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

Episode · 4 months ago

Pairing Value and Metrics

ABOUT THIS EPISODE

Defining metrics demands company alignment. Getting buyers to map to and define how they’ll measure success as it relates to your solution isn’t always easy. People may hesitate when it comes to being measured. 

John Kaplan discusses the role both companies and their salespeople play in ensuring their solutions get the credit they deserve for driving significant customer outcomes.

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It's your job to help them define matrics for the solution. If they don't know how to measure success, step into your trusted advisor role and share with them what you've seen o their customers. Do you are listening to the audible ready podcast, the show that helps you and your team's sell more faster. will feature sales leader sharing their best insights on how to create a sales engine that helps you fuel repeatable revenue growth, presented by the team a force management, a leader in BB sales effectiveness. Let's get started. Hello and welcome to the audible ready sales podcast. I'm Rachel put Miller. Today we are going to get a little specific on this episode in the area of value and metrics to critical components to every deal. John Kaplan is here with me today. John, a lot of people struggle specifically with with Matrix in the deal. Yeah, this is a common topic of challenge for for our listeners,...

...and and so I mean reps struggle with matrics because if they use them in the wrong way, they can they can drive, you know, unintended challenges. So if you use them in a technical conversation which mapping a metric to a technical require capability is absolutely needed and appropriate. You struggle a little bit if you are focusing too much on that technical outcome when you try to move up market in the conversation, and so therefore you get the feeling like those technical metrics don't resonate with high level buyers and reps struggle to see the value in them or they you know the old adages, you can get delegated to those that you sound like. So the point is you need to be prepared to Pare your metrics with a great value based conversation to your audience, and so that's what we're going to talk a little bit about today. Right. It's how the metrics are are combined with that value based selling process up and...

...down in it in an organization. So let's start into how these comes together. If we just at the basic level, you really need to make sure that you're consistently focused on the business value of the solution. Always there's an old saying that says no business issue, no business in that comes down to successfully identifying the business problems and how you're going to solve them in a differentiated way. And so these are the things your buyers should really understand at a minimum. So the big business issues your solutions help solve, the solution requirements needed to get there, how your solution matches those needs in a way that's bad than others and where you've done it successfully before, and how they will measure success. This is one that's often overlooked or skipped over in the urgency...

...to get the bield done. So that's why we really really want to focus there right the positive business howcomes required capabilities and the metrics, and people do skip over it because if you've got somebody bought into to your solution, do we really need to worry about how we're measuring success? After reach share the deal, they're close a deal. But John I even I know it's a critical component to your success. And even our salespeople get pushed back on establishing metrics with customers, which is why I think also repspy struggle with them. They may not see the value in them because they might appear to technical in nature, but then they also get pushed back from their customers when they try to establish them. So let's talk a little bit about why that happens and what we can do about it. Yeah, so metrics are how you're going to measure success and I think we get pushed back for a couple of reasons. The first reason is some people aren't sure how to measure success, and...

I have a little red flag there. If they're not sure how to measure success, or they're pushing back a little bit and they don't want to be measured. This is a little bit of a Red Flag for me because it's also related to power and influence. People that have power and influence are typically measured and people that an't, that have power and influence, typically understand that they need to measure success. So that's a little red flag there. If you're getting put if you're getting pushed back, you know. The second reason is people don't like to be measured. It makes them nervous a little bit. You know what, if they don't hit the benchmarks. It's kind of related to the first thing I was talking about, but it could also be related to how you are trying to position the measurement. Are you in the customer jumping in the same boat to be measured? It's the solution going to be measured, or you going to be like that fitness instructor that is going to way people in every time they come into the gym and it's like you...

...get on the scale and you're not losing enough weight or what have you. People don't typically like to get into those relationships. So here's what you do about these couple things. Remember, it's your job to help them define matrics for the solution. If they don't know how to measure success, step into your trusted advisor role and share with them what you've seen o their customers do, and then help your buyers understand that defining metrics only benefits them. The metrics you set today are tomorrow success story. So today's metrics or tomorrow's proof points, and they can show that the solution was a good idea. Last thing on this one, Rachel, is company leaders. I want you to take some of the challenge out of this. We should not be put in the burden on our sellers to figure out how we should be measuring our solutions. Are you hear me talk about knowledge, skills and character all the time?...

This is Knowledge Company, knowledge that the company needs to really get organized. How should our customers be measuring our success? In a technical way, in a business outcome way? These are the things that you need to provide for your sales organization. The skill associated with that is how to position and map those metrics to great solutions, to great outcomes. But I don't want to let companies off the hook. I think, Rachel, one of the number one reasons why people struggle with this is because why seller struggle with with this is because companies have not committed to that knowledge, in getting a line behind that knowledge and getting it into what we would call the value based conversation through a value framework. That's a really good point. We need to own that part internally when to enable our sellers to gather it front from the customers. Yeah, there's a skill involved. Yeah, but then there's also a...

...playbook that says these are the typical metrics that if a customer measure success this way, we will typically win. And that's where they come together. Company has ownership, seller as ownership. That's that's a great point. And well, you know, you mentioned champion. I want to back up to that because it's something you can also be working on with your with your champion, if they have power and influence, because there's a personal benefit to that champion in defining the Matrix. Yeah, you're absolutely right. And if your champion champion the solution. You know, they help show their good work, building their credibility and influence within the organization. It benefits them, but also it benefits you as it establishes, you know, a link between your solution and in the champion, in the defined outcomes, and so that's what metrics really helped do. Let me give you a quick example. A few years ago,...

...as working with a working with our success team to establish we do something called a score card. So when we get involved our customer success team in our engagements, we get them involved early and we create basically the content for the ongoing qbrs. And the ongoing qbrs are going to be positiveness, outcomes, required, capabilities and matrics. This is the business outcome you're trying to achieve. Here's what you said was technically required and here's how you said you're going to measure success. And we could not get this customer, who's actually a friend of mine and he's The champion. We could not get this person to commit to metrics and so I had to and so it was messing up our QBR process. So, and I want you to really listen to this, folks, because I think it's relevant I get a lot of feedback when I tell the story that people are like yeah, that that's kind of similar to my situation. Good relationship with the customer, but they're pushing back massively on giving you metrics. And so the I said to the person, I said, Hey, frank, let's say frank. Why are you resisting talking...

...about how we're going to measure success? He said, John, I just don't really understand what you're trying to accomplish here. You're already good with us, like we don't have to measure this. We already made our decision to go with you. We're going to buy a ton of stuff from you. You don't have to set this up for future business. That's we just it's not going to work that way. We're good. We're going to implement everything that you guys outline here. And I said, frank, thank you for that endorsement, but that's not really what I'm trying to achieve. I'm doing this for you. He's like, what do you mean, and I said today's metrics are tomorrow's proof points. Why did you spend this money with us? I'm great if you and I have a great relationship ship, but what's your cfo going to say a year from now, six months from now, what did we get for that investment? And I said I want you to have that credibility. So in order for us to implement that total road map...

...that you and I are talking about, you are going to be held accountable for the success of the Road Map at key milestones. That's why we're doing this. And he actually said, Oh, that's pretty good. That's a pretty good point, because that's most definitely going to happen. I'm going to be good. I'm going to be asked what outcome did you get with the investment that you made with force management? And so it was really, really good example for me. And sometimes with our greatest champions you'll get pushed back and a lot of people just relent. There go, I don't want to mess with the relationship. Stick to your guns. Always make it about them. Yeah, we have a terms on that we use called a joint value proposition, and that's really what we're talking about here. Yeah, I mean a joint value proposition. I think what we do there is we really think about putting ourselves in the future and asking what does success look like in the future, and how would you measure that. And you know, when you...

...think about it, you know we call you guys. Have heard the if your listener of this program, you've heard US talk about the mantra, and I love this joint value proposition. Really wrap them up around the mantra because we think about the mantra, it's made up of positive business outcomes, require capabilities and metrics, and that's all about the customer. That's all about them. Our job is to map what we do. So how we do it, how we do it differently or better and where we've done it before. That's all about us. First we make it all about them. We earn the right to make it all about us and that's the joint value proposition. So, John, let me talk about coming up with metrics, equipping sales people to tell the story. What is our key takeaway from this conversation? Yeah, so we've talked about a lot here today and I think let's start...

...with a company commitment. I think the reason why metrics are tough in they're consistently tough. The concept is consistently tough over the last, you know, twenty years of doing this is number one. The company hasn't aligned behind providing their sellers with what a great metric should be in the concepts of metrics and positive business outcomes. That's why we do what we do, is we get alignment behind the answers to metrics and positive business outcome. So let's not let the sellers have to guess on what should be a great metric. A secondly, look for pushback. PUSHBACK can be a great indication about what's going on for a customer and we said that customers push back a little bit on that tricks. They either don't know how to measure success, which allows you the ability to be a trusted advisor because if you do have that great content in your company, that says well, here's how our customers measure success and here's...

...why that's a great way to be a trusted advice. Or also, look back for the pushback up. People just don't want to give the measurement to you because they either don't want to be measured by you or they just don't want to be measured by their company. Remember that Red Flag I talked to you about? That typically is a red flag is that relates to the power and influence. So we talked about some key ways to deal with the pushback in the last one is just make it part of the joint value proposition. And you're building that joint value proposition with what we always calls the mantra and outside in approach. Customers trying to achieve positive business outcomes. They have technical requirements and those technical requirements are measured in some way, and so metrics float up and down that that mantra in connections to the technical require capabilities and in positive business outcomes, positive business outcomes for executives, technical buyers focus more on...

...technical metrics, and so then just map it to how you do it, how you do it differently or better, and where you've done it before. So we talked about content and we talked about use. Put those two together and you'll have a great joint value proposition. There we go. Thank you, John, my pleasure go get them all right. I'm going to talk about my own matrics here on the podcast out already, sales podcast. One of the ways we measure successes from reviews. If you like this podcast, please go to your APP tap, give us five stars, leave some great comments. Would love to to up those review numbers and we appreciate all of you. You continue to listen. Thank you. At force management, we're focused on transforming sales organizations into elite teams. Are Proven methodologies deliver programs that build company alignment and fuel repeatable revenue growth. Give your teams the ability to execute the growth strategy at the point of sale. Our strength is our experience.

The proof is in our results. Let's get started. Visit US at force MANAGEMENTCOM. You've been listening to the audible ready podcast. To not miss an episode, subscribe to the show in your favorite podcast player. Until next time,.

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