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

Episode · 6 years ago

Required Capabilities: Best Practices

ABOUT THIS EPISODE

Managing Director John Kaplan breaks down best practices for identifying required capabilities early and validating them throughout your sales process.

Hello, I'm Rachel Clev Miller and I'mthe director of digital engagement at force management, a growth play company,I'm joined now by our managing director, John Caplin, Ari, it's Great Temater,I'm great to have you today we're going to take a deep dive on a key part ofthe command of the message. Curriculum require capabilities, identifying themearly and validating them throughout your sales process can be a criticalcomponent to your success yeah. I think I love this topic because I thinkrequire capabilities are absolutely the key to your success. You know whenthinking about fantastic customer conversation, so,let's start with a definition, really quick, so the required capabilities arethe a customer. Has a current state ofproblems or challenges. Your job is to is to understand what that currentstate is and then take them to a future state that is more favorable for them, and, what's in between is what isrequired to get them between a current...

...state and a future state, and so whatwe want to encurage sollars, to really think about, is to really really thinkabout how to create that bridge between a current state and a future state andmake sure that that bridge highly highly represents yourdifferentiation in the customers mind in the customers, language we're goingto talk about required capabilities in a number of ways. Today, let's startwith the challenge of the digital buyer and how that affects for quirecapabilities in those sales conversations, we know that digitalcontent is having more of an impact on the sales process. Buyers are educatingthemselves to the online content that Eyre consuming when they call asalesperson. They believe they know what they want: They're likely ready totalk price. So as a salesperson. What am I supposed to do? How do I handlethat yeah? I think that this topic is so critical right now,because this is the reality we have connected buyers. We have educatedbuyers, think about what you're buying...

...today think about how you're buyingthings today, you're going out and you're becoming an educated consumer.So we understand what that world looks like, but I want to give you somespirit on the phone or excuse me on the radio or how ver your listening to metoday with a podcast on your phone. However you're doing it, I just want togive you some spirit out there, which basically says is that the requiredcapabilities are gold for you. So it's not just receiving quite requiredcapabilities from a customer, it's kind of a mandate. It is influencing theserequired capabilitie. So you need to be able to influence, require capabilitiesand there's an old saying out there that says wherever you are there you goso whatever comes to you, you have to be audible, ready and prepared. At theend of the day, I have to make sure that these required capabilities aremore favorable for me and my company. If they are not when they come to me,it is my job through discovery and trapsetting questions and trapping thecompetition to rearrange this criteria...

...to rearrange these requiredcapabilities until I get them into a form where they are more favorable forme, and I'm going to explain how to do that is we continue to talk and that'stheese up. What the next thing I wanted to talk about is that, with requiredcapabilities, you have to make sure that you're you continue to validatethem throughout the sales process. Yeah an I like how you said that you have tocontinue to make sure you validate them. Why? Because with an educated consumerand educated buyer, these required capabilities could change, and we needto understand why theyr change. Are they changing, because somebody seeingsomething digitally somebody's being influenced from somebody? Are theybeing influenced by competitors? So, regardless of why they're changing thatshould light up your skill sets are in your mind's eye. That says I need tovalidate these require capabilities. We always repeat our required capabilitiesfor a number of reasons that number one...

...let the customer know that we continueto hear them and ther were listening to them and that we understand theirbusiness, which is critical. Another reason: Why is when requirecapabilities, change, something made them change and that should just setoff a really really intellectually curious mechanism inside of your head,so ask discovery questions when theychange ask why they change and who changed them. What was the purpose ofthe change and really really dig in with discovery, and you also want to make sure, asyou're digging in and you're validating those required capabilities that you'reincorporating your differentiators in the requirements yeah? So I think so Ithink sometimes people make Tis just a little bit more complicated, andhopefully our listeners have figured out that, if you're talking to meRachel the it's not going to be your answers, my answers Aren' going to becomplicated, so I like to break it down this way. You know, I always thinkabout what are my critical differentiators. First, in every salesmeeting in every customer conversation...

I have the first thing that I say tomyself is what are my differentiators that I want to highlight in thisconversation, then I think about a series of discovery, questions whichare intended to trap my competition around the differentiator. My goal isthrough those series of discovery, questions and trap setting questions. Iget the customer to say that they need my differentiation in the form of theirrequired capability. So if you don't mind I' like to give you just a alittle example, I was thinking about before we came on the air here. I want you to think about like forcemanagement for the listeners out there. Most of you know what we do and kind ofhow we do it, and so one of the things that's a huge differentiate of ours isour methodology, creates highly customized and relevant andtailorcontent for our customers, and so many and most companies in our industry donot have a methodology like that, it's...

...more off the shelf, and so one of theways- and I know that's a big differentiator- and I know what are theproblems associated with having kind of off the shelf content versus highlycustomized and tailor, and so I know that I want to ask some series ofdiscovery questions with the intent to trap the competition around this. SoI'll. Ask questions like give me an example of the last time youworked with a vendor or partner in my industry, where you didn't have thatdeep relevance and tailored content for your organization. So give me anexample of what that experience was like for a participant or for the salesorganization. Walk me through the challenges that the organization had inimplementing these ideas. At the end of the day, how successful was the programand how difficult was it for adoption and reinforcement all the while? WhatI'm trying to get them to do is...

...understand, because I can't tell themthey have a problem in this area. I can only ask them discovery questions withthe intent that they would answer the questions in their mind and say man. Ineed to work with a vendor or a partner that has highly customized and very,very relevant and tailored content for us and at the end of the day. What Ijust do is that I call the little crux move and I'll say so. Can I just callthat a require capability, and that is very, very purposeful? That is how youget your differentiation into a required capability. It's a great eximple and I think it'salso important to remember that when we talk about required capabilities butthey're only one component of what you articulating to the customer or theprospect and ther one component of the value that you're trying to create, weuse a term, often called value currency, and you explain a little bit what whatwe mean by that and how it relates to required capability. Yeah the highlightthis concept that you said only one...

...component N I've been thinking a lotabout this over the last several months and so for several of our listeners.You might have heard me say this before if you've heard me speak on this topic,I want you to think about. Like the analogy of a golf swing. Well, in agolf swing, you have a takeaway and then you have some type of delivery tothe ball or some type of follow through to the ball see af two mechanisms, youhave a takeaway and you have a delivery or a follow through, and so it's allpart of a it's all part of a process, and I want you to think about threetakeaways in the takeaway swing. You have three things that you're takingaway and you need all three, and so these are positive. Business outcomesrequire capabilities and metric. Why do we need all three wat? We need positivebusiness outcomes because we need to understand what the biggest businessissues and problems are associated with the solutions that we could help themwith. We could help them solve those positive business outcomes. We need tounderstand in their mind, what's...

...required in order to make that happen,and those have to be heavily if influenced by US indifferentiatable byus, and we need to understand how they measure success. That's the takeawayand the delivery, or the follow through is how we do that, how we do itdifferently or better and where we've done it before, and so your pointRachel, if just the required capabilities, are just one part of thetakeaway, because if I only had require capabilities- and I didn't havepositive usness outcomes or metrix, I would be less effective in thatcustomer conversation and your last point around value currency. Is I liketo think about these? Just breaking it down very, very simple: the currencymeans this is a common language and a common currency of value that I'm goingto have between me and my customer. These three simple takeaways and thesethree simple deliveries. That's great is that the is that whatyou would say is the bottom line when...

...it comes to required capabilities yeah.I think you know. Let me just sum it up. I think the bottom lineas requiredcapabilities are the gold for sales people, it's not just about knowingwhat these required capabilities are, but we need to be now more than ever,be prepared to influence, require capabilities so that they're morefavorable for us do that by beginning with differentiation. Thinking aboutthe differentiation that you want to get in place in the conversation, asktrap, setting and discovery questions which will highlight thosedifferentiators and then gain agreement that those become heavily influenced inthe required capabilities and you'll win every time great great Wena Andet.Thank you, John. Thank you for your time. Everyone out there thank you forlistening. If you enjoyed this podcast be sure to describe to it ar the itunes.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (133)