WEBVTT 1 00:00:00.600 --> 00:00:03.319 If and when they do enter into the game, they're going to try to 2 00:00:03.399 --> 00:00:07.000 change the game in their favor, so I want to get what separates me 3 00:00:07.080 --> 00:00:15.039 from them on the customer's top of mind. You're listening to the Audible Ready 4 00:00:15.039 --> 00:00:19.800 Podcast, the show that helps you and your teams sell more faster. We'll 5 00:00:19.800 --> 00:00:23.519 feature sales leaders sharing their best insights on how to create a sales engine that 6 00:00:23.600 --> 00:00:28.039 helps you fuel repeatable revenue growth, presented by the team at Force Management, 7 00:00:28.320 --> 00:00:33.719 a leader in B to B sales effectiveness. Let's get started. Hello, 8 00:00:33.799 --> 00:00:37.960 and welcome to the Audible Ready Sales Podcast. I'm Rachel Klep Miller. Today 9 00:00:38.159 --> 00:00:43.520 we are going to be talking about the competition going against competitors. Enjoining me 10 00:00:43.600 --> 00:00:47.880 for the conversation is our own Patrick McLoughlin, Patti Mack. How you doing 11 00:00:47.920 --> 00:00:51.920 today? I'm good, Rachel, how are you good? I love your 12 00:00:51.960 --> 00:00:55.799 passion around this topic. Patti mac you may not remember, but we have 13 00:00:55.960 --> 00:01:00.439 spoken about this several times over our times working together, and you're always really 14 00:01:00.479 --> 00:01:03.319 passionate when you talk about this topic. So I'm excited for the listeners to 15 00:01:03.400 --> 00:01:08.599 hear from you today. Let's sort of like just level set here on the 16 00:01:08.680 --> 00:01:14.519 topic we know there's going to be competitors in our deals as a salesperson, 17 00:01:15.239 --> 00:01:19.200 and I'd love to hear from your own experience how much do you anticipate the 18 00:01:19.239 --> 00:01:25.640 competition and how much do you prepare for them. I prepare for them like 19 00:01:25.719 --> 00:01:30.120 they're going to show up ready to do battle with me. Okay, it's 20 00:01:30.120 --> 00:01:33.760 funny you sent me the email. If you think about this. And yesterday 21 00:01:33.760 --> 00:01:36.719 I was in the store with Evely, right, and everyone wants to buy 22 00:01:36.760 --> 00:01:40.239 these protein bars and I'm like, okay, how much is that? And 23 00:01:40.280 --> 00:01:42.680 she looks at it and she's like, well, there's four bars and it's 24 00:01:42.719 --> 00:01:45.799 ten dollars. And next thing you know, I'm on my phone and I'm 25 00:01:45.840 --> 00:01:49.920 an Amazon and I can get eight bars for fifteen dollars. And I'm like, 26 00:01:49.959 --> 00:01:53.319 well and they'll deliver today, so let's buy that one. And she's 27 00:01:53.359 --> 00:01:55.840 like, Daddy, you're always measuring money. I'm like, yeah, I 28 00:01:55.879 --> 00:01:59.000 am. So you're asking, well, what does buying protein bars have to 29 00:01:59.040 --> 00:02:01.120 do with B to B sales? Here's what it has to do. Economic 30 00:02:01.159 --> 00:02:06.959 buyers, people who spend money to solve problems, measure the money they have 31 00:02:07.120 --> 00:02:13.400 a fight doutiary responsibility to measure their company's money and how expend and the return 32 00:02:13.479 --> 00:02:17.199 on investment. Okay, so think about it this way. The economic buyer 33 00:02:17.319 --> 00:02:23.639 is holding the champion accountable to delivering the solution internally, and the economic buyers 34 00:02:23.719 --> 00:02:25.919 probably saying to the champion, hey who or the O, the coach, 35 00:02:27.039 --> 00:02:31.000 or the technical buyer, Hey who else did you evaluate? What other options 36 00:02:31.000 --> 00:02:34.360 are there? Because think about it, at the end of a sales cycle, 37 00:02:34.400 --> 00:02:38.520 the EB comes in to mitigate risks and the questions they're asking, They're 38 00:02:38.520 --> 00:02:42.240 going to ask the technical buyer, who else did you validate? So think 39 00:02:42.240 --> 00:02:45.360 about it. I've passed the do nothing, do it yourself, your two 40 00:02:45.360 --> 00:02:49.199 biggest competitors. This is the third party competition. But you got to expect 41 00:02:49.280 --> 00:02:53.039 they're going to be there. Yeah, I've heard you also say that expected 42 00:02:53.120 --> 00:02:54.800 that they're going to be there, Like do you prepare for them even before 43 00:02:54.840 --> 00:02:58.919 you know there exists? Right, and that's what you're talking about. Expect 44 00:02:58.960 --> 00:03:02.039 that they're going to be there. So how do you do that? Like 45 00:03:02.120 --> 00:03:07.400 what does that entail? How are you mapping that out? So I look 46 00:03:07.400 --> 00:03:10.120 at it this way. I learned this lesson from Tim Cato, So cops 47 00:03:10.159 --> 00:03:15.400 to Timmy, think about it this way, if the customer doesn't buyer's solution, 48 00:03:15.680 --> 00:03:17.840 what do they miss out on? Right? So think about whatever to 49 00:03:17.919 --> 00:03:23.639 your company A, and you know your solution has these benefits over say company 50 00:03:23.639 --> 00:03:27.879 B. Well, what the difference is between your company and other company? 51 00:03:27.960 --> 00:03:30.319 That's got to be your sales strategy. So for friends who commanded the message 52 00:03:30.319 --> 00:03:35.400 out there, that's track setting questions. How do you get your differentiation into 53 00:03:35.479 --> 00:03:40.520 the customer's decision criteria. So I'm thinking about them right away because if and 54 00:03:40.560 --> 00:03:44.400 when they do enter into the game, they're going to try to change the 55 00:03:44.400 --> 00:03:47.280 game in their favor. So I want to get what separates me from them 56 00:03:47.479 --> 00:03:52.520 on the customer's top of mind, top of their list. Yeah, great 57 00:03:52.560 --> 00:03:55.560 points. I've been having some conversations with some small teams who have signed up 58 00:03:55.560 --> 00:04:01.360 for a sender platform and they are at the beginning stages of trying to find 59 00:04:01.439 --> 00:04:06.439 patterns in their customers buying process. You know, they're just a round kind 60 00:04:06.439 --> 00:04:11.919 of building that sales discipline in their organization and a lot of them only have 61 00:04:12.000 --> 00:04:15.199 one REP, two reps, three reps. And this is a type of 62 00:04:15.879 --> 00:04:18.879 preparation that they can do as an organization, like as an organization when you 63 00:04:18.879 --> 00:04:23.160 look at your competition, ask those questions that Tim told you that you just 64 00:04:23.199 --> 00:04:27.079 went through, because you want to have a point of view not only on 65 00:04:27.560 --> 00:04:30.160 the value that your solution provides a marketplace, but also a point of view 66 00:04:30.160 --> 00:04:33.360 on how it's different than the competition. Right, those essential questions we talk 67 00:04:33.399 --> 00:04:36.680 about, what problems do you solve, how do you solve the problems, 68 00:04:36.680 --> 00:04:41.920 how do you do differently in the competition, and of course what's your proof? 69 00:04:41.959 --> 00:04:46.319 And that's good things you can do before you're even in an opportunity is 70 00:04:46.360 --> 00:04:49.360 have a point of view of that. You said that so much better than 71 00:04:49.399 --> 00:04:53.360 I did. I think that's it. I mean, think about it. 72 00:04:53.399 --> 00:04:57.560 If it's like in his pure essence, if the customer does not choose you, 73 00:04:58.079 --> 00:05:00.439 what do they miss out? And that's got to be your sales strategy, 74 00:05:00.800 --> 00:05:03.439 And that's how you solve the problem. That's your point of view, 75 00:05:03.480 --> 00:05:06.040 that's how you solve the problem. That's how you solve it different than the 76 00:05:06.079 --> 00:05:11.040 competition and the value the customer will get. And then you also need to, 77 00:05:11.199 --> 00:05:15.199 you know, back those claims up with proof. So that was probably 78 00:05:15.560 --> 00:05:19.439 you took my answer and said it one hundred percent better than I did. 79 00:05:19.680 --> 00:05:24.319 Well, let's shift now, Patty mac too. You're in an opportunity, 80 00:05:24.399 --> 00:05:28.639 right, You're starting to have those conversations. How do you get intel about 81 00:05:28.680 --> 00:05:31.199 what the competition is doing in the account? You know what? All right, 82 00:05:31.240 --> 00:05:33.839 to make everybody laugh. So here's what I used to do back in 83 00:05:33.879 --> 00:05:39.319 the day when we used to go cold calling, right physically go into accounts. 84 00:05:39.600 --> 00:05:45.720 You would look in the registration book on the in the in the signing 85 00:05:45.800 --> 00:05:49.199 seat. You would go flip through the pages to see, well at salespeople 86 00:05:49.240 --> 00:05:54.240 from what companies show up. When I saw this question, I started thinking. 87 00:05:54.519 --> 00:05:56.120 You know, I'd always say to the client, hey, can I 88 00:05:56.199 --> 00:05:58.399 get the gass of water a cup of coffee, and we'd go in the 89 00:05:58.480 --> 00:06:01.560 kitchen. I had to look for competitive coffee monks right sitting in there. 90 00:06:01.600 --> 00:06:05.720 But you know, good question. I mean what I would say, is 91 00:06:05.839 --> 00:06:10.920 this how to get intel about what the competition is doing in the account? 92 00:06:11.120 --> 00:06:15.240 That comes down to one the level of intimacy that you have with the client. 93 00:06:15.240 --> 00:06:21.879 I think intimacy is developed over a period of time where you establish trust 94 00:06:23.759 --> 00:06:28.920 right when you provide the customer information, and then you start asking questions like 95 00:06:29.000 --> 00:06:32.040 who else is calling on them? Are they talking to other people. Who 96 00:06:32.079 --> 00:06:38.879 do they use as a reference from a third party perspective to understand best of 97 00:06:39.040 --> 00:06:43.360 bed practices in their industry. So a lot of times customers say, hey, 98 00:06:43.399 --> 00:06:45.519 we subscribe to Gardner. Okay, great, Well, you know in 99 00:06:45.560 --> 00:06:47.839 the Gardener Magic quadrant you're going to have X number of vendors. Have you 100 00:06:47.879 --> 00:06:53.040 looked at any of those vendors? Right? I think if you establish a 101 00:06:53.160 --> 00:06:57.920 level of intimacy with your clients, which is basically the depth of your relationships, 102 00:06:58.279 --> 00:07:00.279 let them know that you're not there just to sell them something, but 103 00:07:00.360 --> 00:07:04.160 to generate outcomes for them. You can be very upfront and ask them, 104 00:07:04.240 --> 00:07:09.519 you know, who do they use to gather information? Who do they use 105 00:07:09.560 --> 00:07:13.480 as subject matter experts? Because think about it, for all the sellers out 106 00:07:13.480 --> 00:07:17.279 there, you're the professional in your specific industry. Your customers are not professional 107 00:07:17.319 --> 00:07:20.839 buyers and they're not doing this every day. So you need to ask them 108 00:07:20.879 --> 00:07:26.519 who are they relying on for guidance from a third party perspective that a lot 109 00:07:26.560 --> 00:07:30.120 of times lends itself to them. Are you uncovering who they may be talking 110 00:07:30.160 --> 00:07:34.199 to from a competitive perspective? I love the point about you know, you 111 00:07:34.279 --> 00:07:38.480 just don't want to go in and you want to be intimate with the customer. 112 00:07:38.560 --> 00:07:43.000 You want it should be natural progression of you asking for information. But 113 00:07:43.079 --> 00:07:46.759 were there any specific discovery questions that you used to use that would lead you 114 00:07:46.800 --> 00:07:50.600 down that path? Yeah, So a lot of times I would ask the 115 00:07:50.680 --> 00:07:55.240 customer of the question, why did you choose the solution that you currently have? 116 00:07:55.680 --> 00:07:57.560 So think about it. If it was a new logo. For me, 117 00:07:57.800 --> 00:08:00.959 that was a question, Hey, I see this that you invested in 118 00:08:01.120 --> 00:08:05.399 an XYZ platform? What was the decision criteria? What led you to come 119 00:08:05.439 --> 00:08:11.319 to that conclusion. I'd also ask questions, did you evaluate my solution? 120 00:08:11.439 --> 00:08:16.240 Where did you see a difference between my solution and the competitive solution? So 121 00:08:16.319 --> 00:08:20.120 from a new logo perspective, to me, it was really easy, right 122 00:08:20.160 --> 00:08:24.879 because I would be upfront, did you evaluate us? What criteria did you 123 00:08:26.040 --> 00:08:30.480 use? And why did you make the choice to invest? And then also 124 00:08:30.519 --> 00:08:33.399 wanted to know was the person I'm talking to did they make that decision? 125 00:08:33.399 --> 00:08:37.360 Because a lot of times decision makers, you know this turnout. So if 126 00:08:37.360 --> 00:08:41.120 I was talking to you Rachel and said, oh you bought this platform, 127 00:08:41.159 --> 00:08:43.639 great, why did you buy this platform? What criteria did you use? 128 00:08:43.919 --> 00:08:48.279 Did you evaluate my company. Was there a salesperson from my company engaged at 129 00:08:48.279 --> 00:08:52.600 the time, If so, what reasons did you feel our platform fell short? 130 00:08:52.919 --> 00:08:56.799 If you did not, well, why did you exclude us? I 131 00:08:56.840 --> 00:09:00.200 want to sort of know. That gives me some mindset. So that's from 132 00:09:00.240 --> 00:09:05.600 a new logo perspective. From an existing client perspective, I think you got 133 00:09:05.600 --> 00:09:07.759 to get the head of the process. I think you need to get ahead 134 00:09:07.799 --> 00:09:11.200 of the process, and you need to ask the customer the question, how 135 00:09:11.240 --> 00:09:16.039 do they look at renewals? Right? They say the renewal process starts the 136 00:09:16.080 --> 00:09:20.480 day after the customer signs the initial contract. Well, I think as a 137 00:09:20.519 --> 00:09:26.879 salesperson with an existing account, you need to uncover what is the customer's decision 138 00:09:26.919 --> 00:09:31.279 process around renewals? Are they required to get two or three bids? And 139 00:09:31.320 --> 00:09:35.039 then I would suggest to everyone you need to treat the renewal as if it 140 00:09:35.120 --> 00:09:39.679 was the first sale. Don't skip the process. Has that all the negative 141 00:09:39.720 --> 00:09:45.399 consequence has been addressed, Have the business outcome has been achieved? What has 142 00:09:45.519 --> 00:09:50.559 changed in their business since the original solution? And I also think you should 143 00:09:50.600 --> 00:09:54.000 ask the customer about the process and if they tell you no, we're just 144 00:09:54.039 --> 00:09:58.240 going to do a renewal and relayship with another po Oh great, but the 145 00:09:58.240 --> 00:10:01.120 customers say, hey, we need to go back out to formal bid because 146 00:10:01.120 --> 00:10:05.840 of the size of the renewal. Yeah. Great points. So really, 147 00:10:05.840 --> 00:10:09.679 what we're kind of skirting around here is this idea of comparative differentiation, which 148 00:10:09.679 --> 00:10:13.080 if you've had commanded the message, you know that concept. We always say 149 00:10:13.159 --> 00:10:18.000 deals are one and loss. On the comparative differentiation, how you do it 150 00:10:18.039 --> 00:10:24.879 differently or better than the competition in a way that satisfies the customer's requirements for 151 00:10:24.120 --> 00:10:30.440 success. And I don't want to talk about the competition without talking about aligning 152 00:10:30.879 --> 00:10:37.080 your differentiation into the required capabilities solution requirements. I will say for everyone listening, 153 00:10:37.120 --> 00:10:39.360 we have podcasts where we just talk about that, and I'm going to 154 00:10:39.399 --> 00:10:43.600 link that in the show notes, but I just wanted to get Patty Max's 155 00:10:43.639 --> 00:10:46.840 brief perspective here. Talk a little bit about how you make sure that differentiation 156 00:10:48.000 --> 00:10:54.840 is embedded into those required capabilities, so put a metric around them. I 157 00:10:54.840 --> 00:10:58.840 think every time you put a required capability in a opportunity, or you in 158 00:11:00.080 --> 00:11:05.000 into the decision criteria, or the customer tells you what the required capability or 159 00:11:05.039 --> 00:11:09.080 decision criteria is you need to educate the customer or come to an agreement on 160 00:11:09.120 --> 00:11:13.519 what the metric the customer is going to use to measure that required capability. 161 00:11:13.879 --> 00:11:18.320 For example, no competitor is going to walk in and say to the client, 162 00:11:18.399 --> 00:11:20.559 we're not committed to your success. We don't have the level of it 163 00:11:20.559 --> 00:11:24.360 which easy, we won't enable this solution fast, we're not very productive, 164 00:11:24.559 --> 00:11:28.679 and once you sign the contract, you'll never hear from us again. Right. 165 00:11:28.919 --> 00:11:31.440 So they're going to walk in and they're going to promise the productivity. 166 00:11:31.440 --> 00:11:33.679 They're going to promise their liability, they're going to promise the ease of use, 167 00:11:33.960 --> 00:11:37.879 they're going to promise the commitment the customer satisfaction. Right, that's great. 168 00:11:39.159 --> 00:11:43.519 What are the decision criteria? What inside the platform are you going to 169 00:11:43.600 --> 00:11:46.240 need and how are you going to measure it? So for every decision criteria 170 00:11:46.240 --> 00:11:50.200 that's in there, especially comparative decision criteria, like I have a blue button, 171 00:11:50.240 --> 00:11:52.159 well, great, I have a blue button too, Well, the 172 00:11:52.200 --> 00:11:56.320 metric could be like how blue is it? Ocean blue, sky blue? 173 00:11:56.559 --> 00:12:03.080 Right? I think every decision criteria or slash required capability needs to have a 174 00:12:03.120 --> 00:12:07.039 metric and that's how the customer is going to be able to say, yes, 175 00:12:07.720 --> 00:12:11.000 Vendor A does it better than Vendor B. It's not through the name 176 00:12:11.039 --> 00:12:16.120 of the differentiator. It's the metric assigned the differentiator. So I think that's 177 00:12:16.159 --> 00:12:20.480 the question you're asking me, is like, it's getting our differentiators into the 178 00:12:20.519 --> 00:12:24.639 decision criteria, but though and also assigning a metric to them, because think 179 00:12:24.639 --> 00:12:28.720 about it, comparative differentiation. We do it, the competition does it, 180 00:12:30.279 --> 00:12:33.440 but the way we do it is slightly better or different that has value for 181 00:12:33.480 --> 00:12:37.879 the customer, and that's usually measured through a metric. Right, it's going 182 00:12:37.960 --> 00:12:39.919 to impact you in this specific way. If I was also to sum up 183 00:12:39.919 --> 00:12:43.879 what you're saying, Patti mac and I've heard Anne Gary talk about this too, 184 00:12:43.120 --> 00:12:50.320 it's the specificity and how you're measuring it that really provides the value for 185 00:12:50.399 --> 00:12:56.039 the buyer. Correct. So when we're looking at those solution requirements required capabilities, 186 00:12:58.320 --> 00:13:01.879 as a salesperson, as somebody quarterback in the deal, what do you 187 00:13:01.960 --> 00:13:05.080 do if you see something on that list or you've heard something from the customer 188 00:13:05.519 --> 00:13:11.440 that you know your competition is better at than you. What's your tactics? 189 00:13:11.480 --> 00:13:13.559 How do you handle that what do you do? Oh? Okay, So 190 00:13:15.159 --> 00:13:20.080 the way to handle it from a tactics perspective is this, I'm going to 191 00:13:22.039 --> 00:13:26.080 understand what the outcome is that the customer is trying to achieve, that is 192 00:13:26.159 --> 00:13:31.360 making them say they need to have that required capability. Okay, So I 193 00:13:31.399 --> 00:13:35.519 need to know what the outcome is the customer wants to achieve. And then, 194 00:13:35.759 --> 00:13:39.080 if you're a commanded the message graduate, you're going to use trap setting 195 00:13:39.159 --> 00:13:46.879 questions to covertly influence the decision criteria to lessen or to lower the rank of 196 00:13:46.919 --> 00:13:52.879 that required capability down lower right and get your strengths up on top. And 197 00:13:52.919 --> 00:13:56.960 then so you do that through trap setting a covertly you do that through trap 198 00:13:58.000 --> 00:14:01.799 setting. What you can also do is overtly influenced the decision criteria by talking 199 00:14:01.840 --> 00:14:07.240 about proof points or references where you've generated a business outcome, and then you 200 00:14:07.240 --> 00:14:11.679 can overt the influenced decision right here. So what I'm trying to do is 201 00:14:13.200 --> 00:14:16.639 get the customer to tell me is this a got to have or a nice 202 00:14:16.639 --> 00:14:20.120 to have? And then I'm trying to reorder the decision criteria in my favor. 203 00:14:22.120 --> 00:14:24.799 If I can't do that, I'm gonna be honest with the customer. 204 00:14:26.200 --> 00:14:28.480 Yeah, and we'll tell them I can't do that, and I'm going to 205 00:14:28.519 --> 00:14:31.919 thank them from the opportunity. I'm going to walk away. And to me, 206 00:14:33.000 --> 00:14:37.120 the only way to actually do that is to have a healthy pipeline right 207 00:14:37.240 --> 00:14:41.639 to walk away. But to me, when I did that, it brought 208 00:14:41.639 --> 00:14:45.279 the client back to the table. Okay. So I looked at the client 209 00:14:45.399 --> 00:14:48.519 and said, hey, based upon this decision criteria, there are a number 210 00:14:48.600 --> 00:14:52.639 of vendors that can do this, and a lot of them are going to 211 00:14:52.639 --> 00:14:56.440 be significantly cheaper than what I would charge you. And then the client says, 212 00:14:56.559 --> 00:14:58.879 well, what do you need to have in the decision right here? 213 00:15:01.000 --> 00:15:05.240 And then I would tell them why my solution was better or different and if 214 00:15:05.279 --> 00:15:07.159 that worked. And sometimes that did work a lot of times. When I 215 00:15:07.240 --> 00:15:11.000 told the clients that I was going to walk away because I wasn't able to 216 00:15:11.080 --> 00:15:16.240 compete based upon the evaluation criteria that they had pre selected, they basically said, 217 00:15:16.240 --> 00:15:18.519 well, what do you need to have in there that you'd be willing 218 00:15:18.559 --> 00:15:24.440 to compete. But it's remember this, folks. As much as the customer 219 00:15:24.480 --> 00:15:26.840 has a right to qualify you to solve their business problem, you have a 220 00:15:26.919 --> 00:15:33.039 right to qualify the customer. Is this opportunity worth your time? Please remember 221 00:15:33.080 --> 00:15:37.399 this, You would never play a game you cannot win. There you go, 222 00:15:37.480 --> 00:15:39.679 You only have so many hours in a day, so many it's time 223 00:15:39.759 --> 00:15:45.840 to actively sell and you want to make sure you're spending that time with the 224 00:15:45.879 --> 00:15:50.759 customers that you're going to be successful with. Right Yeah, absolutely, Okay, 225 00:15:50.960 --> 00:15:54.759 great conversation here in competition, Patty mac, I love your perspective. 226 00:15:54.360 --> 00:15:58.600 Some good things for us to think about as we go into these competitive opportunities 227 00:15:58.679 --> 00:16:03.840 or we send off competitors in our current ones, particularly at the renewals. 228 00:16:03.360 --> 00:16:07.159 Give us a bottom line for the listeners to take with them as they tackle 229 00:16:07.200 --> 00:16:11.879 their week. So think about it this way. You're sitting in your office 230 00:16:12.000 --> 00:16:17.279 in whatever town or city or home you're working out of, and think about 231 00:16:17.399 --> 00:16:21.559 who your competitors are and ask yourself, are they sitting in their office their 232 00:16:21.639 --> 00:16:26.120 home and are they looking at the same patch that you have, the same 233 00:16:26.159 --> 00:16:30.279 opportunities that you have, and what is their strategy? They're not walking away 234 00:16:30.279 --> 00:16:34.480 because you're in the account, right or you're calling on the account. So 235 00:16:34.600 --> 00:16:37.879 what I would ask you to think about is this or here's two things that 236 00:16:37.879 --> 00:16:41.919 I would ask you to take away. If you really think you have a 237 00:16:41.960 --> 00:16:45.759 deal one and you're not worried about the competition, go write the obituary on 238 00:16:45.799 --> 00:16:48.320 the deal, meaning how did you lose it? Okay, and then do 239 00:16:48.399 --> 00:16:52.879 everything you can not to let that happen. And the second thing to think 240 00:16:52.919 --> 00:16:57.639 about is we sometimes know our biggest issues as vendors, right, so if 241 00:16:57.679 --> 00:17:02.720 you had to compete against your self, how would you do it? And 242 00:17:02.759 --> 00:17:08.039 then that should enable your sales strategy to minimize the competition's ability to impact your 243 00:17:08.160 --> 00:17:11.920 value proposition. I love it. I love it. Get your game planned 244 00:17:11.920 --> 00:17:17.799 together. Thank you so much, Fidi Mac, enjoy it, Tel Yes, 245 00:17:17.920 --> 00:17:19.960 Yes, and thank you to all of you who continue to listen to 246 00:17:21.000 --> 00:17:25.079 the Audible Ready Sales podcast. Make it a great week. At Force Management, 247 00:17:25.160 --> 00:17:30.119 we're focused on transforming sales organizations into elite teams. Our proven methodologies deliver 248 00:17:30.240 --> 00:17:36.880 programs that build company alignment and fuel repeatable revenue growth. Give your teams the 249 00:17:36.920 --> 00:17:41.480 ability to execute the growth strategy at the point of sale. Our strength is 250 00:17:41.519 --> 00:17:45.240 our experience. The proof is in our results. Let's get started. Visit 251 00:17:45.319 --> 00:17:51.160 us at forcemanagement dot com. You've been listening to the Audible Ready Podcast. 252 00:17:51.480 --> 00:17:55.440 To not miss an episode, subscribe to the show in your favorite podcast player. 253 00:17:55.720 --> 00:17:56.480 Until next time.