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

Episode · 5 years ago

Multiple Decision Makers

ABOUT THIS EPISODE

John Kaplan covers best practices for articulating value and differentiation with multiple buyers in a sales opportunity.

Hello, my name is Rachel Clapmiller andI'm the director of digital engagement at force management, a Gorth playcompany John Cavlin, joins me for this podcast and today we're going to talkabout dealing with multiple decision makers, Ay Rachel. As always it's agreat pleasure to be with you thanks John Now, there's a lot of research outthere. That suggest there are more and more people at the table when it comesto making a buying decision. I know I've shared some of this research withyou in the past and you've. Never been that surprise. I don't want to say thatyou rolled your eyes at me, but, let's just say you have a bit surprised yeah.You know I'm not surprised, because I think this has always been the case inthe complex sale. It would be a red flag for me. I would actually beworried if there was only one buyer in the sales process. That brings me to mynext point that, if you're selling into an account, you shouldn't necessarilythink that a lot of people in the room is a bad thing. No, you know at theconcept of multiple buyers, I think and ACTU absolutely work in your favor. Itgives you more chances to understand...

...what the biggest business issues are oror is for a specific customer, and it gives you more opportunities to connectwith it. At the same time, multiple buyers canwork against you. If you haven't done your own homewark, that's a really goodway to say it. If you haven't done your homework, because what can happen toyou is. Is that you? It can work against you, because you might be aligning yoursolution to too small of a problem and yet there's other people in the processthat might actually allow you to attach your solution to a bigger businessproblem and t I like to think of this concept. F Up Hill battle, downhellbattle, you know the uphill battle is, is when you attach yourself too low inan organization and you're constantly trying to push the rock up hill. Thethe opposite can be true. When you attach yourself only too high in anorganization, you actually mikht struggle to go back down in theorganization. That's an interesting point because a lot of us are familiar.I even write a lot about calling to Lona organization. Do you have anexample of how maybe that downhill...

...battle worked yeah? So I remembervividly one time where I attached myself hiing an organization. I wasfeeling fantastic about getting up high. You know my managers were alwaystelling me you got to get higher in the organization, so I went high. Therewere multiple dyers involved. I went high and I only attachd myself at theexecutive level and I'll, never forget the the specific advice that theexecutive gave to me. Ut. I was Sounin soft for at the time and he said Johnyou've done such a great job. You know explaining to me your solution andalighting your what you do to a big business issue that we have, but JohnI'm not going to use your software. You have to go back and sell to thetechnical users if they don't buy. You I'm going to ask Hem why they didn'tbuy you, but they are the ones that are going to have to raise their hand andsay I can use this softworke to accomplish this business issue. I've,never forgotte Hem, so uphell battlll, downhill battle, but no matter how manydecision makers are in your sales conversations. You need to create acommon language that drives consistency...

...in front of the customer. You use thephrase value currency when you talk about this, explain what you mean bythis yeah. I like this concept of value currency, because I think it it reallythreads in nicely to this concept of attaching to the biggest businessproblem when you really think about it, I'm always thinking about three levels:the executive level, the management level and then the user of thetechnical user level. You know- and I'm always cognizant of you get delegated to thosethat you sound like. So if you believe your solutions are customer centric,then they should offer value at each one of the levels and so there's commonthreads of value for each one of these levels. So when we're talking aboutvalue currency, theres, common levels of value, what is the currency yeah? Sosorry, I probably should answer that. The last question, but th the currency,the specific currency is positive, are the positive business outcomes. Therequired capabilities in the metrics...

...and the positive business outcomes arethe business outcomes that the customer is looking for. As a result of yousolving the problem and the required capabilities are what's technicallyrequired to solve it, and the metrics are how they will measure success andso at each one of these levels, this value currency around these threetakeaways constantly these three takeaways possible usnhess outcomesrequire capabilities in metric. Are The common takeaways that each buyer, thosethree wards again positive business outcomes, required capabilities andmetrics? We use them alive, I'm not going to call them the Holy Trinity,but they're pretty good trinity. So, when you're moving through multipledecision makers, I'm using these with each buyer. I'd like you to think aboutthose three takeaways or those the you know. The trenty of those threepossibiitess outcomes require capabilities in metrix. Think of thesethat's the platform to keep you and the...

...customer focused and what I really loveabout it in its simplest form, it is really an unbelievable intersection ofwhere business and technical capabilities come together. When youreally think about a positive business outcomes and require capabilitiestypically need multiple buyers in the process, one to be more focused on thebusiness aspects and one to be focused on at least one in each of these areasto be focused on the technical capabilities. What I love about themantre is it's a great intersection of wore business and technology or TEC.Technical capabilities come together. So if I'm validating these with eachbuyer, atthere might be times when there's a discrepancy on what isimportant to each buyer. What do I do when that happens, and do you have aquestion or a technique that you use to kind of work through? That discrepancy?I think anytime, there's a discrepancy, there's a great opportunity for you togather information and and keep in mind...

...the discrepancy gets created becauseyou've presented something you've heard in the account, and so it's just addingvalue constantly to the customer. But let's keep it in simple terms here,just repeat the positive business outcomes required capabilities, indmetric in each conversation that you have and look for validation,clarification always learn something new and powerful at each level. At eachconversation, when I'm looking to Validat it every time, if you, if youhear a discrepancy, it's much better to know it early in the sales process thanit is way late in the game and if you're validating that you're going tobe able to determine that discrepancy earlier in the sales process, no Dou,no doub great. So John. What's the bottom line when dealing with multipledecision makers, I think the bottom line is always assume. Multiple buyersattach yourself to the biggest business issue, use positive business outcomes,require capabilities and metrics to create value currency with all buyersand have a blast at the same time, while you're doing it great bottom line.Thank you, John. Thank you to all of...

...you for listening. We've received somegreat feedback from you on these podcast. Keep your ideas coming, findus on twitter unlinked in as well as our parent company Growthblay.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (133)