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.

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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Content2Conversion 2014 - Corporate Visions - Tim Riesterer

  1. 1. 3 Conversations You Need to Win
  2. 2. Q: #1 Reason Don’t Hit Quota? A: Inability to Articulate Value! Leads Products Process Training CRM
  3. 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. 4. Good Intentions. Wrong Instincts.
  5. 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. 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. 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. 8. New Brain Designed for Analysis Old Brain Designed for Survival Decision-Making Engine 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 UNCONSIDERED 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 Old Automation SS & DB New Competitor SITUATIONDISPOSITION Inconsistencies ……………………………….. Live Here!
  14. 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. 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. 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. 17. 80% decisions
  18. 18. 10% executive contacts 80% decisions FEAR
  19. 19. PRODUCTKNOWLEDGE BUSINESSEXPERTISE EXECUTIVES VALUE 4X MORE
  20. 20. EXECUTIVES VALUE 4X MORE 88% PROFICIENT 24% PROFICIENT 4X LESS LIKELY PRODUCTKNOWLEDGE BUSINESSEXPERTISE
  21. 21. EXECUTIVES VALUE 4X MORE 88% PROFICIENT 24% PROFICIENT 4X LESS LIKELY BESTIN CLASS FOCUS2X MORE AVERAGE COMPANIES FOCUS MORE PRODUCTKNOWLEDGE BUSINESSEXPERTISE BUSINESSVALUEGAP
  22. 22. Close the Business Value Gap
  23. 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. 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. 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. 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 Negotiating Tactics Selling to business buyer Deal moves to purchasing
  28. 28. Your Price Their Price WHAT’S REALLY HAPPENING Negotiating Tactics Selling to business buyer Deal moves to purchasing Value Leaks
  29. 29. Demonstrating Value? CHECKING BOXES
  30. 30. Demonstrating Value? Giving Away Value CHECKING BOXES
  31. 31. Exchanging Value PIVOTAL AGREEMENTS CHECKING BOXES Demonstrating Value? Giving Away Value
  32. 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. 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. 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. Scientist for Tipping Point Morton M. Grodzins
  37. 37. What was the difference? Gladwell told a better story!

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