How to develop customer trust and commitment in a digital age

@heinzmarketing
Buildings Don’t Write Checks
How to develop customer trust and commitment in a digital age
Matt Heinz
Founder & President, Heinz Marketing Inc

@heinzmarketing
Housekeeping
• The deck is yours
• If it looks like a spreadsheet….
• Want the full-day version? Let me know…
• Want the workbook behind this? Email me at
matt@heinzmarketing.com
• Also, bacon…

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I am serious about the bacon

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One slide to rule them all

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Is this the modern funnel?

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Only two sales stages matter

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Why is selling so hard today?

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Is it how we sell….
….or how they buy?

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Impact on the entire lifecycle

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What has changed?

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Five customer changes impacting your success

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Your customers are:
1. Busier than ever

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Your customers are:
1. Busier than ever
2. Self-educated

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When do they call you?

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Your customers are:
1. Busier than ever
2. Self-educated
3. Skeptical
4. Distrustful
5. Jaded

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Your customers are:
1. Busier than ever
2. Self-educated
3. Skeptical
4. Distrustful
5. Jaded
6. A lot like you!

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How do you break through?

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The buyer’s journey

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So what IS working today?

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The Challenger Model

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Let’s not pretend this is new…

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Based in CEB research

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1. How you sell is more important than what
you sell

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4. Challengers teach, tailor & take control

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9. The value of your insights trumps
the quality of your product

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25. Be memorable, not agreeable

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The Five Foundations of Customer Commitment

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1. Attention

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1. Attention
2. Interest

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1. Attention
2. Interest
3. Trust

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1. Attention
2. Interest
3. Trust
4. Interaction

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1. Attention
2. Interest
3. Trust
4. Interaction
5. Engagement

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The Pipeline Development Framework
Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of Success

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Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of Success
Plan & Understand
Execute
Measure

@heinzmarketing
Pipeline Development Framework:
Plan & Understand
Target Market
Sales Cycle
Team
Message
Segments, Ideal Customer Profile(s), target & prioritized
accounts, personas, qualification criteria, list building
Length of time, number of meetings, decision process,
buyer journey, deal size (how people buy)
Roles and responsibilities, skills structure, hand-offs,
prospecting->engagement->closing->onboarding
“Point of view”, value proposition, subject matter expertise
(need/outcome), trust validation

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Pipeline Development Framework: Execute
Reach
Enabling
Technology
Phone, email, social, IRL, events. The playbooks and
outreach flows to contact prospects.
Contact details, automated outreach/nurture, deal tracking

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Pipeline Development Framework: Measure
Metrics of Success Contacts created, leads generated, opportunities created,
connect rates, conversion rates, revenue contribution

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Target Market
Sales Cycle
Team
Message
Reach
Enabling
Technology
Metrics of Success
Segments, Ideal Customer Profile(s), target & prioritized
accounts, personas, qualification criteria, list building
Length of time, number of meetings, decision process,
buyer journey, deal size (how people buy)
Roles and responsibilities, skills structure, hand-offs,
prospecting->engagement->closing->onboarding
“Point of view”, value proposition, subject matter expertise
(need/outcome), trust validation
Phone, email, social, IRL, events. The playbooks and
outreach flows to contact prospects.
Contact details, automated outreach/nurture, deal tracking
Contacts created, leads generated, opportunities created,
connect rates, conversion rates, revenue contribution

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Pipeline Development Maturity Model
Initial Ad-Hoc Defined Managed Optimized
Target Market
Lack of clearly defined target
market and Ideal Customer
Profile (ICP), no personas
Limited/assumption-based
approach to
market/customer. Limited to
no qualification criteria
defined
Ideal Customer Profile
defined, personas defined
and articulated
Known accounts, defined and
agreed to qualification
criteria, defined and
confirmed personas
Iterative approach to target
account identification,
dynamic personas,
qualification criteria drives
targeting
Sales Cycle
No known or defined
repeatable approach
Ad hoc approach &
understanding of how
customer buys
Understood time and
decision making process,
friction remains
Known and articulated buying
journey, enablement focus
Selling process aligned with
buying process, all known
friction removed
Team
Undefined roles and
responsibilities, no skills
mapping/development
Major functional roles
defined, high churn, low
performance
Roles, responsibilities, and
competency profiles defined
and operational
Responsibilities and hand-offs
known and operational, team
is performing
Aligned team structure,
career path and skill
milestones
Message
No unified message and/or
compelling value proposition
Confusing and disorganized
message, no consistency and
company-centric
Defined messaging and
positioning mapped to
audience, speaking to market
and needs vs. feature/benefit
Content editorial calendar in
place, major trust validation
content in production,
defined industry “point of
view”
Versioned strategic
messaging framework
approach, content editorial
calendar speaks to customer
need/outcome
Reach
One-off bulk emails, direct ask
outreach
“Every person for themselves”
with no coordination
Sales playbook(s) in place but
used for reference vs.
execution
Coordinated efforts among
email, phone, online, offline
channels
Integrated and executed
outreach “plays” across
channels
Enabling Technology
Limited to no real technology in
place. Basic email, phone,
spreadsheets
Individual purchase decisions
drive technology, low
utilization, no integrated plan
Major categories purchased
and in place, some
coordination among teams
All current tools configured
and utilized to justify
expenditures
Technology aligned with
process, approach in place to
test new tools
Metrics of Success
Random and inconsistent
measurement
Individual teams and
contributors track and
promote their metrics
Major categories tracked but
bias towards actions vs.
outcomes
Alignment around creating
opportunities and revenue
contribution across all
activities
Full funnel measurement and
accountability

@heinzmarketing
Thank you!
Matt Heinz
President, Heinz Marketing
@heinzmarketing
matt@heinzmarketing.com

@heinzmarketing
Seven traits of predictable pipeline professionals
1/16/2019Heinz Marketing, Inc47

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1. Revenue Responsibility

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Revenue responsibility in practice
• Quick sales vs. lifetime value
• Good sales vs. bad sales
• Expensive customers, higher churn likelihood
• Can you buy a beer with it?
• Business vs. commission check mindset

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2. Focus

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Attributes of a focused sales pro
• Daily plan
• Evening evaluation & recalibration
• Minimized distractions
• Effective triage
• Distraction management (internally & externally)

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3. Customer Centric

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Heinz Marketing, Inc
This doesn’t write checks!

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4. Personal accountability

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Accountability means…
• Transparency
• Constructive criticism & improvement
• Macro & micro calibrations
• Proactive adjustments
• Daily discipline

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5. Technology competence

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Is your tech helping or hurting?
• What problem does it solve?
• What does it automate or accelerate?
• What is your system or process?
• Can it scale beyond you?

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6. Agile mentality

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What is your tolerance for chaos?
• Speed and focus amidst change
• Quick recalibration & new game plan development
• The power of humility

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7. Empathy

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What empathy means…
• For your peers
• For your sales organization
• For other departments
• For your customers
• What is important to THEM?

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Last slide last
• Respect your customer
• Lead with value
• Establish daily habits
• Manage your time

How to develop customer trust and commitment in a digital age

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