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

Episode · 4 years ago

Essential Questions

ABOUT THIS EPISODE

Senior Delivery Partner Brian Walsh breaks down the importance of building alignment within your company around these key essential questions

Hello, I'm Rachel Cladmiller and I'mthe director of digital engagement at growth play. Thank you for joining usfor this podcast wwe are diving into those essential questions that are keyif you want to have command of your message. Senor delivery partner by Maltrains me today to talk through this topic Ho Rachel, but I know that we talk about theseessential questions. A lot theyre keyp for executives across your company tounderstand and your rep see to be focused on them as they relate to thebuyer. Let's just start with having you walk through the essential questionsfor us first and explain why they are so important for an organization great. So there are four essential questionsthat we believe drive great customer engagements over time and great sellingconversations. They are as follows: What problems do you solve? How do you solve those problems? How doyou selve those problems better or differently than the competition andwhere 's your proof? Where have you done it before and there is a lot of...

...mee? I think inside of these fourquestions in terms of the reason for their importance- and you know whatwe're in front of a group one of the things we constantly talk about when wefirst put these questions to the Group- iswe'll ask them. You know well ask them for the answers and will consistentlyget different inser from people all over the room and then we'll just throwout a question to the larger group and the question is: If you owne thiscompany, would you want the answers to these four questions, to roll off thetongues of everybody in the company, both fluently and consistently, andhere's one of the interesting things a lot of times I'll Hov people say? Well,I don't know and when I when, when I hear that I sa well, why would you sayI don't know and people say well, because marketing job is really theanswer. This question and product development's job is to reallyunderstand the ans for that question, but once I get their arms around theconcept, I asked them really. If you...

...had five hundred people in your companyor three people in your company, you're telling me you wouldn't want all ofthem to have the answer to these questions, just fluently andconsistently roll off their tongue, no matter what type of client they're infront of or what type of conversation they're having. And it's at that momentthat people realize well sure it would make perfect sense for all of us andthere's a lot of power which will talk about the set for all of us to have theanswer that to those questions. So that's the first thing. It's gettingthe mindset that the collective group in the company all has to be able usefor these questions, whether I'm a frontline seller who might be out on myown making sales calls all ting long or I'm someone who comes in and out of thesales process or engagment process with the client, because I'm so some sort oftechnical expert, I'm an executive or I offer some type of support at a certainpoint of the sale or I'm somebody out the front end. Maybe I'm someone inmarketing whose job it is to really understand the marketplace, exceedinglywell understand where the markets going where clients are going or I'm somebodyin product development whose job it is...

...to take a lot of that information thatour marketing organization gathers and and slices and dices, and help thecompany turn all that information into low class products and services. Thereality is all of us have to have the answers to those question or the tip ofthe spear on the Sales Organization can't be effective in front of theclient right and if you don't have thatcrossfunctional consistency. Let's remember the digital buyer whosconsuming information from your salespeople, but also from marketingdigital channels. And it's you all. You need to own that as a company to haveconsistency for that hier yeah. It's funny to say that, because, mostrecently I've been talking a lot with sales organizations about, what'shistorically been called the handshake problem. The idea that you know ifthereare, six or seven of us, let's just say, there's six of US inssot ofour organization there that are going to engage with a client over the courseof a pursuit. Well, everybody knows that in most good size...

...selling opportunities anymore, thereare at least six to eight to ten people inside of the client also making thatdecision. So, let's just assume, there's six people inside of client Wel,there's six of us there'RS. Six of them forget any competition for a minute.Those six people from our company and those six people from the clientcompany starts to create a very interesting dynamic in that there aremultiple talking or handshake points right, six of us, six of them. If everysingle one of us starts talking to each other individually, the math saysroughly right, that's more than six, it's like fifteen or sointeraction points that could potentially happen at any given timebetween US internally or the client internally or us with the client, thenthrow a competitor or two on top of that also itside of the clients forlaws, and this starts to get really confusing for customers. So if we can'tspeak with one voice, we only...

...exacerbate the potential problems thatoccur because I speak one way you speak another somebody else shows up later inthe salecycone starts, talking o totally different way right. So it'sit's! What problems you currently solve? How do you solve those problems? How doyou do it differently than the competition and, what's your proof andbottom line? That sounds really easy. You say, Oh, I can answer thosequestions, but as you're saying, if you go around and ask everybody in yourcompany, how many different answers are you been it get I say to people if youask tend people those four questions, you won't get forty different answers.You'll get fifty differentbeause, that's what will start to happen. It'sjust people's minds start to go, left right and sideways, and there in livesthe problem. If you can't get alignment behind the answer, O those questions,how can product development ever do anything? That's really a pathful inthe marketplace. How can sails and the rest of the sales organization takewhat's delivered to them and speak to it eloquently in the marketplaceagainst these four questions, because the reality is customers, don't carethat the purchase order has your...

...company's name on it, customers carethat you help themselve problems, you help themselve, then better differentlythan the competition, and that you can actually prove that you've done itbefore right. How are you creating value for that yea? So, if I'm outthere listening to this wonderful podcast right now, Brian- and I knowI'm a sales leader- and I know that my organization does not have clarityaround this essential questionswhat. Do I do what's my first step? Well, Ithink the first thing we've talked about a little bit. The first thing youthink you could do is literally go find people in organization that havecredibility and some authority and test them ask them to answer these fourquestions and start keeping track of the answers. It would not surprise meto hear that if you ask ten people, you get ten very different sets of answersto the question, but now you at least know what the different perspectivesare, and now you can do something about that. You can get people in a room andstart to get to the point where you can provide some clarity and take the bestof all those answers and put im put them together in a consuma fashion thatyou can do something with yeah gather...

...the data make sure it reveals what yourhunch is and then develop action plan, and we talk about these etssentialquestions a lot because they're also a great tool for reps to use throughoutthe sales process. How are you answering these essential questions ina way that has meaning to your buyer and is important as a company torevisit these questions when there's new products, and especially as arelates, if you're growing company yeah as the market shifts as you learn morea Boyf, you mentioned growing company, you know, even even ifyou're a compan fo down, but in any that growing company thing just keepscoming back to me, because it's the idea that do you really know the answers to thequestions today and your best understanding your best guests,whatever that would give you the answer to those for questions. Otay areprobably going to be very different answers six months down the road right,especially if you're a new startup or growing company, but even if you're, amore mature company as the market place continues to shift and or ascompetitors be. You know continue to...

...get better at what they do or do thingsdifferently or, as you bring I new capabilities for a new company. Thesethe answers to these four questions should consider continue to shift,because if they don't, you are sag and we all know what happens then yeah,it's just not a good place to bink. So yeah you're right, it's not a one, andon exercise, it's a it's an ongoing evergren or whether you want to call itkind of exercise so brind. What's the bottom line when it comes to theseessential questions, what's the big take O, I think the big takeaway is, ifyou can answer them collectively, consistently. A couple things happen,the front end of the conversation, your marketing and product developmentorganizations, and all of that have a better understanding of what greatlooks like and where the company should be head in terms of wor class productsand more lass services. The other end of this of the spirit t t t, the tip ofthe selling sphere becomes much more effective on the marketplace, becausenot only did they speak in ecollective voice, so customers get a consistentconversation time od time again. The...

...other thing that happens is the salesorganization starts being able to better qualify where they should bespending their time and who they should be spending their time with, because ifthey can bump Bot the answers to those four questions up against the types ofpeople they're talking with the conversations Hayre having and whatthey're hearing from customers it'll be easier for them to say, there's a matchhere, because this is a company or a customer whose problems we can salve. Ican prove that I've helped another client like that before I can provedifferentation against the competition, because we do that better ordifferently persus, not having the answers to those questions. Every callI go into looks like it might be a real opportunity, and then I m s fitting mywheels and stuff that I had no right te be ivolved in in the first place. Theanswers to these question helped me qualify, deals in and out a lot fasterand drive better discovery, great bottom line. Thank you, Brian. Thankyou for the rap up on the essential questions. Thank you to all of you forlistening. Don't forget to subscribe to these podcast and sound cloud or itunes.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (139)