The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode 68 · 5 months ago

Finding the Business Pain w/ John Kaplan


Attaching to a big business problem gets you access, funding and urgency. How do you find the pain and then how do you attach your solution to it?

John Kaplan covers:

- How salespeople can get credit for helping buyers solve big business problems.

- How to attach decision makers and champions to their company’s big business pains in a way that supports your success.

- How to align your differentiation to solving business pains to improve your ability to beat competition and win.

Here are some additional resources on attaching to business pains:

- Helping Buyers Reach Their Own Conclusions [Podcast]


- Executing Effective Discovery [Podcast]


- How to Enable Reps to Sell Higher [Podcast]


Check out this and other episodes of The Audible-Ready Podcast at Apple Podcasts, Spotify, or our website. 

It's not just about understanding thepain, it's about getting the customer emotionally connected to the negativeconsequences of the pain to create that urgency of solving it. You're listeningto the audible, ready, podcast, the show that helps you and your teams sellmore faster will feature sales leader sharing their best insights on how tocreate a sales engine that helps you feel repeatable revenue growthpresented by the team of force management, a leader in bt sales,effective this let's get started hello and welcome to the audible, readysales podcast, I'm Rachel, Clap Miller, joined by John Caplin, hi, John, HeyRachel. How are you I'm great, and today we are going to talk about pain,identifying pain, it's an important part of medic, the qualificationmethodology, but it's also what we're striving for in our discovery, whetherwe use medic or not. How do we know...

...when we've got it? What are we doingonce? We've learned it John Yeah, this this topic is Egypt told thatidentification of pain is a corner stone of the qualification process?It's not just about understanding the pain. It's about getting the customeremotionally connected to the negative consequences of the pain to create thaturgency of solving it. So you will often hear US talk about getting thecustomer to stand in their moment of pain, which is like a critical salesskill- and I often refer to this as to you know, rip my face off kind of pain,that's so urgent and real for the buyer that they have to deal with it now yeah.I know some of some force management alumni are probably putting their fistin a air when they hear you say rip your face on right, but when we are talking about, let'ssay a software sale, for example, there's two sides of that pain. There'sthat technical pain and then there's the economic of business pain, talkabout the differences between the two...

...and how am I making sure I'm qualifyingthose such a critical, critical question, and I love it. So technicalcriteria is important, but it's likely with you know, lower levels than anorganization, and these people are important. They influence the sale, butyour economic criteria is like where the business level issues in thebusiness value come from. So this is where you're funding gets bigger forthe opportunity and the most elite sellers always position themselvesright in the middle of where the technical pain meets the businessproblem, you have to do both yeah, that's that's the point. We oftentalk about you mentioned. You know. The technical buyer is important, theiroften lower level, higher levels, the business paying the economic buyer andthat's the point. We often talk about that you're going to get delicate towhom you sound like, so you need to have both languages. I like that, a lotof you. Everybody should write that...

...down you get delegated to whom yousound like, so you better make sure you know who you're speaking to and whatthey care about, and this goes that you know that can be up or down so how yourcustomers, pain, points and needs are driven by goals, needs and pains ofothers within their organization. These are always critical kind of concepts tokeep in mind and there's. There's multiple on wrap on ramps for any sale.You know, depending on where you are in the sales process. You must be aware ofthe scope of the problem you are on ramping to and if you understand theway that pain flows through the organization, you can go up or downdepending upon where you need to get to that biggest business issue. So nomatter where you are in an organization always attach yourself and those thatyou're calling on to the biggest business issues facing that company. Sotalk about that Gen we mean we say this...

...a lot attaching to it. What do you meanby attaching to it? If I'm not fully solving at it? I'd love to have youwalk through an example for everyone? Listening, it's really really greatquestion. It comes up a lot so when I was leading sales teams, the firstquestion I would always ask the sellers was: What is the biggest business issuefacing your customer and they would always answer with the technical issuethat our product or service was solving and I'd ask them again and again. Iwould get the same kind of response. There was always a connection, however,between the technical problem. We were solving to a business problem that thecustomer was experiencing, and I remember great example with a rap in anIT staffing company who challenged me during a forecast Dashin. When I askwhat's the biggest business issue face in the customer, I was making a bigdeal out of it and you know they challenge me by saying: come on Caplin,it's just staffing and I'll, never forget that it like hung in the air,it'sjust staffing and, I said, hang on... without your extremely qualifiedand bedded candidates. For that critical it project can that customerpull off that merger. So we were talking about one of the largest banksin the world that was going through a merger and they were supplying highlytechnical, qualified candidates for that to work on some things on theintegration of the merger, and so obviously the answer was no that theycouldn't so now, were they the sole solution to those merger challenges? No,but without them that merger does not happen, and that was a powerful examplefor that for everybody in that room. They're like okay, I understand he'snot saying that we are the sole reason for the success of this merger, butwithout us that company actually won't be successful. So it's a really reallyfine line that most cellars struggle...

...with I'm just asking them to attach toa big business issue and get credit for attaching don't get hung up on you'rethe sole solution, you're, attaching that's the difference, yeah that thatis a really important point. You are a critical component of the solution andthere are many components of the Sotian, but attaching to it allows you to takecredit for helping to solve that business pain, yeah attaching to itgets you in the room. Gets you in the conversation. Gets you funding notattaching to it, because you don't want to take try to take credit, foreverything leaves you out of all of that, so that I want people to reallysit with that today attach to it yeah. That's that's really good and of course,discovery is such a big part of this, and we've talked about it before JohnYour concept of hold. I'm sure people have seen the men that we've sharedsocially on that we've linked those resources up in the show note, so we'renot going to go ahead and go through...

...all that today. But when you talk aboutthis pain flow, I want to talk briefly about champions and coaches, becausethey can help you give that information of how that pain flow. So how do youbest use them to map it out in your in your organization? Yeah Great, so yougood champions will always tell you the truth. They'll deliver bad news thatothers won't they'll, also assist you and overcoming that news. This is veryimportant when dealing with the shifting dynamics of the competitiveand political landscapes. You know the key is the leverage champions to findthe truth, find the red flags and then ultimately eliminate them. Remember bydefinition, a champion has a vested interest in your success, which meansthey need you to be successful. So therefore they will tell you the truth.Right, their critical components to US...

...having the right information tomaneuver these sales, but fully I identifying the pain. It's alsoimportant. You know it's part of medic, but fully identifying the pain in termsof also how you can solve it or attached to it with your requiredcapabilities. The outcomes you can drive is also a major component to your being able todifferentiate your solution in that sales process. Like everything elsewe're talking about this morning. It's about attaching your solution to things,and you do the same thing with your differentiation. So it's critical toalign your differentiation to customer pain, because in the end you want toget credit for helping the customer solve that pain better than anybodyelse, and that better than anybody else is where you attach yourdifferentiation to that customers. Paying yeah really good point there. So,let's, let's wrap it up John, give us our bottom line when it comes to pain.So the bottom line for me today is the...

...first question. You should always askyourself and be honest with yourself: What is the biggest business issuefacing your customer and if you answer in technical issues, those areimportant, but I am asking you to answer: What's the biggest businessissue facing your customer next, make sure that you're always attaching tothis big business issue, the most elite sellers position themselves right smackin the middle of where technical pain meets business outcomes to day I'd likeyou to go, take your rightful seat at the table. Go! Do it go? Do It drop the Mike? Thank you,John Catlin. You're welcome have a great day. Thank you. Thank you to allof you for listening to the audible, ready sales podcast, I hope we've.Given you some value with tips. You can use in your sales confessions today,also a shout out to all of those who have gone and rated US five stars onApple podcast. We really appreciated it...

...and those of you who left those nicereviews John, and I really appreciate it. Thank you for listening to theaudible, ready sales podcast at force, management were focused ontransforming sales organizations into elite teams, are proven methodologies,deliver programs that build company alignment and fuel repeatable revenuegrowth, give your teams the ability to execute the gross strategy at the pointof sale. Our strength is our experience. The proof is in our results. Let's getstarted visit us at force. Management Com. You've been listening to theaudible, ready podcast to not miss an episode subscribe to the show in yourfavorite podcast player. Until next time.

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