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<v Speaker 1>It can't just be what we believe is value, and

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<v Speaker 1>it's got to be that the customer sees that what

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<v Speaker 1>we're talking about is valuable to them. So asking the

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<v Speaker 1>right questions to uncover what the buyer values most is

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<v Speaker 1>what is crucial.

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<v Speaker 2>You're listening to the audible Ready podcast. The show that

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<v Speaker 2>helps you and your teams sell more Faster. Will feature

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<v Speaker 2>sales leaders sharing their best insights on how to create

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<v Speaker 2>a sales engine that helps you fuel repeatable revenue growth,

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<v Speaker 2>presented by the team at Force Management, a leader in

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<v Speaker 2>B to B sales effectiveness. Let's get started.

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<v Speaker 3>Hello and welcome to the Audible Ready Sales Podcast. I'm

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<v Speaker 3>Rachel clap Miller. Joining me for our conversation today is

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<v Speaker 3>Forced Management facilitator John Boney. Hi John, Hey, Rachel, how

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<v Speaker 3>you doing.

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<v Speaker 1>Good? To see you again?

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<v Speaker 3>Good good, Yes, John's second time on the audible Ready podcast.

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<v Speaker 3>We're happy to have them back with us. Today we

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<v Speaker 3>are tackling the very small topic of selling on value,

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<v Speaker 3>which we talk a lot about on the audib Already

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<v Speaker 3>Sales podcast, But today we want to talk about what

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<v Speaker 3>does that mean to sell on value throughout the sales process.

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<v Speaker 3>We talk about it a lot it's so important, but

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<v Speaker 3>it's almost this throwaway term. It's what we preach every day.

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<v Speaker 3>But the real crux move, so to speak, or the

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<v Speaker 3>tactic elite sellers do, is to keep the focus on

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<v Speaker 3>value throughout the sales process. So, John, let's kind of

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<v Speaker 3>start with the mindset, the overall mindset that you need

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<v Speaker 3>to make sure you are keeping the focus on value.

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<v Speaker 1>Yeah, really good question, and again thanks for having me

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<v Speaker 1>back well being able to continue to share some thoughts

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<v Speaker 1>and knowledge as people are always learning and getting better

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<v Speaker 1>at what they do. So when you ask the question

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<v Speaker 1>about mindset, it's such a critical component to being in

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<v Speaker 1>that mindset of being in a value based world. As

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<v Speaker 1>a sell you've got to constantly remind yourself that your

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<v Speaker 1>goal is creating and communicating value to your customer, and

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<v Speaker 1>that means understanding your buyers needs, what their challenges are,

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<v Speaker 1>what their goals are, and ensuring that your solution aligns

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<v Speaker 1>to address those areas. It's about being genuinely interested in

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<v Speaker 1>helping your buyer succeed. And being genuinely is kind of

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<v Speaker 1>the key that you've got to be genuine in that

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<v Speaker 1>it can't be just a list of question that you're

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<v Speaker 1>coming to ask about, but really caring about what the

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<v Speaker 1>customer is trying to solve for and again aligning those

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<v Speaker 1>things that around the buyer's needs, their challenges, and their

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<v Speaker 1>goals and sharing that that solution ties back to it

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<v Speaker 1>such a critical component.

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<v Speaker 3>Yeah, I was talking with Brian Walsh, another one of

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<v Speaker 3>our facilitators, and he always has this phrase. He says,

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<v Speaker 3>you know, with or without us, you may choose to

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<v Speaker 3>go with us, or you may choose to go with

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<v Speaker 3>somebody else, But no matter who you choose, what are

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<v Speaker 3>you trying to accomplish? And that's what you're talking about too.

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<v Speaker 3>It's like whe or without your solution. That genuineness you're

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<v Speaker 3>talking about is getting the buyer to that outcome that's

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<v Speaker 3>exactly right.

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<v Speaker 1>And you know, again, if you're not genuine about it,

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<v Speaker 1>there's going to see right through it. And you've got

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<v Speaker 1>to have that care and that fashion in order to

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<v Speaker 1>understand where the buyer wants to go. And again, if

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<v Speaker 1>it's just a list of questions and you're just peppering

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<v Speaker 1>them for your own benefit rather than truly trying to

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<v Speaker 1>help that customer, you're going to miss the boat, miss

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<v Speaker 1>the mark. And so it's keeping yourself in that mindset.

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<v Speaker 1>It's keeping yourself in that compassionate understanding mindset to really

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<v Speaker 1>ascertain what are those challenges goals that the customer's trying.

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<v Speaker 3>To get to right exactly, So now we have the

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<v Speaker 3>right mindset, right, let's figure out how we how we

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<v Speaker 3>do it. A lot of us think we sell on

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<v Speaker 3>value and we're like, yeah, we do this every day,

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<v Speaker 3>but do you really right? And it's about being really

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<v Speaker 3>specific in to your point, drawing those links to the

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<v Speaker 3>buyer might be clear to us because we're living in

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<v Speaker 3>this world of our solution every day of how our

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<v Speaker 3>solution helps achieve those positive business outcomes aka the value

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<v Speaker 3>the buyer is trying to get. But we have to

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<v Speaker 3>make sure that line is clear for the buyer. Does

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<v Speaker 3>the buyer understand how that helps? Because a lot of times,

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<v Speaker 3>you know, our buyer is like in the sea of

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<v Speaker 3>safeness with other vendors, right, everybody looks the same and

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<v Speaker 3>they're probably in the weeds on our problem. They can't

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<v Speaker 3>figure out how to fix it. I mean, I can't

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<v Speaker 3>tell you how many times I've been on with the

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<v Speaker 3>vendor and I'm like, I don't even know, just can

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<v Speaker 3>you fix it?

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<v Speaker 2>Like?

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<v Speaker 3>What do we do right, right? I know, John, you

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<v Speaker 3>really focus on helping sellers reinforce and build on that

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<v Speaker 3>value proposition as they go through the sales process. You know,

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<v Speaker 3>it starts with the discovery to your point, finding out

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<v Speaker 3>what the buyer wants. But let's talk about how you

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<v Speaker 3>do that from that initial contact to closing the deal.

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<v Speaker 3>We always say valuable is meaningful only if the buyer

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<v Speaker 3>understands it right, the buyer understands the line. Let's talk

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<v Speaker 3>about that decision criteria or how we say and command

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<v Speaker 3>a message, the required capabilities and how that links to

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<v Speaker 3>building the value prop and how you deal that.

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<v Speaker 1>Yeah, kind of a two part question there. So you know,

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<v Speaker 1>it's crucial to establish that strong value proposition from the

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<v Speaker 1>initial contact, like understanding what's important to that customer, and

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<v Speaker 1>this involves in understanding the buyer's decision criteria and required

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<v Speaker 1>capabilities that you just referenced. And value is only meaningful

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<v Speaker 1>to the buyer if they think it's meaningful. It can't

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<v Speaker 1>just be what we believe is valuable. It's got to

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<v Speaker 1>be that the customer sees that what we're talking about

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<v Speaker 1>is valuable to them. So asking the right questions to

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<v Speaker 1>uncover what the buyer values most is what is crucial,

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<v Speaker 1>and this could be in the form of cost savings

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<v Speaker 1>or efficiency, or innovation or risk. All those are are

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<v Speaker 1>things that the customer is going to view as valuable.

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<v Speaker 1>And one of the best tips to keep the lines

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<v Speaker 1>of communication around the required capabilities open is to continually

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<v Speaker 1>check in with the buyer to ensure that you know

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<v Speaker 1>something hasn't change with those capabilities. We've got to stay

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<v Speaker 1>on top of the changing environment that happens in today's

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<v Speaker 1>world of capabilities or decision criteria can change on a

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<v Speaker 1>consistent basis because people are changing environments and changing. Priorities

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<v Speaker 1>are changing and every scenario that we're in, and so

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<v Speaker 1>you know, we've got to make sure that we are

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<v Speaker 1>staying on top of and validating to reinforce what that

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<v Speaker 1>value prop is, to make sure that we're in front

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<v Speaker 1>of that and we're hearing what the customer is saying

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<v Speaker 1>and documenting those and getting agreement that what the customer

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<v Speaker 1>is saying is their value prop and what our aligned

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<v Speaker 1>solution to solve that is. We're continually validating that and

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<v Speaker 1>communicating that on a consistent basis.

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<v Speaker 3>Right, And to your point, you don't want to focus

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<v Speaker 3>on a value of a requirement that has now changed, right,

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<v Speaker 3>and they're like, hey, that's great, that's all you do,

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<v Speaker 3>but this is.

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<v Speaker 1>More important, right, That's right, because if it changes and

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<v Speaker 1>we're focused on something that's not important to them anymore,

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<v Speaker 1>we're going to look like we're not understanding what their

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<v Speaker 1>business is or we're not listening to what's happening within

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<v Speaker 1>their organization. And again, Rachel's private said a million times

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<v Speaker 1>over that two things that are said about us as

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<v Speaker 1>customer facing folks is that we don't listen to what

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<v Speaker 1>the customer is saying, and we don't understand their business.

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<v Speaker 1>So constantly validating that and getting alignment with the customer

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<v Speaker 1>that we're hearing them and we're understanding what their priorities

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<v Speaker 1>are are just critical.

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<v Speaker 3>You mentioned this in just a minute ago, but I

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<v Speaker 3>wanted to dig a little bit deeper on it. So

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<v Speaker 3>let's say we've done our initial discovery, we've got our

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<v Speaker 3>initial list of required capabilities, we feel like we know

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<v Speaker 3>the importance of where it stands, and then the customer

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<v Speaker 3>then rere validating because I was like, actually, this is

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<v Speaker 3>probably more important or this is what does that tell you?

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<v Speaker 3>As a seller, like you can't just who my gas is, right,

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<v Speaker 3>You can't just take that change at face value keep going.

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<v Speaker 3>It's probably indicative of something. What is that signaling to you?

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<v Speaker 1>So, if I'm understanding your question, it's you know, how

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<v Speaker 1>do we make sure that we're keeping the value front

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<v Speaker 1>and center of the conversation?

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<v Speaker 4>Yes?

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<v Speaker 3>Always, But you know, if all of a sudden something

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<v Speaker 3>else becomes more important or the priorities have changed, are

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<v Speaker 3>we thinking this is a different ship from a company?

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<v Speaker 3>Could that be indicative of a competitor, like the change

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<v Speaker 3>in priorities might tell us more about well, absolutely, going

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<v Speaker 3>on right, Yeah.

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<v Speaker 1>Really good point. So as relates to that, if something changes,

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<v Speaker 1>there's a plethora of things that could cause that to

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<v Speaker 1>be happening. Right. It could be that there's a competitor

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<v Speaker 1>that has influenced the decision criteria and now the customer's

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<v Speaker 1>thinking in a different way than they were before. It

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<v Speaker 1>could be that there's a change in leadership, that there's

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<v Speaker 1>a change in the priorities of what it is they

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<v Speaker 1>need to solve for. There could have been an event

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<v Speaker 1>that happened, like a breach of something that has caused

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<v Speaker 1>a more urgent criteria to be prioritized within how they're

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<v Speaker 1>going to make their decision. That could be customer loss,

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<v Speaker 1>that could be so again us being aware of what

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<v Speaker 1>is happening within the organization, and that's probably going to

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<v Speaker 1>take us. I can almost sense what the next question

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<v Speaker 1>is going to be Rachel about, how do you make

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<v Speaker 1>sure that you're in front of that and who are

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<v Speaker 1>the folks that you need to be talking to to

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<v Speaker 1>avoid what we like to refer to as a single

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<v Speaker 1>threaded decision versus a multi threaded decision.

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<v Speaker 3>So, as we know, the value prop becomes stronger when

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<v Speaker 3>you're multi threading your deals and when things like this

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<v Speaker 3>happen where changes are happening, the more tied we are

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<v Speaker 3>to additional people, the better position will be. So, what

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<v Speaker 3>strategies do you use or do you encourage sellers to

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<v Speaker 3>use when trying to make sure they're building out relationships

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<v Speaker 3>with more than one person, building out the foundation to

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<v Speaker 3>build that collective yes and not just getting that yes

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<v Speaker 3>from one decision maker.

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<v Speaker 1>Yeah, So when we're going back to that value prop,

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<v Speaker 1>it becomes more robust, more, it becomes bigger as we

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<v Speaker 1>deal with that multi threaded opportunity. And we talk about

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<v Speaker 1>this a lot, and you just mentioned it right the collective. Yes,

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<v Speaker 1>So the strategies that we're we're looking at when it

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<v Speaker 1>when it when we talk about multi threaded opportunities, it's

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<v Speaker 1>ensuring that we are in front of not just the

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<v Speaker 1>decision makers, but also some of the folks that are

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<v Speaker 1>involved in the organization with using or implementing the technology

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<v Speaker 1>that or whatever the service or product is that we

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<v Speaker 1>may be addressing with our client that solves their problems.

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<v Speaker 1>And so there's a lot of things really that we

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<v Speaker 1>need to be able to pay attention to, and you know,

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<v Speaker 1>I want to take a little bit of a deeper

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<v Speaker 1>dive on this. The first one is who are the

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<v Speaker 1>key stakeholders. We've got to identify them early and often because,

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<v Speaker 1>as I mentioned before, they change. We've got to map

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<v Speaker 1>out that organization and we do that through talking to

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<v Speaker 1>various people, asking the questions of who else we can

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<v Speaker 1>talk to, and doing some research. The second is tailoring

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<v Speaker 1>our value problem, the value based conversation that we're having.

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<v Speaker 1>It's tailoring it to the people we're talking to. If

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<v Speaker 1>we're talking to an executive level, it's a different conversation.

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<v Speaker 1>We're talking to somebody who may be lower in the

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<v Speaker 1>organization and we get delegated to who we sound like

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<v Speaker 1>is another common phrase that we hear a lot. So

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<v Speaker 1>it's making sure we're personalizing that communication and using relevant

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<v Speaker 1>case studies that apply to those different people. The other

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<v Speaker 1>piece is facilitating some of the other internal discussions that

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<v Speaker 1>need to take place, like pulling different groups of people

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<v Speaker 1>in to again gain collective understanding of what's happening. And

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<v Speaker 1>that involves building your champion and providing resources that are

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<v Speaker 1>relevant to those different groups. And as I mentioned before,

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<v Speaker 1>that continuous validation with regular check ins and feedback loops

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<v Speaker 1>that we need to have to ensure that you're not

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<v Speaker 1>going off track and you're going down the wrong path.

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<v Speaker 1>And then that helps you build that consensus by aligning

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<v Speaker 1>those goals within the organization and addressing their concerns. Again,

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<v Speaker 1>you're hearing an understand what it is the customer's saying,

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<v Speaker 1>and as you're having these different discussions, this is so

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<v Speaker 1>important and I see this ball get dropped fairly frequently,

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<v Speaker 1>and that's the follow up the post communication and how

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<v Speaker 1>that gets translated back into the post sale engagement and

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<v Speaker 1>the customer success programs to ensure that they understand what's happening.

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<v Speaker 1>And then not coming in cold when they get the

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<v Speaker 1>ball handed to that. So there's multiple steps that kind

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<v Speaker 1>of play into this multi channeled approach of talking to

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<v Speaker 1>a lot of different people. It takes a lot of

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<v Speaker 1>effort and it takes a lot of determination in order

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<v Speaker 1>to make sure you're in front.

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<v Speaker 3>Of those right people right you're pulling the right people together.

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<v Speaker 3>But to the point of what we're talking about today,

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<v Speaker 3>we might use the phrase political landscape, like what's the

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<v Speaker 3>landscape within the account? But all of this helps to

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<v Speaker 3>make your value prop stronger.

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<v Speaker 1>Yeah, for sure, And you know, strengthening that value prop

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<v Speaker 1>is it's been the component that we've been talking about

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<v Speaker 1>the whole time, and it's an ongoing process that we

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<v Speaker 1>have to make sure we're talking through, not just at

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<v Speaker 1>the front, not just in the middle, not just at

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<v Speaker 1>the end, but we're consistently having this conversation.

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<v Speaker 3>It's around because you mentioned a stack wriking or prioritizing

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<v Speaker 3>dishes and criteria as so you can better articulate the

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<v Speaker 3>value of your solution and your differentiation. But as you

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<v Speaker 3>multi thread these deals, it can help you if there's changes,

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<v Speaker 3>but the value may not be the same to each

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<v Speaker 3>player within the with your own company, within the company

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<v Speaker 3>that you're working on, right, people might have different lenses.

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<v Speaker 1>That's exactly right, depending on where you are in the

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<v Speaker 1>organization and who you're speaking to. Each group, person or

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<v Speaker 1>department may have different goals, different needs, and different pains

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<v Speaker 1>that they're trying to solve for, and we've got to

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<v Speaker 1>make sure we understand that. If I'm speaking to somebody

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<v Speaker 1>at let's just say it an implementation of developer per se,

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<v Speaker 1>what are their goals, needs, and pains. They're probably going

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<v Speaker 1>to be more tactical in nature and more technical in nature,

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<v Speaker 1>and I've got anunderstand them be able to speak to

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<v Speaker 1>them at that level. If I'm speaking as I move

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<v Speaker 1>up the organization chain and I get into an executive

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<v Speaker 1>level conversation, those goals and pains and needs are going

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<v Speaker 1>to be different, and they're probably going to be more strategic,

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<v Speaker 1>and they're probably going to involve things like cost, revenue,

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<v Speaker 1>risk efficiency things at those nature that I've got to

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<v Speaker 1>be able to speak at that level, and I've got

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<v Speaker 1>to understand and be able to provide context of where

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<v Speaker 1>we can help them achieve those goals across all different

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<v Speaker 1>types of people that I'm speaking to. And if I

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<v Speaker 1>am speaking over top of somebody's head, I'm going to

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<v Speaker 1>lose them in conversation and I may even put them

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<v Speaker 1>in a place where they feel threatened about their job.

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<v Speaker 1>And I don't want to do that. I want to

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<v Speaker 1>speak at their level and understand what their goals, pains,

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<v Speaker 1>and needs are. And the same thing at the executive level.

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<v Speaker 1>If I'm speaking too tactical or technical, I'm not going

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<v Speaker 1>to be in that conversation for very long. They're going

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<v Speaker 1>to ask me to go speak to somebody else again.

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<v Speaker 1>They get delegated to who we sound like. So really

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<v Speaker 1>critical that we're able to speak at the level of

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<v Speaker 1>people that were in the front ups and they can

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<v Speaker 1>follow along and understand how we're trying to solve collectively

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<v Speaker 1>for the organization. Right.

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<v Speaker 3>So it's aligning value to your buyer, to the buying

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<v Speaker 3>organization right, and their challenges and their initiatives and the

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<v Speaker 3>PBOs at the organizational level. But then it's also nuancing

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<v Speaker 3>that for the individual people that you're talking to within

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<v Speaker 3>those organizations. How is your value aligned to the technical pain?

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<v Speaker 3>How does your value aligned to the business pain? It's

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<v Speaker 3>all important, right. We always say we've got to get higher,

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<v Speaker 3>but you've got to have that old story.

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<v Speaker 1>Absolutely, it's it's understanding technically and from the business side

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<v Speaker 1>of how we're going to be solving through these problems

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<v Speaker 1>that our customers are dealing.

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<v Speaker 3>With and building it along the sales process, John, what

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<v Speaker 3>is one thing you We have a lot of like

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<v Speaker 3>quota caring reps that listen to this podcast and they

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<v Speaker 3>are grinding it out every day. And we always say,

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<v Speaker 3>sales is the game of inches, right, and some of

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<v Speaker 3>these like little tidbits that we share on the Audible

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<v Speaker 3>Ready Sales podcast can help people in the game of

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<v Speaker 3>inches right, just give you that little little bit of

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<v Speaker 3>a bit of edge. What are the things that you

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<v Speaker 3>really want to make sure those people listening take away

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<v Speaker 3>from this conversation today.

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<v Speaker 1>Yeah, I would say, good question, Rachel, and I would

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<v Speaker 1>say the key takeaway is selling on value is an

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<v Speaker 1>ongoing process, right, It's not a one time thing. It

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<v Speaker 1>requires deep understanding of the buyer's needs, continuous validation of

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<v Speaker 1>the value prop and engagement on multiple stakeholders. So by

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<v Speaker 1>keeping the focus on values throughout the sales process, you

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<v Speaker 1>not only increase your chances of closing the deal, but

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<v Speaker 1>also build stronger, more trust based relationships with your clients.

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<v Speaker 1>So again that key thing is selling on value is

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<v Speaker 1>an ongoing process, not just at the beginning.

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<v Speaker 3>That's it. That's it. Thank you, John Boding, Thank you.

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<v Speaker 1>I appreciate it. Rachel, good talking to you.

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<v Speaker 3>Yes, be sure to listen to our other podcast with John.

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<v Speaker 3>We've linked it up in the show notes. It's also

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<v Speaker 3>another great conversation. And thank you to all of you

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<v Speaker 3>for listening to the Audible Ready Sales podcast.

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<v Speaker 4>At Forced Management, we're focused on transforming sales organizations into

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<v Speaker 4>elite teams. Our proven methodologies deliver programs that build company

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<v Speaker 4>alignment and fuel repeatable revenue growth. Give your teams the

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<v Speaker 4>ability to execute the growth strategy at the point of sale.

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<v Speaker 4>Our strength is our experience. The proof is in our results.

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<v Speaker 4>Let's get started. Visit us at forcemanagement dot com.

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<v Speaker 2>You've been listening to the Audible Ready podcast. To not

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<v Speaker 2>miss an episode, subscribe to the show in your favorite

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<v Speaker 2>podcast player. Until next time,