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Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
Content2Conversion 2014 - Corporate Visions - Tim Riesterer
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Content2Conversion 2014 - Corporate Visions - Tim Riesterer

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Learn the three “value conversation moments” your sales reps must master to deliver conversations that win. …

Learn the three “value conversation moments” your sales reps must master to deliver conversations that win.

Tim Riesterer, co-author of Conversations that Win the Complex Sale and Customer Message Management, shows you how to create, confirm and capture value across the buying cycle.

Published in: Marketing, Business, Technology
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Transcript

  • 1. 3 Conversations You Need to Win
  • 2. Q: #1 Reason Don’t Hit Quota? A: Inability to Articulate Value! Leads Products Process Training CRM
  • 3. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS MAXIMIZATION Customer Conversation Continuum Create Value Elevate Value Capture Value
  • 4. Good Intentions. Wrong Instincts.
  • 5. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS Customer Conversation Continuum Create Value
  • 6. DISTINCT POINT OF VIEW Status Quo Threatened Identify NewNeeds Define Solution Identify Viable Vendors Review Approaches Make Decision 74 “Why Change?” “Why You” COMMODITIZED CONVERSATION 26% % BUYING VISION BAKE-OFF -3 -1 +1 +2 +3-2 • Show inconsistencies in model • Identify unconsidered needs • Align with unspecified strengths • Here’s what you say you need • Here’s what we do different • Here’s the benefit you will get
  • 7. Changing someone’s mind isn’t a question of pushing new information on people and trying to explain it in words. It’s more about helping people see the inconsistency in themselves and then all of a sudden the mental model will shift naturally and easily. Gary Klein, scientist and author “The Power of Intuition” and “Seeing What Others Don’t”
  • 8. New Brain Designed for Analysis Old Brain Designed for Survival Decision-Making Engine Neuroscience
  • 9. Social Psychology Kahneman, D. and Tversky, A. (1984). “Choices, Values, and Frames.” American Psychologist 39 (4): 341–350 GainLoss Value 3X stronger preference to avoid loss vs. acquire gains = “Loss Aversion” Prefer risk that might mitigate a loss = “Risk Seeking” Outcome “PROSPECT THEORY”
  • 10. Identified NEEDS CAPABILITIESSpecified Commoditized Conversation Finding the Inconsistencies
  • 11. NEEDS Identified Specified CAPABILITIES UNKNOWN STRENGTHS UNCONSIDERED NEEDS Commoditized Conversation Finding the Inconsistencies Distinct Point of View
  • 12. 12 Didn’t appreciate…. The problem is as big or coming as fast as you say?! Didn’t realize… there was even something to fix that issue or annoyance?! Didn’t know… that was a problem I was having until you pointed it out?! Under-Valued Un-Met Unknown
  • 13. CFO CMO CIO More than typical Personas M Old Automation SS & DB New Competitor SITUATIONDISPOSITION Inconsistencies ……………………………….. Live Here!
  • 14. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS Customer Conversation Continuum Create Value
  • 15. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS MAXIMIZATION Customer Conversation Continuum Create Value Elevate Value Capture Value
  • 16. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS Customer Conversation Continuum Elevate Value
  • 17. 80% decisions
  • 18. 10% executive contacts 80% decisions FEAR
  • 19. PRODUCTKNOWLEDGE BUSINESSEXPERTISE EXECUTIVES VALUE 4X MORE
  • 20. EXECUTIVES VALUE 4X MORE 88% PROFICIENT 24% PROFICIENT 4X LESS LIKELY PRODUCTKNOWLEDGE BUSINESSEXPERTISE
  • 21. EXECUTIVES VALUE 4X MORE 88% PROFICIENT 24% PROFICIENT 4X LESS LIKELY BESTIN CLASS FOCUS2X MORE AVERAGE COMPANIES FOCUS MORE PRODUCTKNOWLEDGE BUSINESSEXPERTISE BUSINESSVALUEGAP
  • 22. Close the Business Value Gap
  • 23. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS Customer Conversation Continuum Elevate Value
  • 24. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS MAXIMIZATION Customer Conversation Continuum Create Value Elevate Value Capture Value
  • 25. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS MAXIMIZATION Customer Conversation Continuum Capture Value
  • 26. Your Price I% increase in discounting 9% decrease in operating margin A SLIPPERY SLOPE
  • 27. Your Price Their Price TYPICAL VIEW OF DISCOUNTING Negotiating Tactics Selling to business buyer Deal moves to purchasing
  • 28. Your Price Their Price WHAT’S REALLY HAPPENING Negotiating Tactics Selling to business buyer Deal moves to purchasing Value Leaks
  • 29. Demonstrating Value? CHECKING BOXES
  • 30. Demonstrating Value? Giving Away Value CHECKING BOXES
  • 31. Exchanging Value PIVOTAL AGREEMENTS CHECKING BOXES Demonstrating Value? Giving Away Value
  • 32. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS MAXIMIZATION Customer Conversation Continuum Capture Value
  • 33. STATUSQUO THREATENED DEFINE SOLUTION REVIEW VENDORS CHOOSE SOLUTION -3 -1 +1 +2 +3-2 TERMSAND CONDITIONS DIFFERENTIATION IDENTIFY NEWNEEDS MAXIMIZATION Customer Conversation Continuum Create Value Elevate Value Capture Value
  • 34. 34 Homework Develop distinct point of view to show ‘inconsistencies’ and defeat the status quo Create business impact model that puts current state/ future state/ business change into financial context Pre-build pivotal agreements to exchange value at critical moments your prospects want you to give it away
  • 35. Malcolm Gladwell
  • 36. Scientist for Tipping Point Morton M. Grodzins
  • 37. What was the difference? Gladwell told a better story!

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