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

Episode · 5 years ago

Enabling The Internal Sell

ABOUT THIS EPISODE

John Kaplan discusses ways you can enable key contacts to sell for you within their own organizations.

Hello, I'm Rachel Clappmiller and I'myour podcast host for our brand new grosth play podcast series. Thank youfor joining us, we're tackling a topic that has come up recently in some ofour command of the message engagements. It's this idea of enabling yourcontacts to sell for you within their own companies. John Caplin is joiningme to talk about enabling the internal cell thanks o Rachel at's great to behere, and it's also great to kind of be here under the new kind of growthplaybanner. So I'm really really looking forward to the great things to come outof that out of these podcast under the growth play banner think this is atimely topic for us, because I think it's coming up all over the place forour customers and one of the reasons why I really like this topic is we'redealing with a lot of software companies right now who are sellinginto organizations that have multiple points of interest inside, for example,you may be selling a marketing automation software, but you need morethan just the marketing contact to sign off on your purchase. So what we'refinding is is the typically in the...

...organizations that you're selling tothat your contact is not the only decision maker they're, not the onlyones that have to rally around these decisions, and so this topic ofenabling the internal sale and helping the people that you sell to enable thatSal, I think, is incredibly rolabant right because you might be selling intothat marketing depertment, as you said, but the marketing department doesn'thave the final say they may have to get sales involved, for example. So it'snot really enabling a champion because that person might have not have reachedthat level yet they're interested they might need to get others interested tomove it forward. So how do you enable this conversation yeah? So data saysthat the greatest sellers in the world today are the ones that have theability to tell a story, and we believe that the framework from command of themessage is so good in helping people tell a story. You know we just want toremind you, like so some pieces of that, the key pieces. You know the positivebusiness outcomes, the require...

...capabilities. The metrics these are thebeginning of the story. We also tell people to attach to the biggestbusiness issues of the customer. What this allows you to do is to get usreally really. Laser focused on the things that matter the most to acompany, then utilizing things like require capabilities and metrics totype very, very specifically, to the different people inside theorganization. So we can pull in their point of view in the framework and another point when you're talkingabout those positive business outcomes, you want to make sure that they're highlevel enough that they're not only important to the department that you're,initially selling, to or initially having a conversation with, they havebusiness impact across the organization. Exactly and that's the beauty ofattaching to the biggest business issue. It makes it galvanizing for all whohear them in a way. It takes the focus off of you as selling something as thecellar and it puts the focus on them being collaborative inside their owncompany. Solving a big business issue...

...for that company and after you havethose elements, the required capabilities, the positive businessoutcomes to metrics that first part of that story. You want to make sure thatyou're, enabling your chief contact to have that conversation and have thatconversation in a way that helps your case. How do you do that? And what tipsdo you have for that yeah? I think that once you've created the story throughpositive business outcomes, require capabilities and metrics. You naturallyearn the right to finish the story with how you do it as the sellingorganization, how you do it better and proof that you've done it before goback to other podcast, like I think of the one that the multiple decisionmaker podcast. That's a great topic to put in conjunction with this, whichkind of focuses on how to help the customer internally, you know help themidentify others who need to hear and connect with the story. Your goal is tomake it their story. The way that you do, that is to encourage them to telltheir story and tell it through the...

...framework. You know many times we havepeople tell us hey. I just naturally do a recap with our slide, so I do a recap:byf, the Framewor, the positive business outcomes, the requirecapabilities in the metric. Here's how we do it, here's how we do itdifferently or better, and here's where we've done it before and many times.Customers will come to US and ask us to send them that slide, or that recap, sothey can use it internally. That's a tell tale sign that they're gettingready to go, tell the story from their point of view to others who need tohear it and I'm obviously a marketing byer and, I would say the best peoplethat I've ever worked with the best sales people. I've ever worked withhave enabled me to sell internally- and I know there are a lot of people outthere listening a lot of you out there who sell marketing software, and I wantto bring up one point that I think is important and actually I think it'simportant for anybody that sells software. It came up in a workshot thatI was in a couple weeks ago. This particular sales team was really tryingto get away from doing demos too early.

They show a lot of bells and whistlesthey can get people excited about the product. If you do downloasts, you knowthis, but this particular company. They were doing them too early. They weredoing them before they understood the business need, so they were missing themark. That's really important, but the other Fallo. I think, especially inthis type of situation, is that when you do a demo, you do it on ascreenshare and you're selling to marketing marketing's going to love it,but they have no tools to use internally to have the conversation,especially if they need to get by and from another organization like theSales Organization, you as a salesperson have shown a demo and thenthe marketing contact has to explain it, recreate it with their words. Later inthe meeting we had a vendor the other day, who wastrying to show me a sales force integration for one of the softwareplatforms that we use. She could have shown me the demo in a screenshare, butinstead she screen grabbed what the integration does and then she sent methe powerpoint slides so on the surface,...

...that might seem a little boring and itmight not have as many bells and whistles as if we had done thescreenshare demo. But when I had a meeting with our sales leader the nextday, I was able to take those slides with me, and I showed him very clearlywhat we wanted to do in sales force and now we're implementing it. If she haddone that on a demo, I would have never been able to do that. We would have hada call. We would have to get him on the demo. It would happen three monthslater, when his calendar Freedup, it never would have happened. I love thatstory and I think it's so incredibly smart by the salesperson that you wereworking with and it's a classic and great example of enabling the internalsale. I love it. So what do you think is the bottom linehere we're talking about this internal South Yeah? I think this bottom line isthat you need to tell the story not only in a way that resonates for theBire, but help them emotionally connect to it by helping them make it their ownstory. When they make it their own...

...story, they can go out and sell it toothers. That's a great bottom mine, John, probably one of your best, if Ido say so myself. Thank you for listening to this podcast be sure USTdubscribe to them. The new groad play podcast series on itunes.

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