WEBVTT

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<v Speaker 1>Buyers are going to change, needs are going to change,

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<v Speaker 1>and that's all part of selling. Your ability to be

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<v Speaker 1>audible ready or prepared for when those changes come will

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<v Speaker 1>help you control the deal.

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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. We'll 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.

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<v Speaker 1>Let's get started.

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<v Speaker 3>Welcome to the Audible Ready Sales Podcast. I'm Rachel Klep

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<v Speaker 3>Miller here with John Kaplan. Hi John, him Rachel. So

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<v Speaker 3>today we are going to talk about controlling your deal,

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<v Speaker 3>a topic that is often difficult to master. We all

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<v Speaker 3>know what it feels like when we are in control

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<v Speaker 3>of an opportunity. But John, when we talk about controlling

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<v Speaker 3>your deal, what does that mean? What comes to mind

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<v Speaker 3>when I say that?

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<v Speaker 1>The first thing that comes to my mind is it's

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<v Speaker 1>really all about qualification in control. I mean, I think

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<v Speaker 1>I'm thinking about I'm doing everything that I can at

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<v Speaker 1>each moment to ensure that this opportunity is qualified and

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<v Speaker 1>moving forward with urgency. So I know there's a lot

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<v Speaker 1>of words in there, but that's the definition I'd like

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<v Speaker 1>to use as we go through the rest of this.

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<v Speaker 3>Yeah, and when we say control, we aren't talking about

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<v Speaker 3>just pushing the deal through. We're still talking about aligning

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<v Speaker 3>to your buyer's needs and how they buy. We just

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<v Speaker 3>want you to be in a situation where you're being proactive,

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<v Speaker 3>not reactive, doing those great things that John just mentioned.

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<v Speaker 3>So let's talk through some things that may happen to

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<v Speaker 3>take you out of control, to show you are in control,

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<v Speaker 3>and how you might counteract them. John, what do you

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<v Speaker 3>do when a buyer already assumes they know what you do,

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<v Speaker 3>and perhaps it isn't right, they feel like they know

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<v Speaker 3>everything about you. That is an example of when you

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<v Speaker 3>might not be in control the conversation of the opportunity.

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<v Speaker 3>How do you handle that well?

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<v Speaker 1>I think this is such a great point because all

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<v Speaker 1>the data says that buyers believe that they have access

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<v Speaker 1>to the right information and all the information that they

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<v Speaker 1>need to educate themselves on our solutions, and therefore then

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<v Speaker 1>just focus on interacting with us transactionally. And that's a

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<v Speaker 1>real real issue, a real real concern, and that's just

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<v Speaker 1>because of the access to information out there. So if

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<v Speaker 1>you do run into this scenario, I talk about meeting

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<v Speaker 1>the buyer wherever they are. So if you sense the buyers,

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<v Speaker 1>assuming that they know more about your products and services

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<v Speaker 1>and your industry, allow them to start there and let

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<v Speaker 1>them share with you what they know. It's important for

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<v Speaker 1>you to understand where they're coming from. So, for example,

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<v Speaker 1>if a customer says, I've done a lot of research

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<v Speaker 1>on your product and here's what I found, start there.

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<v Speaker 1>What do you like most about what you've uncovered about

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<v Speaker 1>our products a service or our company, and what caused

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<v Speaker 1>you pause? I always ask those questions because on the upfront,

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<v Speaker 1>typically they're going to say they're going to be very,

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<v Speaker 1>very cautious. They're going to talk about potentually being expensive,

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<v Speaker 1>not having all the features that they need. But let

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<v Speaker 1>them share the information and then go right into your discovery.

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<v Speaker 1>So it's an outside and approach. At the end of

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<v Speaker 1>the day, your ultimate goal is to attach your solution

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<v Speaker 1>to the biggest business issues facing your customer and influence

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<v Speaker 1>the decision criteria with your differentiation. So that's ultimately your

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<v Speaker 1>solidifying medpick and medic which we're going to talk about

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<v Speaker 1>here in a little bit, But wherever you are there

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<v Speaker 1>you go just take whatever information they have and begin

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<v Speaker 1>your discovery from there.

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<v Speaker 3>Yeah, that's a great tactic, great thing to remember. The

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<v Speaker 3>other area where you put yourself in a reactive state

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<v Speaker 3>is when a buyer throws a wrench into your process,

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<v Speaker 3>like something you weren't expecting. And it may happen often

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<v Speaker 3>maybe it's kind of a late stage approval that you

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<v Speaker 3>weren't expecting. Like so and so needs to buy into this.

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<v Speaker 3>We didn't think they had, but they need. You've got

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<v Speaker 3>a new stakeholder in the deal. I know that happens

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<v Speaker 3>a lot. How would you handle that?

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<v Speaker 1>Well, I think you're just going to have to assume

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<v Speaker 1>that it's going to come. Yeah. The first thing is

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<v Speaker 1>to qualify the decision process early and often. Again, I

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<v Speaker 1>would normally say, so, this doesn't happen, but it's going

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<v Speaker 1>to happen. The better you do your job. When I

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<v Speaker 1>say attached to the biggest business issue, the good news

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<v Speaker 1>is is that it's going to be more valuable. The

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<v Speaker 1>more valuable things tend to be more costly. The more

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<v Speaker 1>costly it's all relative in terms of a return on investment.

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<v Speaker 1>The more funding we're talking about tends to be people

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<v Speaker 1>with higher power and influence. So just assume if you're

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<v Speaker 1>selling anything worth its while, things are going to get added.

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<v Speaker 1>And if you've done this qualified early and now there's

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<v Speaker 1>a new stakeholder, ask questions like how did this develop?

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<v Speaker 1>What got this person interested? Assess the situation. I would

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<v Speaker 1>just assume that it's going to happen. If you qualify early,

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<v Speaker 1>you're finding out the process. If you're qualifying continuously, you're

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<v Speaker 1>going to find that there's new stakeholders. Very few solutions

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<v Speaker 1>are single threaded today. But if you did not qualify,

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<v Speaker 1>So if you qualified the decision process and it's developing

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<v Speaker 1>before your eyes, play where your feet are and ask

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<v Speaker 1>how was that person involved, what's important to them? How

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<v Speaker 1>do we both get to them to make sure we

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<v Speaker 1>have their requirements. Nobody likes to. I always tell sometimes

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<v Speaker 1>I have like a over zealous champion, and that's a

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<v Speaker 1>whole other conversation. When we could do a podcast on

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<v Speaker 1>but let's say have an overzeales champion. They're like, Hey,

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<v Speaker 1>don't worry about it, we just need to This new

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<v Speaker 1>person got involved and we just need to They have

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<v Speaker 1>a few questions and I always ask that buyer slash

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<v Speaker 1>champion to sit in the seat of that individual. If

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<v Speaker 1>we don't go out and address them properly, and we

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<v Speaker 1>don't do that in a way that helps them feel included,

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<v Speaker 1>then can you imagine the feeling of something being done

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<v Speaker 1>to you versus for you. Nobody likes to have things

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<v Speaker 1>done to them. So even with overzealis champions to tell me, oh,

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<v Speaker 1>don't worry about it. You know there's a few questions.

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<v Speaker 1>Just just get the answers and I'll get the information

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<v Speaker 1>back to them. I'm always leary on that because it's

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<v Speaker 1>not courteous. It's you know, it should always be a

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<v Speaker 1>courtesy to include those people in the process and make

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<v Speaker 1>them feel like they're included. So always stand in that

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<v Speaker 1>moment of that other buyer, that additional buyer, that additional

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<v Speaker 1>person in the process, and just ask yourself and the

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<v Speaker 1>champion do they feel like do you think they're going

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<v Speaker 1>to feel like something's being done to them or for them? Yeah?

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<v Speaker 3>That's great, good tips there. I think the other situation

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<v Speaker 3>that happens often and another one that we should expect,

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<v Speaker 3>but could put us into a reactive mode and make

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<v Speaker 3>us feel like we don't have control of the deal,

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<v Speaker 3>and that's when a competitor enters the situation. How do

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<v Speaker 3>you handle that, John, what's the action plan there?

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<v Speaker 1>Well, first of all, this should be a non issue

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<v Speaker 1>because you are always competing with someone or something, even

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<v Speaker 1>if it's doing nothing or doing it themselves. And I

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<v Speaker 1>would consider any deal that you're working on right now

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<v Speaker 1>and that you're calling no competition that deals at risk.

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<v Speaker 1>There's always competition. The economy is competition, right. Well, yeah,

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<v Speaker 1>it's a red flag for me to say. It's not

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<v Speaker 1>if competition is going to come, it's when competition's going

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<v Speaker 1>to come. So let's go back to what we talked about.

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<v Speaker 1>We said we're doing two main things that we're always

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<v Speaker 1>doing as sellers. We're attaching the biggest business issues, and

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<v Speaker 1>we're influencing the decision criteria with our differentiation. The very

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<v Speaker 1>nature of doing that process of making sure that the

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<v Speaker 1>decision criteria is favorable for the customer and favorable for

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<v Speaker 1>us influenced by our differentiation, you have to consider competition

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<v Speaker 1>and so that if you're doing that, if you're constantly

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<v Speaker 1>doing that, competition will always be considered. And remember, if

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<v Speaker 1>we truly have champions, then they're just as invested with

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<v Speaker 1>all of these issues we're talking about as we are.

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<v Speaker 1>So if the deal is not qualified, if the deal

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<v Speaker 1>is not in control, or the opportunity is not qualified,

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<v Speaker 1>the opportunity is not in control, it's the same for

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<v Speaker 1>the champion. So when you have a champion that is

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<v Speaker 1>has power and influence, is actively selling on your behalf

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<v Speaker 1>and as a vested interest in your success. The very

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<v Speaker 1>nature of that definition means you're not alone on these deals.

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<v Speaker 1>So if the competitor shows up, it's not just competition

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<v Speaker 1>against you, it's competition against you and you're champion because

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<v Speaker 1>you're focused on the same things. If another person shows

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<v Speaker 1>up in the process, it is then the champion's best

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<v Speaker 1>interest to listen to you, because you do this for

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<v Speaker 1>a living every day. Let's say you're selling software. They

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<v Speaker 1>don't buy software every day. You sell software every day.

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<v Speaker 1>They don't buy software every day. They're doing things that

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<v Speaker 1>need your software, and so that champion at Behoo's that

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<v Speaker 1>champion to really utilize that relationship with you to attack

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<v Speaker 1>these things. But the main point I wanted to say,

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<v Speaker 1>Rachel is you're never alone. If you're feeling alone on

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<v Speaker 1>a deal, you're at risk because it means you don't

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<v Speaker 1>have a champion. Yeah.

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<v Speaker 3>And as we talk about this, John, you're giving us

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<v Speaker 3>some great tips of what to do when something happens.

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<v Speaker 3>But the overarching theme here is to be anticipate and

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<v Speaker 3>be proactive. And there's two concepts at play here that

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<v Speaker 3>if you're disciplined about following them, these situations will be

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<v Speaker 3>less of an issue for you. And one is qualification.

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<v Speaker 3>This is why you use a tool like medic or medpick.

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<v Speaker 1>Yeah, Rachel, I think medpick. Medic is one of the

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<v Speaker 1>greatest tools ever created in the history of sales. I

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<v Speaker 1>love its origin at PTC. When we were all there

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<v Speaker 1>at PTC, my buddies and I. I didn't invent medic,

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<v Speaker 1>but I was at art of utilizing medic and it

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<v Speaker 1>was invented at PTC and it was in The results

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<v Speaker 1>were unbelievable historic. I think medic and medpick and qualification.

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<v Speaker 1>It's the equivalent of like a wearable like an Apple watch.

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<v Speaker 1>It gives you real time updates on your health and

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<v Speaker 1>in this case, it's the health of your sales opportunity.

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<v Speaker 1>So you're always qualifying and how that helps you be

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<v Speaker 1>proactive instead of reactive. I hate being reactive in life.

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<v Speaker 1>I hate being reactive, and I think qualification, medic medpick,

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<v Speaker 1>whatever the variations are of that help you stay in

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<v Speaker 1>that proactive mode. So this is one of the greatest

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<v Speaker 1>disciplines ever created in sales. It's right up there with

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<v Speaker 1>asking outside in discovery questions, which great discovery questions are

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<v Speaker 1>the ones that allow the customer to make it all

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<v Speaker 1>about them and then give you the right to earn

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<v Speaker 1>the right to make it all about you. So it's

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<v Speaker 1>right up there with great discovery and qualification are kind

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<v Speaker 1>of pivotal pillars in the history of sales skills.

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<v Speaker 3>Yeah, and great selling means being proactive to your point.

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<v Speaker 3>The other concept I wanted to bring up is one

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<v Speaker 3>of ours here at Force Management, and that's what we

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<v Speaker 3>call being audible Ready. We love it so much we

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<v Speaker 3>name the podcast after it. But talk about how that's

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<v Speaker 3>at play here, Johnnah.

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<v Speaker 1>Yeah, I mean audible ready. What it's always meant to me, Rachel,

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<v Speaker 1>is in anything in life, you prepare and you over

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<v Speaker 1>prepare to try to create a situation where you're ready

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<v Speaker 1>for any scenario. And where we're audible already comes from

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<v Speaker 1>is the sports analogy. When somebody comes up to a competitor,

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<v Speaker 1>and they see what the competitor is doing and then

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<v Speaker 1>they change their play or they make an audible to

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<v Speaker 1>address a better advantage based upon what they see. So

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<v Speaker 1>for me, audible ready it just means that you're able

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<v Speaker 1>to adjust to true north no matter where your buyer is.

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<v Speaker 1>And that's what I meant by kind of like playing

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<v Speaker 1>where your feed are. You meet the buyer wherever they are,

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<v Speaker 1>and you rely on qualification to keep you true north.

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<v Speaker 1>So if you're prepared with what an ideal opportunity should

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<v Speaker 1>look like, you will notice when an opportunity is not ideal,

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<v Speaker 1>and therefore you are permitted to kind of take action.

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<v Speaker 1>So buyers are going to change, needs are going to change,

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<v Speaker 1>and that's all part of selling. Your ability to be

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<v Speaker 1>audible ready or prepared for when those changes come will

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<v Speaker 1>help you control the deal.

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<v Speaker 3>Be a racious qualifier, be audible ready, be proactive with

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<v Speaker 3>your customers and your selling process. But John, I want

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<v Speaker 3>you to give us a bottom line to wrap up

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<v Speaker 3>this conversation today.

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<v Speaker 1>This gabe a pretty good one. Let me try. Yeah,

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<v Speaker 1>Bi don and I like it, So play wherever your

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<v Speaker 1>feed are meeting, meet the buyer wherever they are in

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<v Speaker 1>the buyer's journey and keep control of the sales process

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<v Speaker 1>by utilizing medic medpick qualification process. In the end, I

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<v Speaker 1>said that there were three master kind of skills that

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<v Speaker 1>you have to have. You've got to be able to

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<v Speaker 1>when you wake up in the morning as a seller,

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<v Speaker 1>You've got to be saying, I need to attach myself

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<v Speaker 1>to the biggest business issue facing this customer. I need

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<v Speaker 1>to influence decision criteria with my differentiation. And as you

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<v Speaker 1>just so eloquently put it earlier, I need to be

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<v Speaker 1>a voracious qualifier when you wake up in the morning.

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<v Speaker 1>If you're listening to this podcast, look at those three

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<v Speaker 1>things and it should help you control any deal on

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<v Speaker 1>the planet.

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<v Speaker 3>That's awesome. You said it better than Ida John. Thank you.

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<v Speaker 1>You're welcome, go get them.

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<v Speaker 3>Thank you to all of you for listening to the

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<v Speaker 3>Audible Ready Sales podcast.

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

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<v Speaker 4>a eight teams. Our proven methodologies deliver programs that build

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

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

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<v Speaker 4>of sale. Our strength is our experience. The proof is

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<v Speaker 4>in our results. Let's get started. Visit us at forcemanagement

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<v Speaker 4>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.