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

Episode · 2 years ago

Backing Up The Sales Conversation

ABOUT THIS EPISODE

What do you do if you are in the middle of your sales process and you realize you aren't attached to the right business issue? John Kaplan talks through best practices for backing up the sales process.

Hello, I'm Rachel Levmiller. Thank youfor listening to the forst management podcast. I am joined, todaybar managingpartner and President John Caplin, how you doing John I'm doing really goodrachhow. Are You I'm good? I'm good, I'm excited about this podcast topic. Itend to get excited about topics when we get back to basics and today we'reset up to talk about really uncovering that business pain and definingcustomer pint requirement, specifically when You'e got to kind of back up theup opportunity. So we're talking here about instances when you've movedforward Tou decision makers- and you come to the realization that youhaven't really defined those pbos for quiet, papabilities and metrics yeah. I think the way that you set isback ing up. I think that we get a lot of questions about it all the time and-and you know, I think this is something that sales people deal with all thetime you get. You get to a point where you've, you know, got a lead andthey're really excited about. You know...

...you or thet think that it's you knowreally a surt thing and, and they don't do their Du diligence and they realizethat they have to pack up the deal and I'm speaking about the rat, you knowthey realized hey. Maybe this isn't such a lineor motion. You know what doI do with that and how do I put all the pieces in line? So I think it's areally really good topic. Yeah. I think you mentioned you know they're reallyexcited about it. Maybe your friends with somebody at the company or you youfor whatever reason just feel like it's a short thing and you end up skippingsteps. It happens a lot and we hear it a lot from people who are taking ourcommanied message: training, because when they take that training they mayalready be in a deal. They learn our new approach to the sales process andthey want to back it up and they theyare questioning where they are ansome of their current opportunities and they want to go back in the middle inmiddle of one yeah. I think I think what happens is.Is because you know you have a feeling like hey, maybe something going well.I've got a good relationship with this...

...person and your stomach is telling youthat I don't have all the pieces in place and- and I think you just got tojust be honest with yourself and just realize that it's in the customer pectinterest to define. You know like these three things that you highlightedearlier, like hows, he dies. Outcomes require capabilities and metrics likethese are incredible: powerful pockets and buckets of information that youhave to have some a customer before you turn the corner and try to sell themanything. So it's that kind of outside in Tepproach, Fessesan insight approachand when you don't have those things in place and you try to pin it te sell,you got to go back and resil those buckets. So it's it's. It doesn't flowvery well. It awckward a D and Rup struggle with it right, and you knowyou often talk about giving you having confidence and conviction around whatyou're selling and what you do for a living, and I think it's important foreveryone. Listening out there to remember that, if you are focusing on the buyer andfocusing on the customer, you are not...

...subjecting that Byar or that customerto youare buying pro your selling process right. You are drafting intohow they buy and in order to make a good decision, they need to definethose pbas require capabilities and metrics. So John, let's say I'm in themiddle of the deal I' realizing, I'm skips and stets. I know that I need a bigger businessproblem or I need I don't even have any required capabilities with adifferentiation and them. I know what I need to do. What do I do yeah good? So I think the first thingthat you highlighted is you know the biggest business ission. I think ifeverybody listening can just kind of jot down in your mind or on a piece ofpaper, the phrase that said no business issue, no business and what I mean bythat is thif. You don't have yourself attached to a big business issue facinga customer, then a lot of bad things are going to happen to you. You knowthe lower the business issue. You're...

...attached to the smaller the deal, thesmaller the deal, the SMALTER, the power n influence wor the people thatyou'll be working with fo. Those people will not have as much powerndinfluenceand all of those oil into not no critical money available for tosolve that problem. So no business issue, no business, and then you know Iwant you to think about and remember, if you've done through the trainingbefore commandef the message you've heard US talked about e Montru andyou've heard me and others refer to it as the ultimate smation and what wemeant by that was. You know the Mantha was really so. What I hear you saying:mrmss customer thes, the Positivei e sout comes your trying to achieve inorder to achieve these possibis op comtes the minimum required capability,and you said that you're going to measure it this way, and then wetipicallwy talk about how we do it at Xic Company at our company, how we doit differently or better and where we've done it before. So we talkedabout that Montorof being the ultimate cemation and the reason why we call theultimate formation is when you...

...summarize, we want you to start offwith what you heard them say, because it proves that you listen to them andwe want you to start off with a business issue, because it proves thatyou understand their business, which are typically two of the biggestchallenges that buyers have with us. So it's this it's this motion of threethings: I'm going to take away from the customer, positive business outcomesrequire capabilities and metric. Once I build those, I can pivit and make itall about me and my company and you kind of earn the right to do that, sothat simple kind of mechanism of that that ultimate somation three thingsyou're going to take away three things that you're going to give back to thecustomers, something and attaching it to the biggest business issue, reallykind of summarizes: The power of highly differentiated value in a customerconversation yeah, and that pivot and focusing on that by byers interest isagain something to remember. If you...

...show them value they're not going toprotest right if you're transparent about delivering value to them in justa conversation, they're not going to be upset about it. So for people who arein the middle of that opportunity, maybe just had man of the message: Theyshould have the confidence to do the same thing be transparent, yeah, Ithink so and be transparent and keep it simple. I mean, first of all, you haveto believe what you're doing matters, and so, if you believe what you'redoing matters, then you have no problem attaching yourself with the biggestbusiness issue. That's one of the things that I see. People reallystruggle with. They attack themselves to technical requirements and those arepowerful. So the required capabilities are really really powerful and thetechnical issues are really really powerful, but every company on theplanet is trying to improve a customer experience with their customers, and sonow, more than ever, it's so appropriate to attach yourselfhigher business issues. Increasing the...

...technology behind you know improving acustom reportal for a Bankor. What happen we're all caught up in thesecurity if they have and the flow of that and gate in the cloud and BlahBlah Blah, which is awesome? Those are highly differentiated, technicalaspects which you know we can talk on and on about, but the bottom line isthe company that they're calling on is doing that to ultimately improve andoutcome for a customer who's using that customer fortal. So I just want all thelisteners to remember: keep it simple, attacked to a big business issue andthen remember you're, building the ultimate formation. When I fill up thebuckets of positive IV soutcomes require capabilities in metrics. I canturn the table a that was all about them. I can turn the table and make itall about me how we do it, how we do it better, Differentl Han, where we'vedone before simple yes- and I you know, as you were talking, it made me thinkof something that we say when we're talking to sales leaders who are tryingto launch to change in their sales...

...organization and- and we often say I'vedone Webenar with you gon, where you talk about, you have to tie that salesinitiative to a bigger business issue, even internally right, because if itstays but Tus e sales team, your reps aren't going to adopt it. It's justgoing to be in Asilo, but if you attach it to that bigger, I business issue, itautomatically has more meaning to the people who are going through theinitiatevidence very similar, with what you're talking about about allitting tothat major issue for the COMPANYI, and it allows you to get out of thosetechnical conversations. It does, and you know that there's thatreally really popular saying right now is like begin with the Li. So we justgave an example of beginning with the lie to tatch yourself to the biggerbusiness issue for your customers. So why are they doing those technicalthings and what is it going to accomplish for a you know for an endcustomer? What have you, but I really like what you just highlihed is eveninternally, so I said that people have...

...to believe what they do for livingmatters. I say Tis te sellers all the time, but I found that the most eletesellers in the world also have the ability to get those customers thatthey're calling on, and sometimes those customers in you know it's taken, theit environment, it's under pressure, eighty percent of what they're workingon Iy, their overbudget and or late and they're in a environment where theyrecan't see the force from the trees or under pressure. However, what they dofor a living absolutely matters and the most elite sellers in the world alsohave the ability to get their customers in those technical areas to rememberand believe what they do for a living matter. So it's not just a sellarbelieving what they do for living matters, but it's the sellar gettingthe byer and the users of the technology to remember what they aredoing with that technology. Actually matters and putting those two togetherlike you, just mentiond, is really really elite selling and I just likeeverybody to kind of keep that in mind.

Not only do you believe what you do forliving matters, because I'm looking at your business issue and what you'reattaching yourself to, but I'm also looking at the people you're selling todo, they believe what they do for living matters and the elite sellerstit them to attack to it yeah and that's super powerful. So Johnn, youhad some great gems in our conversation today and I know we always like toclose with a bottom bottom line. What would you say for a bottom line ar ound thistopic today? Yeah? So a bottom line for me would bekind of just remember the ultimate Samation, which equals the Manchothere's three things: You'e taken away, positive and soutcomes or Qarcapabilities, and that or to taking those away from the customers point ofview, you're playing back to them, you'r relevant. How we do it, how we doit better different than where we've done it before and you can't have anymessing parts. So all of those six things have to be involved in theconversation it doesn't mean they all have to be lineer, but they all have totake place. When I say by LINEAR is...

...you're gathering this information overtime and you might get a required capability, just put it the bucket, youmight get a pop. The business out come while you're talking put it in thebucket. It's your job to summarize in the linear fashion, to really reallyhelp them connect to you have a solution for a business issue. You havea technical solution, that's highly differentau that that you are highlydifferentiated for the way you do that. The way you do it different therebetter where you've done before and just always remember while you'recalling we started this conversation about packing it up and there's an oldsaying. I want to remember wherever you are there, you go, you know whatbuckets you need killed up. It doesn't matter how you get the information. Allthe buckets have to be filled up. So wherever you are there, you go findyourself in a conversation about require capabiliti still the bucket youfind yourself in a conversation about you know: MASIRC fill the bucket if youfind that you have not filled the...

...bucket on the possibthis outcomes, gofill the bucket. So wherever you are there, you go. Ah That's great. I love that focusd onit doesn't always have to be this linear thing. You're just doing thedance fill the bucket and you'll be successful. John. Thank you so much forjoining me today. You're welcome my pleasure. Go GET THEM.

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