Three Critical Selling Conversations You Must Enable With Content

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    26-Aug-2014

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<ul><li> 3 Conversations You Need to Win </li> <li> Q: #1 Reason Dont Hit Quota? A: Inability to Articulate Value! Leads Product s Proce ss Training CRM </li> <li> 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 </li> <li> Good Inten)ons. Wrong Ins)ncts. </li> <li> 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 </li> <li> 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 Heres what you say you need Heres what we do different Heres the benefit you will get </li> <li> Changing someones mind isnt a ques)on of pushing new informa)on on people and trying to explain it in words. Its more about helping people see the inconsistency in themselves and then all of a sudden the mental model will shi&gt; naturally and easily. Gary Klein, scien)st and author The Power of Intui)on and Seeing What Others Dont </li> <li> New Brain Designed for Analysis Old Brain Designed for Surviva Decision-Making Engi Neuroscience </li> <li> Social Psychology Kahneman, D. and Tversky, A. (1984). Choices, Values, and Frames. American Psychologist 39 (4): 341350 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 </li> <li> Identified NEEDS CAPABILITIESSpecified Commoditized Conversation Finding the Inconsistencies </li> <li> NEEDS Identified Specified CAPABILITIES UNKNOWN STRENGTHS UNCONSIDERE D NEEDS Commoditized Conversation Finding the Inconsistencies Distinct Point of View </li> <li> 12 Didnt appreciate. The problem is as big or coming as fast as you say?! Didnt realize there was even something to fix that issue or annoyance?! Didnt know that was a problem I was having until you pointed it out?! Under-Valued Un-Met Unknown </li> <li> CFO CMO CIO More than typical Personas M Lead Gen Conversions Alignment ROI Old Automation SS &amp; DB New Competitor SITUATIONDISPOSITIO N Inconsistencies Live Here! </li> <li> 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 </li> <li> 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 </li> <li> 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 </li> <li> 80% decision s </li> <li> 10% executive contacts 80% decision s FEAR </li> <li> PRODUCT KNOWLEDGE BUSINESS EXPERTISE EXECUTIVE S VALUE 4X MORE </li> <li> EXECUTIVE S VALUE 4X MORE 88% PROFICI ENT 24% PROFICIE NT 4X LESS LIKELY PRODUCT KNOWLEDGE BUSINESS EXPERTISE </li> <li> 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 </li> <li> Close the Business Value Gap </li> <li> 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 </li> <li> 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 </li> <li> 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 </li> <li> Your Price I% increase in discounting 9% decrease in operating margin A SLIPPERY SLOPE </li> <li> Your Price Their Price TYPICAL VIEW OF DISCOUNTING Negotiatin g Tactics Selling to business buyer Deal moves to purchasing </li> <li> Your Price Their Price WHATS REALLY HAPPENING Negotiatin g Tactics Selling to business buyer Deal moves to purchasing Value Leaks </li> <li> Demonstrating Value? CHECKING BOXES </li> <li> Demonstrating Value? GivingAway Value CHECKING BOXES </li> <li> Exchanging Value PIVOTAL AGREEMENTS CHECKING BOXES Demonstrating Value? GivingAway Value </li> <li> 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 </li> <li> 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 </li> <li> 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 </li> <li> Malcolm Gladwell </li> <li> Scien9st for Tipping Point Morton M. Grodzins </li> <li> What was the dierence? Gladwell told a better story! </li> </ul>

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