Margo: 00:01 Welcome to Sales Leaders Talks brought to you by Callpage. This podcast is for sales and marketing leaders who want to lead their people to success, do more, better and faster each day. Our guests are experienced sales and marketing experts who share their secrets and strategies on everything from team coaching and leadership to marketing and sales tech solutions. Before we move forward, ask yourself this question, "Do you want to excel as a leader and help your company grow?" If your answer is yes, let's get started.
Margo: 00:39 Welcome to Sales Leaders Talks brought to you by Callpage. This podcast is for sales and marketing leaders who want to lead their people to success, do more, better and faster each day. Our guests are experienced sales and marketing experts who share their secrets and strategies on everything from team coaching and leadership to marketing and sales tech solutions. Before we move forward, ask yourself this question, "Do you want to excel as a leader and help your company grow?" If your answer is yes, let's get started.
Margo: 01:06 Hi, Marcus!
Marcus: 01:07 Hi!
Margo: 01:08 Welcome to Sales Leaders Talks today.
Marcus: 01:10 Thanks for inviting me.
Margo: 01:11 So Marcus, you are training for Sandler Training for a long time. So how did you happen to be in sales? How did your career start and how did it develop?
Marcus: 01:21 I always wanted to run my own business, but I ended up being failed by accident. I was at university and I made it a job, got into through a network marketing program, selling fittings for taps and air filters and things like that. I really fell in love with selling, it was more of an accident than on purpose. And then got into selling advertising and recruitment, then software and professional services and stumbled across Sandler about 15-16 years ago. So that was my journey.
Margo: 01:58 So you have this privilege and this opportunity or this occasion to talk to different sales reps who represent different organizations and definitely sell different things. So how do you identify great talents, uh, or how do you help those people who are poor achievers who are poor performers in sales organizations how to do their job better?
Marcus: 02:21 Okay. Well, I'm a firm believer that no one pops out of their mother's womb able to sell. It's an acquired skill and therefore it can be learned. I've worked with people who were written off as being no-hopers and they end up doing 200, 300, 400, 500% of target. So I think if someone has the will, which is more an attitude, to learn and they're willing to go through the pain of learning, then that's actually remarkably feasible. The challenge is that very often people are looking at the wrong end of the problem. So what they're trying to do is they are so focused on measuring the results that they don't focus on the thing they can control, which is behavior. So it's really important to understand what to measure, looking at the leading indicators, focusing on the behaviors that make the difference. And I've worked across 450 different segments of the market.
Marcus: 03:24 Everything from multi-billion dollar defense contracts to spiritualists on their first day. Weird stuff like matchmaking, female fantasy fulfillment coaching. I mean, of all the things that I would be involved in, I figured that wouldn't be it. And every form of IT, professional services, accessories, accountants, lawyers and architects and the problems are all the same, because the problems typically come out of the six inches between your ears. It's what you believe you can and can't do. It's understanding that it's your responsibility to prospect and fill the pipeline and to do stuff that's difficult and uncomfortable, like asking awkward, insightful, challenging questions to talk about money. And one of the biggest obstacles I see just salespeople success if they're uncomfortable talking about money. If you're uncomfortable talking about money, get the proper job, don't get into sales.
Margo: 04:31 So you've talked about that, uh, some, some kind of patterns that we can identify among high performers in sales departments. So how could sales leaders, or let's say sales managers could go deeper into these patterns and really learn from different cases, what tools can they use? So at least which kind of strategies can, can they use?
Marcus: 04:52 It depends on the nature for sales job because obviously very different types of sales job. There is channel selling, which I believe is the most complicated and most difficult type of sales role. And those are the competencies for that are closer to a general manager or a chief executive than a sales manager or senior salesperson. You have enterprise sales people and they're really more strategic. It's really more about the planning, the strategizing, understanding the broader business issues, being able to manage resources that you don't necessarily have direct control over, being able to strategize and be able to feed the future within the account. Then you have a new business hunter now for a new business, something you're looking at things like ambition and drive and ability and willingness to take action. They take responsibility. They prospect that is crucial for a new business, control and close.
Marcus: 05:58 They are coachable, they're curious. They have intelligence, they've got a good work ethic, and then you have account managers. They need to be really relationship-orientated. They need to be embedded within the account in different levels. So I think there are certain tools that we use. So we use Extended Disc which looks at a communication style and looks how people behave differently under pressure and gives people clues as to how they need to modify their behavior based on the person that's in front of. We use another psychometric profile by Extended Disc that looks at their excuses and what are the excuses they're likely to come up with so that you can coach those out of them or identify quickly whether they should go any further. The StrengthsFinder by Gallup I am very fond of, because your strengths are really your development areas. And I've often found that by understanding someone's strengths, I can work around their weaknesses and then the divine inventory, looking at their propensity for being a new business, unique value sales person, account sales person, commodities sales person or consultative sales person.
Marcus: 07:16 And then combine that with evidence based on what they do. Um, creating a cookbook, a behavioral cookbook that works backwards from that end target to where they are today and breaks that down into the behaviors that the salesperson can control. And the manager can measure and track because accountability is an internal force that comes from the sales person themselves. The sales manager needs to be a great coach. And so having a cadence of coaching and accountability is really critical. And I've seen average sales teams with fantastic sales managers who coached that team to success. I've seen great salespeople with atrocious managers who have gone from being stars in one company to join the team with a terrible manager and they don't even perform as an average person. So it's a combination of all of those things.
Margo: 08:20 Yeah, yeah. I've been talking to different sales leaders and this show, they say that their salespeople who they are hiring are some kind of smart people. That's, that's quite general, a general approach and a general description of a sales candidate. But still there is something in that because as you mentioned, there is this kind of profiles that salespeople have to learn and they had to react really fast. So this skill can be acquired and with practice and also with some, they have to nail people really fast. And also nail the organizational processes and the structure quite fast to understand who is a decision-maker and for some people take some time to understand while for some it comes like a natural flow. Do you agree with that?
Marcus: 09:08 Systems will set you free. For the first 17 years of my career I pushed back against systems and thinking that they were going constrain my creativity, what a lot of rubbish. Systems free up more time than you can possibly imagine. You can be as creative as you like within them, so within our selling methodology, we use a submarine as a metaphor where we do bonding and rapport. We diagnose what the problem is and we build a contract with the prospect around what problems they need to fix, how willing they are, why it's important, what their budget is in terms of commitment, resources, access, financials and time. Look at the decision-making cycle, who's involved, when, where, how, what and so on. And you develop a contract, then you can form the statement of work, then you present back your solution and they then close themselves and you make sure they're not going to back out and you get referrals. Within every step of that you have as much creativity and freedom as you'd need, but if you fail to follow that syntax, the order in which things are done, then you're backing 300 million years of evolutionary hard wiring in someone's brain.
Marcus: 10:23 Why would you do that? It's just not going to work. So systems are really important. I challenge the intelligence piece, not because intelligence among salespeople is a bad thing, but I don't think it's necessary for every type of sales role. I think people have to be committed, they have to want to improve, cause I've known lots of very intelligent people who couldn't close a wet paper bag because they didn't have the commitment there, their will wasn't there. When Darwin was talking about survival of the fittest, he was talking about whoever can adapt best to the current environment. And there's different types of intelligence. Some people have fantastic emotional intelligence, other people are very academic, some are better process-orientated, and I think you need mix of those as you build your team. And the mistake people make is they have this one-size-fits-all.
Marcus: 11:21 I don't think that's the case. I think buyers will buy more from the people who are like themselves. Now the best salespeople are like chameleons and they can adapt, but sometimes depending on your industry, so for example, if you're selling to very detail-orientated people, having a bunch of salespeople like me in my natural state probably isn't a good idea, because I'm very good at the bigger picture. I can get down to the detail, but I've had to learn that over the last 30 years, you'd never have hired me for that role when I was early in my career.
Margo: 12:03 So they're all of sales managers and sales leaders in general is to give us the strategic picture and also looking and analyzing big things in organizations. Having broad understanding of a sales process.
Marcus: 12:18 Partly I think, but sales managers have two functions: hire the best people and get the best out of them. That's it. Everything else is just fluff. Now getting the best out of them means you have to know what's happened, where they are and where they're headed and what they need to adjust. Getting the best out of them means coaching. It means working people out of the organization. If they're not going to adapt, it means building a bench of candidates so that you've got five ready and waiting for every job that you currently have headcount for. So that if someone leaves the only takes you two or four weeks to fill the vacancy. So you've got time to onboard them. But again, most managers in sales used to be top performing salespeople who then got promoted and those skills aren't transferable.
Marcus: 13:14 Being a good sales person doesn't mean you're a good manager. I have some great managers as clients who weren't actually fantastic salespeople, but they're outstanding managers and they're getting, you know, in four months we've been able to go from 40% variance in their forecast to 0,5% and they’re growing 29% a quarter. Now we're with a great salesperson who doesn't know how to transfer that skill that's not going to happen. So managers really need to understand that people, they need to understand where they're headed. They need to be thinking, okay, if I'm going to grow my territory next year, do I have enough coverage because I might need to get another six new sales reps every quarter? So I need to be interviewing and recruiting every day. And these are the kinds of things that average and weak managers don't even contemplate, because they're all very reactive. And I described them as being Chief Fire Officer and arsonists.
Margo: 14:18 Yeah. So you mentioned about the forecasting and making it more kind of precise. So what aspects of what variables can affect the forecasting? What can make it more precise and how leaders can affect that?
Marcus: 14:33 The first thing is to fix which metrics matter. What are your leading indicators? So the most basic ones are what's going into the top of the funnel. Now that's not the number of dials, that's just activity. What matters is number of daily unique effective conversations. So how often do your sales people pick up the phone, get past the gatekeeper, get in front of or speak to the decision-maker and puts in place and agreement that they're going to deliver their thirty-second commercial what most people feel like an elevator pitch but better. With an agreement that at the end they will either invite them in or they will hang up. Now it can be by phone, it can be through referral, it can be through networking, it can be through content marketing.
Marcus: 15:29 But pipeline, every salesperson's job is prospecting. You prospect for choice. And that brings me to the next metric, which is the velocity. If you end up, this is the non PC version of pipeline management, your pipeline should look like a G-string. Okay? So it will be wide at the top and then very narrow and highly qualified at the bottom. The problem is that most sales people's pipelines, if they're full, tend to look like a full nappy because they're wider, tall and wide at the bottom. And that's what my mentionable stuff at the bottom. And the problem is that they're not disqualifying hard enough and they don't disqualify hard enough because they haven't gotten enough at the top. And so they need every deal. They want to look on paper or on the spreadsheet and the forecast, like they're busy and they're active. But being busy means that more often than not they're busy.
Marcus: 16:23 And then the third piece, so unique effective conversations, velocity. Uh, so how quickly this stuff move through the pipeline and is it always moving forward or are they spinning their wheels? So are we advancing or continuing? Continuation is bad. Advancement is good. And the third metric is the volume of qualified prospects moving to closable. So a suspect is anyone who can fog a mirror, they still have a pulse that goes into forecast. It's 0% in my world. Prospect is someone who's in your target market, has the pain or a problem you can genuinely fix today is a decision maker who is able and willing to make a decision to buy is a decision maker who is able and willing to invest the time, the money, the resource and enable you to have access to the people you need to in the buyer organization and they're working towards a clearly defined timetable for making their decision.
Marcus: 17:21 That's the prospect. And that goes into forecast at 10%. Now when we tell that to most of our clients, they say, well that's 90%. No, it isn't. A qualified prospect is meets all five of those criteria and at least 70% of the critical questions that you need to have answered had been answered and that goes into 30% and then a closable prospect – all five of those criteria and 100% of your questions have been answered across the entire cast of characters. And that goes in a 95% and when we implement this within our client base, they're forecasting accuracy just shoots through the roof from 30, 40, 50, 60% variance to pretty much on the money every single month. And what that enables them to do is to invest, to hire, to train. It frees up time for coaching because they're not having to backfill, they're not having to rescue.
Marcus: 18:20 So those are the kinds of predictors of success. And I think, again, I come back to coaching. Are you coaching your sales people, are you helping them to prospect? I'm not suggesting that you rescue and you provide them with leads, although that will help because I read recently that only 30% of an average sales person's time is spent selling, which means 70% of that time is spent doing fuss. Now 80% of salespeople's time in my experience is actually spent chasing people they should have closed or disqualified on the last call. Now if you eliminate that, that's the 400% increase in production capability, which can be focused on filling the pipeline. So providing them with better qualification, monitor calls, measure what was being said, using the AI to identify filler words, use of silence, asking questions, the balance between the prospect talking and the salesperson talking. You know, there are plenty of tools out there, but the problem is that most people tend to think that just by having a CRM system miraculously people are going to perform better rubbish. That just doesn't happen.
Margo: 19:40 So you mentioned about this questions that should be answered in the sales process. So I guess it's connected to red flags that's my might appear when the sales rep is connecting to prospect because a prospect might not answer all these questions because either the prospect doesn't have time or the response time of this prospect is really low or maybe some other aspects can affect number of questions that are answered. So how could sales reps look for these red flags? And even if that prospect qualifies in the very beginning, as you mentioned about that qualification system. But if the prospect doesn't engage in answering the questions and doesn't engage in a conversation, should this be disqualified at that point? And just not, not being focused on, on, on the dead lead.
Marcus: 20:28 Maybe through broader question to say yes or no, uh, directly to that. But the red flags will tell you whether or not you should proceed. So we have a tool called Pursuit Navigator. So I'm going to pull up a couple of the questions that we have on that. And if the prospect is not forthcoming, then what I really want to know is why we are pursuing them? Yeah. The reality is that we should be working in partnership with our prospects, but if they see us as a threat, if they're not forthcoming, then is this a good use of our time? Um, we're with the channel, for example, um, an enormous amount of time and effort and results can be squandered pursuing opportunities that aren't real know, have we worked with them in the past? There's failure going to have a significant impact on their business if this with this deal. Is there political alignment between the sales and the management, uh, within the buyer organization. Are the partners management on side and fully on board with this pursuit? Are they difficult to work with? Are they non responsive? Did they fail to communicate? We have multilevel relationships within the partner from our side, you know, we've never delivered this type of project in the past that the gaps in our resources, we don't know who our competitors are. The opportunity came from an RFP. That's a really good indicator and if it did come from an RFP, we have to find out exactly what's going to be involved for us to win it. How many RFPs we've sent, how did we get on that list? Um, where are they in the decision making cycle? Are they gathering information? Are they defining the specifications or are they at the point where they're ready to select the partner and makes the decision?
Marcus: 22:22 Because in my view, the majority of requests for proposals and bids and tenders, the bogus, they're just a fishing trip where buyers are using free consultancy by vendors in order to try and work out what questions they want to ask their preferred supplier and how they're going to beat them up. Um, what they're going to do in order to try and do this themselves and to try and eat the vendor up on price. So again, this comes back down to something else which very few people ever talk about, which is sellers' rights. Most salespeople have no idea that they have rights. They have the right to ask difficult, insightful questions and get answers to the questions they asked. They have the right to say no. They have the right to be treated with respect. They're never less than or more than their prospect's equal. They have the right to get paid for the value that they deliver. They have the right to refuse to present. They have the right to refuse to write a proposal. They have the right to present only when they feel that the prospect qualifies. They have the right to say "no" to requests for the and case studies and data sheets, because not every prospect qualifies for a presentation. And not every prospect is genuine. And it's a sales person's job to assess how they're going to prioritize use of their scarce time and resources, because pursuits are expensive.
Margo: 23:52 Well. So there are different methodologies for qualification. That's every sales manager knows like BAND or CHAMP or like dozens of these methodologists, uh, on the markets. So should we be realistic to some particular or work out our own that will fit in our organization
Marcus: 24:10 It works great. In our experience. BAND to my mind is only a if a half-baked job. Um, I think you need to understand who it is that you're selling to a what their pain is, their real reason why. And do you have an emotional attachment between them wanting to change and being willing to change and do they have access to the budget. In 15 years of doing this, I have only ever taken budget out of a training budget four times. I don't care if they have a budget. I want to know is the pain big enough for them to find one. I need to know that the timeframe is real and time is often skirted over. The money side is often glossed over. Oh yeah, we have a budget. Oh Great. That's it. That's not the case at all. You need to know that they are fully committed and why, you need to understand which resources because resources, I think a part of the budget step, you know who on your side, who on their side, what money, what time, what the equipment, what access is required, which budget isn't going to come from, when is it going to be released, where is it, how is it released?
Marcus: 25:29 How much, what are the payment terms? Do you have to comply with ISO 9001 Investors in People? What works the time and the timings. Is there anything else that could get in the way? I think that most of qualification criteria are way too weak and they're lazy. And I think, you know, if you're doing a pipeline review, you need to know what's new in the pipeline, what's advanced, what's the agreed contracted full next step. Um, if it hasn't advanced, why not and what are you going to do to advance it or disqualify it this week, by when? What don't you know, what have you disqualified this week? Why, what have you won or closest this week? How much revenue or profit is in there? What are the next agreed steps? Have you done a completely handover to operations? What are the next agreed steps for that?
Marcus: 26:22 When are you going to do a client quarterly value review? How are you going to be measured by the client in terms of the value that you deliver? What are the losses? Why did we lose if it was money is there any reason why you didn't disqualify it sooner? We emotionally attached. What will you do next time to make sure that if we are too expensive, we learn fast and don't waste any time, money, or resource in the pointless pursuit? Where did they end up going? What's the value of qualified opportunities to closable in your pipeline this week? Do you have enough volume in there? So I always have a benchmark of 300 to 500% more than you need to hit quota for any given period. What are you going to do to build up your pipeline to get to that level by when?
Marcus: 27:08 What actions or resources do you need the manager in order to, uh, to put in place in order to help you achieve that level of pipeline? What lessons have you learned? Have you shared them? Have you modified your pre-call planning templates? Are there any roadblocks you have, rehearsals built in study time built in? I think these are all the kinds of questions that a manager needs to be asking. The salesperson or the sales person needs to be challenging themselves and asking, what have I done this week to improve? And, uh, I'm a big fan of this tiny incremental improvement. If you improve half a percent today, which is not beyond the capability of anybody, that equates to 373% improvement over the course of a year. Now creating that culture is incredibly powerful and working with a client where I have implemented that over the last six months and literally everybody's sales have just shot through the roof and we're talking a hundred percent improvement in six months. Now over the course of a year, there's probably another hundred percent that's going to be 300% improvement over the course of a year.
Margo: 28:25 Yeah, yeah, I agree. So in order to create this growth and implement all these processes, what would be the next steps of sales leaders? What should they do to improve it in, in this way that you've described?
Marcus: 28:39 The first thing is I would segment your market. So I would identify, we have a model called CARE, although I've been very naughty and called it SCARE and S stands for "Suck". So the first thing you do is to find who is not your customer and who is not your prospect. And get rid of them. Okay? Because what I see is a lot of energy focused on the wrong end of the problem. Then look at Kick, Attain, Recapture, and Expand. Now most of the glamour is with attain new business, new logos, but the reality is the most profitable business, the reason we're in business is to make a profit typically comes from expanding your best accounts. So then look at account planning. Now again, it depends on your role. If you're on a milk round and everything is kind of on even keel and there's no expense and potential within your marketplace, then I have to ask you the question, is that lack of imagination or is that driven by fear?
Marcus: 29:41 But if you can expand, then I would spend 75 to 80% of my time expanding existing accounts and I would segment, so the top 20% who generate 80% of your profit, those are the ones that we really want to love to death. So develop account plans, pursuit plans for them. I would also segment the role, the sales role into new business hunting and research. I would in an ideal world, and again, I get it that when you're first starting out, you don't necessarily have that capability and as you scale up, your sales organization will have to evolve. But I think one of the biggest areas for scaling up is the channel. Over the last 20 years quietly the channel has really started to take over. Today in 2018 according to World Trade Organization, 75% of all physical product is sold through partners. Gartner is forecasting that by 2026, 90% of technology will be sold through partners.
Marcus: 30:45 And that's going to in conjunction with new technologies like AI and sales enablement tools and partner enablement tools, I think that's going to massively shift the way the sales profession operates. Coca-Cola laid off, I think it was 22,000 salespeople this year, an outsourced sales to their bottling partners. So I don't think anybody has a choice, uh, but to explore the channel and that's a very different kind of role because you have to be able to manage a big number with resources. You have no direct control over that. The only thing you have is influence. And in that role you have to be much more of a strategist, a planner. Um, you need to be somebody who really understands your partners and their customers and you need to be adaptable. You need to have good analysis and decision making skills. You need to be a great coach.
Marcus: 31:48 You need to be able to work with them to manage the relationship established, clear goals, plan activity, manage resources. I'd be very process-oriented and you probably also at that point going to be midwifing deals. You're going to be co-marketing, you're going to be reporting, you have to have financial acumen. I think intelligent salespeople will end up going down that road, because that's I think is going to be the future direction along with the head of data analytics to the chief executive. Historically, it's been the CFO or the VP of Sales that's been the next in line for the CEO role. I think in future it will be the Head of Channel and the Head of Data Analytics because they've got a much bigger, more strategic view and the channelside really needs to understand how to marshal resources with very little power and being able to understand individual motivation. That's a fantastic leadership skill and something that is often lacking in pressingly average the years.
Margo: 32:55 Yeah. Yeah. These are great statistics that you've given about the channel and just coming back to the sales leaders roles and just giving them some universal tips or uniform tips they can apply. So how in your opinion, should sales leaders, sales manager, organize their routine to be the most effective each day and to lead their people to success?
Marcus: 33:18 Okay, great question. The first thing is work with your sales people and develop a cadence of coaching and accountability. Coaching needs to happen every single month, preferably every week to be honest, and veterans need coaching more than your non performers because I think that you should play favorites if you're going to get 30% increase as someone who's doing 150% of the target, it's a bigger result, but getting a 30% increase in someone who's doing 65% of the target. Secondly, prospecting is a salesperson's number one job prospecting for candidates. Interviewing is a sales manager's job, so they used to be interviewing every day. A plan, you typically have to work through around two hundred candidates, about 0,5% right players. Then you'll get, depending on the fact that between 6% and 12% of good B players with A potential, so they need to be interviewing every everyday and getting people onto the bench with the agreement up front, say, I haven't got a job for you at the moment.
Marcus: 34:27 However, when one becomes available, if I offer you 150,000 pounds with an on target 300 with these benefits, is there any reason why you wouldn't accept it. And getting people lined up so that when you do have a vacancy or when you know you're going to have to ramp up, then you can go straight to market and you can get people, the right people. The next thing is having an onboarding process. The majority of salespeople are given a telephone directory of some description or a database, business card, a car, a credit card and tell congratulations, you are one. That's how you turn an A Player into a B or a C player in about four weeks. There needs to be a 120-day onboarding plan, because then the first 120 days, the new hire is deciding is my boss an idiot? Do I like the people I'm working with?
Marcus: 35:22 Is this the job I was sold? Can I make this work? Do I want to work with these people? Do I like them. Do I trust them? Can I make this job a success? Because they're putting you and your company on probation and onboarding process needs to cover, "What do they need to know by? When do they need to know it? Where can they find that information?" The manager needs to introduce the new hire and say, Margo is my new hire. I want you to look after her. If you need anything then help her, then they need to set in place clear boundaries. And so one thing I always like to teach is the "rule of three before me". I don't want to create learned helplessness and upward delegation. So if you want my help, you need to have tried three things that you failed at in order to solve your own problem before you come to me for help because I want people to learn that they are responsible for their own development and my job is to fill in the 20% that they can't on their own planning. Planning. Rehearsal. Before they go on a meeting.
Marcus: 36:28 Generally, if it's, if it's a meaningful meeting, yeah, if you're going on a milk round and you just got to see a hundred people and it's the same conversation every time, then have a precall plan, but it doesn't need a whole heap of rehearsal. But if it's an important meeting, that meeting can make or break the sale, then precall plan in writing, then rehearsing now for every hour you're in front of the prospect, I would recommend somewhere between one and three hours of rehearsal trying every different permutation. What if they say this? When I say react like that, what questions are they going to ask? How are we going to respond to them? What is that positive, neutral, negative and then when they execute then to come out and debrief in writing and then debrief verbally so they can modify the plan and share the lessons. And this is where the management needs to be heavily involved. So long answer to another very short question.
Margo: 37:22 Yeah, that's a great answer. Great talk. Marcus, thank you for this interview.
Marcus: 38:19 Pleasure. Thank you for having me.
Margo: 38:36 Thanks for listening to this podcast episode. If you enjoyed our today's talk, please leave a positive review on iTunes. It will help us reach more people with sales and marketing strategists. In case you want to enrich your knowledge with more marketing and sales tips, click the link in the description and download our free materials for this episode. Thank you and goodbye!
Podcast moments that will matter to you:
Extended Disc - online assessment tools that help improve perfomance of employees
StrengthsFinder by Gallup - online assessment tool for personality strengths
Sandler Training - sales training programm
Pursuit Navigator - a tool that helps maximize success of a business opportunity