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Three Critical Selling Conversations You Must Enable With Content

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  • 1. 3 Conversations You Need to Win
  • 2. Q: #1 Reason Don’t Hit Quota? A: Inability to Articulate Value! Leads Product s Proce ss Training CRM
  • 3. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS MAXIMIZATION Customer Conversation Continuum JUSTIFICATION Create Elevate Value Capture Value
  • 4. Good  Inten)ons.  Wrong  Ins)ncts.  
  • 5. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS Customer Conversation Continuum Create
  • 6. DISTINCT POINT OF VIEW Status Quo Threatened Identify New Needs Define Solutio n Identify Viable Vendors Review Approach es Make Decisio n 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  ques)on  of  pushing                      new  informa)on  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   shi>  naturally  and  easily.   Gary  Klein,  scien)st  and  author     “The  Power  of  Intui)on”  and  “Seeing  What  Others  Don’t”    
  • 8. New Brain Designed for Analysis Old Brain Designed for Surviva Decision-Making Engi 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 UNCONSIDERE D 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 Lead Gen Conversions Alignment ROI Old Automation SS & DB New Competitor SITUATIONDISPOSITIO N Inconsistencies Live Here!
  • 14. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS Customer Conversation Continuum Create
  • 15. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS MAXIMIZATION Customer Conversation Continuum JUSTIFICATION Create Elevate Value Capture Value
  • 16. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS Customer Conversation Continuum JUSTIFICATION Elevate Value
  • 17. 80% decision s
  • 18. 10% executive contacts 80% decision s FEAR
  • 19. PRODUCT KNOWLEDGE BUSINESS EXPERTISE EXECUTIVE S VALUE 4X MORE
  • 20. EXECUTIVE S VALUE 4X MORE 88% PROFICI ENT 24% PROFICIE NT 4X LESS LIKELY PRODUCT KNOWLEDGE BUSINESS EXPERTISE
  • 21. EXECUTIVE S VALUE 4X MORE 88% PROFICI ENT 24% PROFICIE NT 4X LESS LIKELY BEST IN CLASS FOCUS 2X MORE AVERAGE COMPANIE S FOCUS MORE PRODUCT KNOWLEDGE BUSINESS EXPERTISE BUSINESSVALUEGAP
  • 22. Close  the  Business  Value  Gap  
  • 23. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS Customer Conversation Continuum JUSTIFICATION Elevate Value
  • 24. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS MAXIMIZATION Customer Conversation Continuum JUSTIFICATION Create Elevate Value Capture Value
  • 25. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS MAXIMIZATION Customer Conversation Continuum JUSTIFICATION 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 Negotiatin g Tactics Selling to business buyer Deal moves to purchasing
  • 28. Your Price Their Price WHAT’S REALLY HAPPENING Negotiatin g Tactics Selling to business buyer Deal moves to purchasing Value Leaks
  • 29. Demonstrating Value? CHECKING BOXES
  • 30. Demonstrating Value? GivingAway Value CHECKING BOXES
  • 31. Exchanging Value PIVOTAL AGREEMENTS CHECKING BOXES Demonstrating Value? GivingAway Value
  • 32. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS MAXIMIZATION Customer Conversation Continuum JUSTIFICATION Capture Value
  • 33. STATUS QUO THREATE NED DEFIN E SOLUT ION REVIEW VENDO RS CHOOSE SOLUTIO N -3 -1 +1 +2 +3-2 TERMS AND CONDITI ONS DIFFERENTIATION IDENTIFY NEW NEEDS MAXIMIZATION Customer Conversation Continuum JUSTIFICATION Create 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. Scien9st  for  Tipping  Point   Morton  M.  Grodzins  
  • 37. What  was  the  difference?   Gladwell told a better story!