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

Episode · 6 years ago

Uncovering Business Pain

ABOUT THIS EPISODE

Managing Director John Kaplan discusses ways to "dig deep" on negative consequences and motivate your buyer to take action.

Hello, I'm Rachel Clatpmiller and I'mthe director of digital engagement at force management, I'm joined by ourmanaging director, John Caplin, and today we're talking about really tryingto uncover the true business impact of a problem in command of the message. Wecall that uncovering negative consequences, High Rachel and, as usual,annother great topic this week, and we get a lot of questions on negativeconsequences from our command in the message. Oflumni and it's pretty muchstatus quote to find the compelling event, that's motivating a customer totake action. We all know we have to do that, but salespeople really need towork harder and go beyond just uncovering that event. Yeah. I think Ithink it does go beyond that. It's really all about attaching yourself tothe biggest business issue, facin, the customer, the bigger the problem, themore urgent it will be. You know the bigger the problem, the bigger thedollars are to fix it and the bigger the problem, the more access you willhave to the people of powern influence. We know how important finding that bigproblem is so help us with a good...

...definition of negative consequences.Yeah, I think a good definition is all the bad things that are happeningbecause of the business problem and, like so many things in the salesprocess, it really starts with effective discovery. A great discoverybrings the customer to their own conclusion. This really takespreparation. Like so many things we talk about howpreparation is key before any conversation you're having with aprospect or a customer, but if you want to really uncover those negativeconsequences and get to the business impact of the problem, you really needto have confidence o yourself and the problems you solve yeah. I like the waythat you said that rate. You know confidence and conviction really reallytranslates for me into that. You know you believe that what you do mattersyou have to believe that we talk about that a lot havingconfidence and conviction and what you do. So what do you think the biggestmistake sales people make when it comes...

...to identifying these negativeconsequences? I think it's just patience. You know, I don't think we'repatient enough in your mind. I think you should be just saying in a wait fort wait for it keep digging, look to connect to the business issue and lookto connect those business issues to all of the challenging things that aregoing on around them because of that business issue. You know, look forthings internally, that you can connect to look Tho things externally, that youcan connect to and ultimately connect those business issues and thosechallenges to real money to revenue and cost issues. Because of the businessissue, and I think maybe that's where the the challenge lies, because it canbe tough to get a customer to talk about negative negative things, and Ithink sales people by nature are people who want to fix a problem. That's inthe their DNA. So it can be difficult to not jump right through all thisnegative business impact through to the positive business outcomes. Talkingabout the solution and the great things thayre going to that are going to comewhen when that deal is signed, but...

...staying on those negative consequencescan really benefit you. As you manuver through the sale cycle, especially whenyou're dealing with things like multiple decision makers yeah, I thinkyou're bringing up two really really good points. You know the longer youcan stand in the moment of pain, the more they will connect to it themselvesand when you have multiple decision makers, you know things like negativeconsec onquences tend to transcend all levels in an organization and, as we were talking about earlier,I think when you think about your own sales process and aligning with hebuyer, it's a lot easier to identify that those negative consequences earlyon than to get in the late stages of the deal and have to backtrack. I meantalk about Awkward Yeah. I think that's really great, because when you thinkabout it discovery in your mind, discovery should really be focusedearly on uncovering the negative consequences and getting a customer tokind of emotionally connect to it. When you do that early, you have much moreof a chance to get that customer to...

...open up about those problems andchallenges. The later you know the longer you go in a sales cycle, themore the customers looking for solutions and the more they're gettingcloser to their decision so think about it. This way, so the last time youbought a car, something that you really you know needed to have. The last thingyou were doing at the end of your sal cycle was letting that sales personknow how much you needed what they were selling so do it early and we've had a lot of great examplesof Comig out of the message: Participantswho have dug deep in negative consequences and really reframed thesales conversation to talk about that business pain and aligning their valuewith the biggest business problem facing their prospect organization.Talk about one of the great examples that that you might have heard from oneof your coming on the message: students for that of a better term. One of myfavorite you know was a is a customer that deals with medical devices they'rethe largest and oldest medical device...

...company in the United States, and theywere called in on this hospital RFP, and this hospital was all focused onroducing cost and you know as well as they should be. There's a lot, a lot ofpressure and healthcare right now to do this, but during their preparation, oursales team was focused on one of the number one business issues facing thishospital, which was reducing hospital acquired infections.This was a big big issue for this hospital, so they went before thecommittee and the committee was expecting them to talk about all t e,the solutions that they had to reduce the cost and they stupped to their gunsand askd questions to connect this committee to the to the issuesassociated with hospital acquired affections, and actually it was adifficult kind of a difficult meeting, and the committee members were a littlebit frustrated. They wanted hin to stay on, the topic of you know reducing cost,and so they actually one of the...

...committee members, the head of thecommittee, said: Hey xys, the vendor. Would you please wouldyou please leave the room for us and and up you know, we'll call you backand what actually happened was this same board member committee memberlooked at the rest of the group and said: Hey they're, asking US questionsabout the number one challenge for this hospital and we are resisting to givethem answers. So, in a sense, what he was saying was: We've lost our ownemotional connection to what we do that matters are impacts this hospital. Theyactually brought that group back in and ask them all right, go ahead and askyour questions the way you want to ask them to us and in the end it was a really really greatoutcome. It went from a one point: five million dollar deal to a seven milliondollar deal for this group, just a great great story. We love that storyand when you think about attaching your solution to the biggest businessproblem a lot of times when you go into...

...that sales meeting, your solution maynot be in the budget. But to the point of this story, that's initial one point: five milliondollar solution might not have been in the budget, but what also was not inthe budget is a Mersa outbreak that was going to cost them millions millions ofdollars if they didn't take the steps to control it Odo, so getting back to the negativeconsequences. We always like to end these podcast, with with a bottom lineand you're the king of bottom lines, John. So when we talk about attachingto the biggest business problem, digging down on negative consequences,what's the bottom line, I think the bottom line is force yourself to stayin the moment of discovery where your customer has to emotionally connectwith the magnitude of the problem. That's great. I will also, and with theMontra wait for it. That's a good thing to remember. Thank you, John. Thank youall of you for listening, don't forget to follow force management on TwitterLinkdin, make sure you subscribe to AU blog, enforced managementcom.

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