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Real Insights and Lasting results. From sellers like you.
Networking. Go Wide and Deep:
“Finding more than one person to speak to and getting multiple perspectives. I had a prospect that was tough to get in touch with for about 6 weeks. You motivated me to reach out to the CTO, CPO and the co-founder to get different perspectives. It wouldn't have happened unless we tried to loop in other people, and actually found out what they really wanted.”
“Go wide and deep with all the stakeholders, and understand the difference between a champion and a cheerleader.”
“The example was powerful, how you went wide all around the CHRO and then came back to her with all the different use cases, presenting information that she didn't know in order to get to the C level in the deal.”
“Go wide and go deep" really resonated with me because there have been so many times where I've gone for a certain persona and you know almost immediately if are the right person. Instead of just giving up on the account you may as well just go wide and create another internal champion. Have them be your sort of ‘rah, rah’ person internally.”
“Talk about them, not about us. Yeah, it's a simple one, but it works. Key person risk. Many times we think we've got the deal done with one person. But really you need to go wide.”
“Going wide in the org. I think it's like it takes the most effort from us as sales reps. But like having that reinforced to us, and just time blocking and getting that stuff done because it genuinely makes the deal the biggest that it can be. But it's worth the effort.”
Simple Sales Approach:
“Program on a page is a game changer. Our solution can do so many things and can often confuse our clients, so putting that sort of structured framework of what sort of tangible things they will achieve is a no-brainer that we aren't doing right now.”
“Program on a page is very cool and useful!”
“How we all had to fill out that sheet with the industry specific use cases, just seeing how other people word their prospecting messages and what cases they use will really help me.”
“Prospecting for Problem, Promise and Payoff and looking for common challenges and projected pain. It is key to understand how they're feeling and their needs and to put yourself in their shoes. I think, is really gonna help accelerate opportunities.”
“Make it important, make it urgent, make it real with a compelling story to lead them to: why change, why now, why us? I'm really interested to use the plan on a page and having our stakeholders use that for executive meetings.”
“I like the Problem, Promise, Payoff parts that you presented very early on. They really resonated with me and I'm going to reinforce that.”
“Focus on the customer value and business outcomes rather than our platform. I think you can fall into a bit of a trap there to lead, with all the great capabilities. The hard bit is going wide, so, not having to rely on one champion and also just mapping out on a slide that current state future vision and and then the business outcomes. Great single slide, just to make sure everyone's on the same page.”
Personalize the Content:
“Making the conversation about them. We have our own product lingo and material, but at the end of the day, if we don't anchor it to what they care about and why they are in this meeting then we are just wasting everyone's time.”
“As a new rep, being new and not having as much knowledge, I can use that to my advantage and just being insanely curious, and make it about them and not us.”
“I like the: ‘It's about them and not us’. I think that's really crucial, because it's so easy to start talking about our product, even using our solution as a concept. We all love to do that, I think, reminding ourselves of that all the time is really crucial.”
“Making a conscious effort to ensure every single interaction with that customer is about THEM and understanding what that inherent problem or challenge that customer might be facing, could look like.”
“Refreshing. Don't talk about YOU, talk about THEM.”
“I I loved the fact that we're making it all about the customer and just super focusing on them and around what the solution looks like, and sort of leading them to water that way rather than making it about us and trying to fit a square peg in a round hole when it comes to our solution, and just selling a new SKU. Also, the “3 Why’s methodology” I love.”
“I like the program on a page asset. I think that's gonna be really helpful to include on all of our deals, and really then focusing on what the value is for each stakeholder.”
Selling to Solve the Problem:
“I like to build out political maps of customers, key accounts, and you'll find that every stakeholder doesn't have the same challenge. So you've got to differentiate that conversation that's geared towards that particular stakeholder and focus on what's important to them and their incentive to support you throughout that deal in order to build more champions and reduce blockers and be able to mitigate challenges and risks throughout that deal cycle.”
“I really like the idea that you can measure impact through 3 key areas: increasing revenue, decreasing cost and mitigating risk, because ultimately, that's how you drive value for every organization, no matter who they are irrespective of their industry.”
“The golden triangle of just knowing their needs better than they do. If you're just talking with one contact, they don't really understand the full needs of the business. This is really helpful when you're trying to multi-thread into a company.”
Art of the Possible:
“I particularly like the framework “current, desired, and ideal state”. I'm gonna start working that into my proposals. There might actually be few things that might encourage them to change as a result.”
“Just how to better position our offering it and how to get executives thinking about the art of the possible stood out for me.”
“I quite like the FOMO story of using customer examples; particularly around FUD. Fear and uncertainty sometimes works with customers quite well. So what they could be missing out on versus what they could be doing, which ultimately is a Payoff.”
Platform instead of Point Solution:
”Previously, I would hear a problem from a customer and then jump too quickly to ‘we can fix that’ instead of listening to them and learning what other areas within the organization can we help with. We often rush to point solutions instead of expanding meaningfully. I have learned how to position a platform instead of just an individual product.”
“Your example of how each use cases can move the customer needle for the top line metrics for an organization. I am going to utilize that for a deal today that has a really mature program where they've done a heap of research. Now I have a solid strategy for this pursuit around some levers that they're pulling internally that have impacts on top line, revenue generation, etc.”
Drive Urgency:
“Drive urgency in the deal by selling to the outcomes of: Why change, Why Now, Why us?”
“The ‘why them, why now’? We're going to use that in a deal this week to get ahead of their funding process and RFP.”
“I liked how your training was not just about us. That was my favorite part. Why change? Why now?”
Team Collaboration:
“As we met I learned about the sharing elements within a team. For example, even within the Public Sector team, there's 6 people across the region that all have a Healthcare pursuit. They should be talking, and sharing and helping each other get better.”
“The executive outreach process and email templates are huge. We have a rep working a deal and a manager reaching out to executives in a second path to ensure we navigate the organization.”
“This has helped as we do regular deal reviews. We have got great feedback as I standardize your template for customer proposals adding our understanding into the pricing proposals, and slides to execute simple bullet points.”