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

Episode · 3 years ago

The Single Selling Motion

ABOUT THIS EPISODE

If reps are overwhelmed at combining sales messaging methodologies with qualification and negotiation processes, John Kaplan breaks down a way to simplify it all into one single selling motion.

Hello, welcome to the force management podcast. I'm Rachel Clip Miller, joined today by John Kaplan. Hi Rate. So, happy New Year and happy New Year to the audience. Yes, thank you for joining me today. John. Thank you to all of you for listening. I am really excited about this podcast because today we're going to talk about executing a single selling motion. A lot of times, as sales reps we are given a lot of tools and tactics and processes to follow, and the challenge can come when we're thinking as a rap. How do I, as a rep, pull all these tools together fluidly in a way where you don't feel like you're just piling on process after process and this tool and that's tactic. And John, I know you get this question a lot from reps who have gone through many of our programs. I know people in the field get it a lot as well. Let's just start sort of given that thought, I just outline. What's your high level advice for people who might be feeling that? Yeah, I...

...think it's a really, really good concern and a really valid concern. Anytime your pile a ton of process, a ton of methodology, and I love how you said executing a single selling motion. It's really the job of the company to that's providing, you know, these concepts, to really think about that selling motion and the advice I always give this to always keep it simple and practical for the sellers, and so what I'd like to do today with you is just kind of highlight how we might do that and how we do that with our methodology right, because sometimes when you try to keep things simple, that's always it's harder to create those tactics and tools in a way that is simple for the sales people. That's for the real power comes from. That's right. So let's talk about this today. I'm just going to frame it as it relates to what what we do at force management. If you're listening and you haven't had as bear with us, you're still going to get some value from this conversation. But, you know, you might be a...

...different methodology that you're using. So let's just say you're a REP and you learn command of the message and you have that value framework to help you guide through that value based conversation. You've got that, then you do command of the sale and now you're aligning that framework with your organization's customer engagement process, the qualification process, something like medic or medpick whatever you're using. And then you've got negotiation training. So now you're executing that negotiation framework as well as doing the value based conversation and qualification. So how am I pulling these together into that one single motion? Yeah, well, I can. I think it's really really valid question and valid concern. I think the first thing that I'd say is that these are not separate moments in time. You know, their tools and methodologies and processes to help you execute a great value based conversation and great qualification. Their tools there, you know. You know, think of them like arrows in your quiver. Know you're using every one of them,...

...you know, but you're using them in a moment of time, but they're all aimed to hit the target. So the job of the company or the people that are providing these resources are to make sure that these, you know, arrows are very, very easy to pull out and that they work to hit the target. Yeah, I think, you know, that's a really good way to think of it. Is just different arrows in your quiver so you're not getting overwhelmed. I think the focus here is to focus on the buyer. Focus on the end game of where your where you're starting and where you're going to get to, and all of these processes are tactics or methodologies are really just helping you to move along that process in a more efficient way. So you shouldn't get overwhelmed at them, but really take a step back, focus on the end game and figure out how to leverage leverage them to your advantage and helping you work smarter and faster. So how do I...

...do that? What am I doing in that sales process? Yeah, I think you. I mean think you mentioned like for methodologies or for processes, or four things that we're kind of commonly known from and or for let's let's make it simple and let's break them down, you know. So when you think about things like command of the message, you're you know, first think about the customer conversation and you know, some rules of thumb are your. You need to make sure that you're thinking about making it outside in more about the customer and less about you, and then the timing kind of switches in the motion and then you get to make it more about you. And so for the people that know us, there's three things. But even if you don't know us. Every sales conversation should really be about. There's three things you're taking away from a customer. There positive business outcomes, their technical requied capabilities to achieve those positive business outcomes, and then how they're going to measure...

...success. That starts with an outside in thought process and then it slips to an inside out where you get to make it all about you. If how you do it, how you do it better than proofpoint. So that's one motion. That's one Arrow, if you will. Now I want you to think about the next part of the motion. So the first part was about creating value. Now we have to capture the value and to liver the value, and we do that through having command of our sale. So creating a customer conversation is only fifty percent of the battle, you know. Now you have to capture the value that you've created in the sales process. And just some rules of thumbs to think about there is you're mapping it to the customers buying process and you're focusing on critical activities by roll, by stage in thinking about kind of who's doing what when. And then the only other two things...

...that you mentioned, Rachel, were about qualification and negotiation, and so I want you to think about this motion of creating value and capturing value. Now we're overlying qualification criteria on it. For those of us who know us, you'VE HEARD ABOUT MEDIC OR MED pick. That's the qualification criteria that's just built into those critical activities. And then negotiation. There is nothing more than critical activities to make sure that we capture the value that we've created. And so I think people this is a misnomer. People get too caught up in this kind of concept of, you know, negotiation as an event. It's really nothing more than a process that begins with critical activity, early in the sales conversation, early in the sales process, to in sure that you capture the value that was created. So there's kind of like four arrows, but a lot of people look at them and go my God, we've got to have...

...messaging which gives us the men of our message. We've got to have a great sales process, we've got to have qualification criteria, we've got to have negotiation principles and these are all methodologies that we need. To just simplify it, it's really about creating and capturing value. That's it. Yeah, it's almost as you're as you're talking, when I'm thinking of is it kind of this you're just pulling through that, those these tools along that process and it's really, I think when you talk, when you mentioned it with negotiation, it's really thinking about this whole thing as a process and that takes a mindset shift. So it's not just all these layers moments in time and what you do here and what you do next and what you do what you do in the future. Right, if you're focused on delivering that value, creating the value for your customer, capturing that value and being buyer, focus on those pedos require capabilities and metrics. You can't go wrong. No, no, and and, and I like how you started this conversation off. You talked...

...about a single motion and when I really think about I think about athletics or I think about you know, those some things that really in order to turn something into it predictable kind of single motion, kind of fluid you you need to first understand the principles of the motion, because if you just take something and you see something, said okay, I'm going to go try to replicate that. Now you're replicating a bunch of motion or a bunch of mechanics and you'd really don't understand kind of the single fluid concept of it. And so I really want people to think about that. No matter what methodologies, what activities you're being asked to do or companies are asking their sellers to do, you need to keep in mind what that full motion looks like and how they're all connected. Just throwing a bunch of motions at them, throwing a bunch of methodologies at I'm a bunch of qualification principles at them. If I can't turn it into action on the field that produces results, then I need to...

...relook at it. And that's how we always say. Getting a little inset out right now when we talk about commanding the message and we talk about that value framework, I write it all the time on the website. Hey, it's not a script, it's a navigational aid to help you maneuver through the process, to help you build those layers for your buyer in order to help that person reach the pedios are trying to achieve. I think that's absolutely right. And you know, I saw something the other day some kind of like my favorite shows, like Sienfeld and some of those things, and I I really think about like how those shows start, is they all start with a script and they sit down like the day of or the day before, I don't know exactly the timing of it, but they read through the script and it doesn't become emotion, a single motion, it doesn't become fluid until they first understand the script. So you're giving these scripts, you're giving these methodologies...

...out, you're giving these processes out, and you got to give your people the chance to turn them into their own turn them into their own fluid, you know, capabilities, and that only comes with the right expectations and, you know, making it simple and making it very relevant to the task at hand. Right. You Open with that and that's probably I would say, if I had to predict, your bottom line is really too if you have you know that your reps need these these trainings or these methodologies to help them execute, but at the end of the day, you need to make it simple and and practical for them. Yeah, I mean it's like it's like an emotion, you know, throwing a baseball, catching a ball, whatever. There are multiple mechanics that go into a single motion and to you know, to give you the bottom line on this one, you know, keeping those mechanics simple. When you think about command of the message, you're thinking about out creating value. How do I create value in that customer conversation?...

When you think about command of the sale, you're thinking about capturing and delivering the value. And then when you think about things like medic and Medpick and value negotiation, how do I overlay those qualification and negotiation principles to measure and qualify your progress which gives you a motion between a buyer and a seller which will create outstanding results? Don't overcomplicated and make sure it's all connected for a fluid motion. That's great outstanding results. Take a set back, really look at yourself and what you're doing and really make sure that you're executing it as that single selling motion. Thank you so much, John. Great Conversation Today. I help, I think, like some people are going to get some value from this conversation, no doubt, and and make sure that you put these principles in place for a great two thousand and nineteen coming up here.

You know, the simple value creation, value capture, qualification and negotiation. You got to have those in place because the most elite sellers in the world, the most elite selling companies in the world have them. Great time to do in evaluation now great, great selling in two thousand and nineteen. Thanks for listening, everybody.

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