3 Conversations You Need to
Win
Q: #1 Reason Don’t Hit Quota?
A: Inability to Articulate Value!
Leads
Product
s
Proce
ss
Training
CRM
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
Good	
  Inten)ons.	
  Wrong	
  Ins)ncts.	
  
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
DISTINCT POINT OF
VIEW
Status Quo
Threatened
Identify
New
Needs
Define
Solutio
n
Identify
Viable
Vendors
Review
Approach
e...
 	
  	
  	
  	
  	
  	
  	
  Changing	
  someone’s	
  mind	
  	
  	
  	
  	
  
	
  	
  	
  	
  	
  	
  	
  	
  isn’t	
  a	...
New Brain
Designed for Analysis
Old Brain
Designed for Surviva
Decision-Making Engi
Neuroscience	
  
Social	
  Psychology	
  
	
  
Kahneman,	
  D.	
  and	
  Tversky,	
  A.	
  (1984).	
  “Choices,	
  Values,	
  and	
  Frames...
Identified
NEEDS
CAPABILITIESSpecified
Commoditized Conversation
Finding the Inconsistencies
NEEDS
Identified
Specified CAPABILITIES
UNKNOWN
STRENGTHS
UNCONSIDERE
D
NEEDS
Commoditized Conversation
Finding the Incons...
12
Didn’t appreciate….
The problem is as big or
coming as fast as you
say?!
Didn’t realize… there
was even something to
fi...
CFO
CMO
CIO
More than typical Personas
M
Lead Gen Conversions
Alignment ROI
Old
Automation
SS & DB New
Competitor
SITUATIO...
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
80%
decision
s
10%
executive
contacts
80%
decision
s
FEAR
PRODUCT
KNOWLEDGE
BUSINESS
EXPERTISE
EXECUTIVE
S
VALUE 4X
MORE
EXECUTIVE
S
VALUE 4X
MORE
88%
PROFICI
ENT
24%
PROFICIE
NT
4X LESS
LIKELY
PRODUCT
KNOWLEDGE
BUSINESS
EXPERTISE
EXECUTIVE
S
VALUE 4X
MORE
88%
PROFICI
ENT
24%
PROFICIE
NT
4X LESS
LIKELY
BEST
IN
CLASS
FOCUS
2X
MORE
AVERAGE
COMPANIE
S FO...
Close	
  the	
  Business	
  Value	
  Gap	
  
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
Your Price
I% increase in
discounting
9%
decrease in
operating
margin
A SLIPPERY
SLOPE
Your Price
Their
Price
TYPICAL VIEW OF
DISCOUNTING
Negotiatin
g
Tactics
Selling to
business buyer
Deal moves
to
purchasing
Your Price
Their
Price
WHAT’S REALLY
HAPPENING
Negotiatin
g
Tactics
Selling to
business buyer
Deal moves
to
purchasing
Val...
Demonstrating
Value?
CHECKING BOXES
Demonstrating
Value?
GivingAway
Value
CHECKING BOXES
Exchanging
Value
PIVOTAL
AGREEMENTS
CHECKING BOXES
Demonstrating
Value?
GivingAway
Value
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
STATUS
QUO
THREATE
NED
DEFIN
E
SOLUT
ION
REVIEW
VENDO
RS
CHOOSE
SOLUTIO
N
-3 -1 +1 +2 +3-2
TERMS
AND
CONDITI
ONS
DIFFERENT...
34
Homework
Develop distinct point of view to show
‘inconsistencies’ and defeat the status quo
Create business impact mode...
Malcolm	
  Gladwell	
  
Scien9st	
  for	
  Tipping	
  Point	
  
Morton	
  M.	
  Grodzins	
  
What	
  was	
  the	
  difference?	
  
Gladwell told a better story!
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Three Critical Selling Conversations You Must Enable With Content

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Three Critical Selling Conversations You Must Enable With Content

  1. 1. 3 Conversations You Need to Win
  2. 2. Q: #1 Reason Don’t Hit Quota? A: Inability to Articulate Value! Leads Product s Proce ss Training CRM
  3. 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. 4. Good  Inten)ons.  Wrong  Ins)ncts.  
  5. 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. 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. 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. 8. New Brain Designed for Analysis Old Brain Designed for Surviva Decision-Making Engi Neuroscience  
  9. 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. 10. Identified NEEDS CAPABILITIESSpecified Commoditized Conversation Finding the Inconsistencies
  11. 11. NEEDS Identified Specified CAPABILITIES UNKNOWN STRENGTHS UNCONSIDERE D NEEDS Commoditized Conversation Finding the Inconsistencies Distinct Point of View
  12. 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. 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. 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. 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. 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. 17. 80% decision s
  18. 18. 10% executive contacts 80% decision s FEAR
  19. 19. PRODUCT KNOWLEDGE BUSINESS EXPERTISE EXECUTIVE S VALUE 4X MORE
  20. 20. EXECUTIVE S VALUE 4X MORE 88% PROFICI ENT 24% PROFICIE NT 4X LESS LIKELY PRODUCT KNOWLEDGE BUSINESS EXPERTISE
  21. 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. 22. Close  the  Business  Value  Gap  
  23. 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. 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. 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. 26. Your Price I% increase in discounting 9% decrease in operating margin A SLIPPERY SLOPE
  27. 27. Your Price Their Price TYPICAL VIEW OF DISCOUNTING Negotiatin g Tactics Selling to business buyer Deal moves to purchasing
  28. 28. Your Price Their Price WHAT’S REALLY HAPPENING Negotiatin g Tactics Selling to business buyer Deal moves to purchasing Value Leaks
  29. 29. Demonstrating Value? CHECKING BOXES
  30. 30. Demonstrating Value? GivingAway Value CHECKING BOXES
  31. 31. Exchanging Value PIVOTAL AGREEMENTS CHECKING BOXES Demonstrating Value? GivingAway Value
  32. 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. 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. 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. 35. Malcolm  Gladwell  
  36. 36. Scien9st  for  Tipping  Point   Morton  M.  Grodzins  
  37. 37. What  was  the  difference?   Gladwell told a better story!

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