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<v Speaker 1>You need to understand what that differentiation does for your customer,

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<v Speaker 1>Why is it good for them? And so what if

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<v Speaker 1>they don't have it, what problems come up? And that

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<v Speaker 1>makes it really easy for you to come up with

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<v Speaker 1>your discovery questions.

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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.

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<v Speaker 4>I'm racial klet Miller, and I want to start by

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<v Speaker 4>letting everyone know that our new Assender platform has launched

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<v Speaker 4>content Curriculum community. You can sign up at a center

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<v Speaker 4>dot co. We are publishing content just for sales reps

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<v Speaker 4>there every day Monday through Friday. I have quite a

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<v Speaker 4>pipeline of content, so I hope you come check it out,

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<v Speaker 4>come find us.

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<v Speaker 3>You can even spot our own John Kaplan there too.

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<v Speaker 3>Hi John Rachel.

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<v Speaker 5>It's a great day to be in a sender.

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<v Speaker 4>It is It is okay, So John, today let's focus

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<v Speaker 4>on a critical component of every deal you sell. We

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<v Speaker 4>talk about key buckets you need to fill up as

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<v Speaker 4>a rep. But when we talk about critical buckets, the

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<v Speaker 4>solution requirements or required capabitabilities are one that are really important.

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<v Speaker 4>These are things that the customer needs to achieve the

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<v Speaker 4>business outcomes they're looking for. They must have requirements that

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<v Speaker 4>exist with or without your solution, and we're going to

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<v Speaker 4>dive in on those today.

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<v Speaker 5>Yeah.

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<v Speaker 1>I mean you often hear me talk about attaching to

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<v Speaker 1>the biggest business issue facing the customer, and that is

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<v Speaker 1>a critical skill. And then you hear me talking about,

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<v Speaker 1>you know, influencing decision criteria or solution requirements. So connecting

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<v Speaker 1>those two together are really really critical. So you can

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<v Speaker 1>think of solution requirements in terms of like current state

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<v Speaker 1>and future state. So there what is required to get

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<v Speaker 1>the customer for from where they are now from where

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<v Speaker 1>they want to go, and your job as a seller

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<v Speaker 1>is to create that bridge for them and align it

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<v Speaker 1>to your own value and the differentiation you bring to

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<v Speaker 1>the table. So it's a really really critical critical skill.

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<v Speaker 1>We're going to dig into it here a little bit.

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<v Speaker 3>Yeah.

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<v Speaker 4>We often say, John that you have to be able

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<v Speaker 4>to influence these requirements, and that's what you're talking about

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<v Speaker 4>with that alignment to the value and differentiation you bring

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<v Speaker 4>to your table. It's about positioning what you bring in

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<v Speaker 4>a way that influences those requirements exactly.

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<v Speaker 1>There's an old saying out there that says, wherever you are,

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<v Speaker 1>there you go. So whatever comes to you by way

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<v Speaker 1>of solution requirements, you have to be audible, ready, and

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<v Speaker 1>prepared to influence those. You know, at the end of

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<v Speaker 1>the day, I have to make sure that those solution

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<v Speaker 1>requirements are more favorable for me and my company, and

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<v Speaker 1>if they aren't, I have to be ready through discovery

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<v Speaker 1>and trap setting to influence them in a way that's

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<v Speaker 1>aligned to my solution. So I'm asking them why a

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<v Speaker 1>specific requirement is important, how does it drive to the outcomes.

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<v Speaker 1>I'm also asking them, meaning them the customer, about gaps

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<v Speaker 1>in their requirements. So if there's something that's not in

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<v Speaker 1>there that should be in there, I have to get

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<v Speaker 1>that in there. I have to find a way to

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<v Speaker 1>get it in there, so I just you know, relate

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<v Speaker 1>it to their outcomes, and I do that in a

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<v Speaker 1>way that makes it more favorable for them.

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<v Speaker 6>Yeah, the other critical component here and something that really probably,

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<v Speaker 6>I would say differentiates great sellers from elite sellers is

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<v Speaker 6>to really under the understanding that those lists of requirements

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<v Speaker 6>can always be evolving.

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<v Speaker 4>Once you validate them at one point, they can change.

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<v Speaker 4>Customers change their mind, a competitor may drop in and

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<v Speaker 4>influence them, business priorities might shift, So we need to

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<v Speaker 4>be constantly validating them.

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<v Speaker 1>Yeah, I mean, they're really the gold He or she

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<v Speaker 1>who owns the decision requirements, the require capabilities, the solution capabilities,

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<v Speaker 1>all three of those that are interchangeable. He or she

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<v Speaker 1>who owns those really owns the opportunity. And I think

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<v Speaker 1>sometimes people make this a little bit more complicated. So

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<v Speaker 1>I always think about it, like, you know, what are

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<v Speaker 1>my critical differentiators in every sales meeting and every conversation

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<v Speaker 1>that I'm going to have? And the first thing I

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<v Speaker 1>say to myself is what are my differentiators that I

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<v Speaker 1>want to highlight in this conversation? How am I going

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<v Speaker 1>to get those different get that differentiation into the conversation?

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<v Speaker 1>And then I think about a series of discovery questions

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<v Speaker 1>which are intended to trap my competition around that differentiator.

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<v Speaker 1>So my goal is through a series of questions, I

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<v Speaker 1>get the customer to see that they need that differentiation

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<v Speaker 1>and that it's critical to get that business outcome that

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<v Speaker 1>they're trying to achieve. So therefore it just becomes a

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<v Speaker 1>natural part of the solution requirements or the required capability.

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<v Speaker 1>So again, first I think about my differentiation, and then

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<v Speaker 1>I take a look at the decision criteria, the solution requirements,

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<v Speaker 1>and I got to make a decision that says how

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<v Speaker 1>am I going to get these differentiators into those decision

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<v Speaker 1>criteria and make it the customer's idea. It's all about discovery.

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<v Speaker 1>It's all about understanding your differentiation and then asking great

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<v Speaker 1>discovery questions which make the customer highlight some of the

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<v Speaker 1>challenges and the problems of not having that differentiation. So

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<v Speaker 1>it becomes an automatic conclusion by the customer that they say,

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<v Speaker 1>but of course I need that differentiation. Your crux move

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<v Speaker 1>is then saying okay, so can we call that a

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<v Speaker 1>required capability? And the customer says yes, So don't overcomplicate it.

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<v Speaker 4>Right, We always say, when you think about your differentiation,

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<v Speaker 4>it only matters if it's important to the buyer. Those

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<v Speaker 4>traits of your solution that make you different and better

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<v Speaker 4>than the competition are only important if the buyer cares

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<v Speaker 4>about them. So this crux move that you're talking about, John,

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<v Speaker 4>and the aligning it to the required capabilities is just

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<v Speaker 4>really helping the customer understand that if they want to

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<v Speaker 4>achieve these outcomes they need.

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<v Speaker 3>This is a list of what's required to get there.

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<v Speaker 4>If you want to achieve hey, you need to do

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<v Speaker 4>B and B has my differentiation in it.

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<v Speaker 1>Yeah, one last thing on this, Rachel, I think it's

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<v Speaker 1>really really You just brought up a great point. I said,

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<v Speaker 1>the differentiator has to have value to the customer. And

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<v Speaker 1>I remember scenario one time where I was competing and

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<v Speaker 1>I totally smoked my competition. I blew them away in

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<v Speaker 1>the validation event and we were selling software to a

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<v Speaker 1>customer and in the end, the economic buyer came back

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<v Speaker 1>and said, mister Kaplan, we have a problem and I said, well,

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<v Speaker 1>what's the problem and he said that your screen is blue?

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<v Speaker 1>And I almost started chuckling. Rachel, I was like, okay,

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<v Speaker 1>wait a second, he's not smiling, so let me just

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<v Speaker 1>think about this for a second. Yes, indeed, my screen

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<v Speaker 1>is blue. And the interface that the competitor was using,

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<v Speaker 1>which the which the users were using for you know

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<v Speaker 1>twenty years was green, and then I thought about it.

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<v Speaker 1>Thank god, I caught myself and I thought, so what,

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<v Speaker 1>so what if it's a blue screen, ear green screen?

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<v Speaker 1>What does that have to do with differentiation? Like bi

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<v Speaker 1>directional associativity, which means a change made anywhere was reflected everywhere.

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<v Speaker 1>What is that going to do? By you know, what

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<v Speaker 1>I'm proposing is drastically reducing the time to market by

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<v Speaker 1>a minimum of fifty percent. And so I caught myself

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<v Speaker 1>and I had to ask myself the question what does

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<v Speaker 1>that have to do? What value does that add for

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<v Speaker 1>the customer? And I'll never forget that Rachel, differentiation has

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<v Speaker 1>to bring value to the customer. It doesn't. It's not different.

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<v Speaker 1>It's not a differentiator just because it's different. And it

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<v Speaker 1>was a really really great learning experience for me. So

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<v Speaker 1>when you're out there and we're telling you, you wake up

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<v Speaker 1>in the morning and you got to understand your differentiation.

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<v Speaker 1>You need to understand what that differentiation does for your customer.

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<v Speaker 1>Why is it good for them? And so what if

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<v Speaker 1>they don't have it, what problems come up? And that

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<v Speaker 1>makes it really easy for you to come up with

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<v Speaker 1>your discovery questions. Just ask questions about scenarios of those

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<v Speaker 1>problems or those challenges, and that's how you do it.

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<v Speaker 4>Thanks for reminding me, Yeah yeah, and getting them into

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<v Speaker 4>the required capabilities or solution requirements are is that coruct

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<v Speaker 4>move that you're talking about, and those requirements are.

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<v Speaker 7>Just one of those critical buckets that you need to

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<v Speaker 7>fill up before you really talk about yourself or demonstrate

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<v Speaker 7>how you do it, what your solution is going to

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<v Speaker 7>bring to them.

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<v Speaker 5>Oh, really good, really good. I like how you set

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<v Speaker 5>that up.

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<v Speaker 1>So let's talk about your mentality has always got to

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<v Speaker 1>be outside in. You first have to understand the wants,

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<v Speaker 1>needs and challenges of your customer before you make it

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<v Speaker 1>about yourself. It's as old as dirt. It's Egypt old.

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<v Speaker 1>I like to think about these as buckets. Like think

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<v Speaker 1>about when you have a conversation with a customer, you're

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<v Speaker 1>getting on the with them, you're having a meeting with them.

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<v Speaker 1>You write down on a piece of paper you have

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<v Speaker 1>three buckets that you have to fill up before you

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<v Speaker 1>earn the right to pivot and talk about yourself or

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<v Speaker 1>talk about your solution. Those are things like positive business

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<v Speaker 1>outcomes or the outcomes the business implications that they're trying

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<v Speaker 1>to achieve. We talked about attaching to the biggest business issue.

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<v Speaker 5>You've got to understand that.

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<v Speaker 1>And if I don't have those things, bad things will

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<v Speaker 1>happen because there'll be no urgency. If I'm not attached

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<v Speaker 1>to a business outcome, there'll be more urgency. I'm more

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<v Speaker 1>likely to be thrown in with a group of other competitors.

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<v Speaker 1>It's harder to differentiate. The next thing, the next bucket

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<v Speaker 1>that I have to have is I have to understand

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<v Speaker 1>the solution requirements. And we just talked about not only

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<v Speaker 1>have to understand the solution requirements, but they have to

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<v Speaker 1>be favorable for the customer and they have to be

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<v Speaker 1>favorable for us. And that's where we get our differentiation involved.

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<v Speaker 1>And then the third thing is I have to understand

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<v Speaker 1>how they're going to measure success. So the three buckets

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<v Speaker 1>are positive business outcomes, the solution requirements, and then the

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<v Speaker 1>metrics or how the customers going to measure success. Once

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<v Speaker 1>I fill up those buckets, I've earned the right to

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<v Speaker 1>make it all about myself, and then I can talk

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<v Speaker 1>about how I do those things, maybe how I do

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<v Speaker 1>them differently or better than the competition. And of course

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<v Speaker 1>you know where I might have done it before, but

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<v Speaker 1>that's all about me. I have to earn the right.

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<v Speaker 1>A lot of sellers get it turned around, Rachel. You

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<v Speaker 1>know they're picking up the phone, they're talking about, Hey,

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<v Speaker 1>have you heard of us? Here's what we do. Stop me.

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<v Speaker 1>When you hear something you like, it's as old as dirt,

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<v Speaker 1>it's Egypt old. First make it about them before you

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<v Speaker 1>earn the right to make it about you.

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<v Speaker 4>That's a great wrap up, John, But I'm wondering if

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<v Speaker 4>you have another bottom line.

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<v Speaker 1>I can talk a dog off about the meat back

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<v Speaker 1>and Rachel, And since you asked me to prepare for

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<v Speaker 1>a bottom line, and I'm like, well that was good. Yeah,

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<v Speaker 1>it's not bad. Huh, not bad way to be audible. Ready,

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<v Speaker 1>all right, let's do one. Let's do one. So when

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<v Speaker 1>I think about a bottom line, you know, require capabilities

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<v Speaker 1>of the gold for salespeople. You got to wake up

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<v Speaker 1>every morning and you got to say I need to

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<v Speaker 1>own those require capabilities and they got to be favorable

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<v Speaker 1>for me. So it's it's it's not just about you know,

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<v Speaker 1>gathering requirements. It's not being a note taker.

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<v Speaker 5>Uh.

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<v Speaker 1>There's a saying that says, you know, I don't need

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<v Speaker 1>you to be. I don't need you to be a

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<v Speaker 1>weather person. I need you to be a journalist. And

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<v Speaker 1>I think you might have taught me that one because

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<v Speaker 1>you're a former journalist and I really really like that.

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<v Speaker 1>So you got to be prepared to not only gather

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<v Speaker 1>those require capabilities, but you have to be influencing them

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<v Speaker 1>with your decision criteria. So you got to think about

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<v Speaker 1>getting your differentiation, and you wake up in the morning,

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<v Speaker 1>swing your legs over the side of the bed and say,

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<v Speaker 1>what is my difference that I'm going to influence into

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<v Speaker 1>conversations today? Plan for it with great discovery questions. The

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<v Speaker 1>best way to do that is think about, all right,

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<v Speaker 1>let me think about that differentiator. What does it mean

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<v Speaker 1>to the customer? So what if they don't have it? Okay,

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<v Speaker 1>it causes this problem, it causes that problem, it causes

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<v Speaker 1>this problem. Just ask a series of discovery questions about

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<v Speaker 1>those problems you just thought about, and then everything will

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<v Speaker 1>fall into place. The last thing you do is you

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<v Speaker 1>get the customer to say, Okay, so it sounds like

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<v Speaker 1>that's pretty important for you to have. Do you mind

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<v Speaker 1>if we just call that a required capability? And that's

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<v Speaker 1>what the most elite sellers do You'll win every time?

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<v Speaker 8>All right?

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<v Speaker 3>Thank you, John, you got it.

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<v Speaker 4>Thank you to all of you for continuing to listen

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<v Speaker 4>to the Audible Ready Sales podcast. If you like this content,

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<v Speaker 4>this is the same type of content that we are

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<v Speaker 4>publishing in the Ascender platform, so be sure to check

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<v Speaker 4>it out at sender dot com.

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<v Speaker 8>At Force Management, we're focused on transforming sales organizations into

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<v Speaker 8>elite teams. Our proven methodologies deliver programs that build company

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<v Speaker 8>alignment and fuel repeatable revenue growth. Give your teams the

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<v Speaker 8>ability to execute the growth strategy at the point of sale.

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<v Speaker 8>Our strength is our experience. The proof is in our results.

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<v Speaker 8>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.