
Project Category Summary - Average Annual Cost / 5-Year Period
Avg. Annual Cost
Revised Annual Cost
% Change
$6,550,089
$5,895,080
10.0%
Hospital acquired infections savings:
$659,536
$570,855
13.4%
Readmissions savings:
$93,297
$74,996
19.6%
Operating cost savings:
$346,541
$301,694
12.9%
Turnover and recruiting savings:
$987,288
$573,788
41.9%
$8,636,751
$7,416,414
Cost Savings Category
Utility cost savings:
Summary Totals:
Average Annual Lost Revenue / Year
Revenue Savings Category
Revenue lost each year due to physician turnover, dissatisfied customers surveys & wait times for OR physical environment to change:
Reduction / Year
% Change
$14,644,852
$16,216,686
9.7%
A simple 5-year analysis of typical average cost versus revised cost and percent change to
expect by category of cost savings.
Project Details - Turnover Cost Analysis / 5 Years
Cost Reduction Savings Categories
Calculated cost reduction for clinician turnover:
Calculated cost reduction for non‐clinical personnel turnover:
Calculated cost reduction physician turnover due to physical environment:
Current turnover costs vs. Revised turnover costs:
Year One
Year Two
Year Three Year Four
Current:
$6,500
$7,030
$8,422
Revised:
$650
$703
$850
Current:
$131,913
$134,546
$143,000
Year Five
Totals
$9,200
$10,358
$41,510
$975
$1,245
$4,423
$158,000
$178,512
$745,972
Revised:
$98,935
$107,637
$121,789
$127,585
$135,005
$590,951
Current:
$275,000
$550,000
$1,005,201
$1,257,002
$1,450,000
$4,537,203
Revised:
$220,000
$385,000
$562,987
$678,008
$785,352
$2,631,347
Current:
$413,413
$691,576
$1,156,623
$1,424,202
$1,638,870
$5,324,684
Revised:
$319,585
$493,340
$685,626
$806,568
$921,602
$3,226,721
Turnover Cost Analysis
$1,800,000
$1,600,000
Current
Turnover Costs
$1,400,000 StatusQuoC $319,585
$1,200,000
RevisedCos $319,585
Year1
$413,413
$319,585
Year2
$691,576
$493,340
Year3
Year4
Year5
$1,156,623
$1,424,202
$1,638,870
$685,626
$806,568
$921,602
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Current
Year 1
Year 2
Year 3
Year 4
Year 5
Status Quo Cost
$319,585
$413,413
$691,576
$1,156,623
$1,424,202
$1,638,870
Revised Cost
$319,585
$319,585
$493,340
$685,626
$806,568
$921,602
Five year trend analysis chart displaying the cost of status quo versus your value trend.
Very effective visual chart.
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Cash Flow Analysis
Below we analyze cash flow over a five year period
Cash Flow Category
Year One
Year Two
Year Three
Year Four
Year Five
Totals
($1,998,000)
($270,000)
($290,000)
($280,000)
($220,000)
($3,058,000)
Revenue improvements:
$352,000
$582,000
$987,552
$1,152,354
$1,458,721
$7,859,168
Cost reductions:
$219,254
$487,215
$952,000
$1,145,876
$1,687,542
$4,491,887
($1,426,746)
$799,215
$1,649,552
$2,018,230
$2,926,263
$5,966,514
($627,531)
$1,022,021
$3,040,251
$5,966,514
Investment:
Periodic net investment:
Cumulative return:
Economic Impact Analysis
$18,000,000
Year One Year Two
Cumulative I $1,998,000 #########
$14,000,000
Revenue Imp $352,000 $934,000
$12,000,000
Cost Reductio
$219,254 $706,469
Economic Impact
$16,000,000
Year Three
$2,558,000
$1,921,552
$1,658,469
Year Four
$2,838,000
$4,532,627
$4,491,887
$280,000
$220,000
Year Five
$3,058,000
$7,859,168
$4,491,887
$10,000,000
$8,000,000
$6,000,000
$1,998,000
$270,000
$4,000,000
$290,000
$2,000,000
$0
Cost Reductions
Revenue Impact
Cumulative Investment
Year One
Year Two
Year Three
Year Four
Year Five
$219,254
$706,469
$1,658,469
$4,491,887
$4,491,887
$352,000
$934,000
$1,921,552
$4,532,627
$7,859,168
$1,998,000
$2,268,000
$2,558,000
$2,838,000
$3,058,000
Cash flow summary – We like to include revenue improvements, some of our clients do
not.
Lifecycle Debt vs. Lifecycle Value
$160,000.00
$140,000.00
$120,000.00
$100,000.00
$80,000.00
$60,000.00
$40,000.00
$20,000.00
$0.00
Curr
ent
Year
1
Year
2
Year
3
Year
4
Year
5
Year
6
Year
7
Year
8
Year
9
Year
10
Cummulative debt
$0
$1,156 $2,538 $4,312 $6,126 $7,982 $7,982 $7,982 $7,982 $7,982 $7,982
Cummulative savings
$0
$842,9 $1,775 $3,160 $4,576 $6,015 $7,526 $9,112 $10,77 $12,52 $14,36
This is a debt service chart, too often we include payback period but fail to make the case
for all the value that comes after the payback period.
Page | 16
The Value Hypothesis
© 2012 Michael J Nick
About the author
Michael J. Nick
is president and founder of ROI4Sales, Inc. and author of ROI Selling
(Dearborn ©2004), Why Johnny can’t sell (Kaplan ©2008), The Key to the C-Suite (Amacom
©2011) and his latest eBook Why Johnny STILL can’t Sell. He is a nationally recognized expert in
ROI, TCO, Value Estimation and conducts several public workshops and seminars throughout the
year. He has published several white papers on ROI including; ROI in your Sales Process, ROI after
the Sale (360 Degree ROI), The ROI on ROI, and the most popular paper and title of his book, “Why
Johnny Can’t Sell.
Michael’s work has been written about and published in national publications including Software
CEO, Software Success, Sales Recruits.com, Sales and Marketing Management Magazine, Selling
Power, and The SalesAdvantage. His nationally acclaimed book ROI Selling received rave reviews
and is currently being translated into several forms or Chinese, Russian and Spanish. As a member
of the National Speakers Association, he is a featured speaker at major industry events including
Software Business, SLAM, Integrity Selling, Marketing Executive Networking Group (MENG),
Software University, Chicago Software Association, Marketing-Profs, Software Success Selling
series, Selling Across America, Sales Rep Radio, NetBriefings, CanDoGo Radio and a frequent guest
on several SPI sales seminar workshops.
His expertise has extended internationally with companies like Oracle, Great Plains, Hewlett
Packard, AutoDesk, Compuware, MacGregor, Rockwell Automation, GEAC, CheckFree Corporation /
Fiserv, Comdata, TSYS, NextGen and S1 Corporation and has 1,000’s of sales professionals
worldwide using ROI Selling techniques from ROI4Sales, Inc.
Michael can be reached at: ROI4Sales, Inc. 823 S. Main Street #202, West Bend, WI 53095
262-338-1851, [email protected] or visit the website at www.roi4sales.com.
Michaels new eBook, Why Johnny STILL Can’t Sell available in the eStore at
www.estore.roi4sales.com
Page | 17
The Value Hypothesis
© 2012 Michael J Nick