Win lose draw dice

Let’s Make A Decision!0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

We’ve all been there, a real-life version of the popular game show. You’ve done your work, and have arrived at that final fateful stage of the sales.

Three possibilities, three doors:

  1. A positive Decision
  2. A negative Decision
  3. No Decision

While it is clear which door the individual sales person want, the question is how to get that. Much of that will depend on the state of the buyer and their organization at the time of decision. Broadly speaking three sates: 1) Actively looking, those people out there consuming all the content you dangle in front of them as they willingly march down their buying journey. You know all about these folks, 57% of the way… blah blah blah. They know what they want, why, and they are geared to get it. 2) Passively looking, they know they have to make a purchase, but they are not driven by the same urgency as their Active cousins. The things these two groups have in common include that they know they have to make a purchase, one now, the other sometime in the next 12 to 18 months. The other, is that they are both at the point of choosing the product, and will most likely end up with doors number 1 or 2. The other thing to consider is that these two groups make up less than 30% of the over target market.

But if you are only selling to this small group of buyers, an informed and opinionated set of buyers, you are most likely facing a decision based on price, features, or both. The good thing is that while you may not like the decision, at least you’ll get one.

What about the remaining 70%, the Status Quo, the complacent, set in their way, completely oblivious and removed from the market? Unlike Active or passive buyers, these people are not even thinking of playing, never mind deciding. Which is one of the key factors behind the high and rising number of deals that end up behind door number 3, no decision! According to sources some 30% of opportunities going into the top of your funnel will end in no decision. Take out the Active and Passive folks, who will make a decision, even when not in our favour, this means about half of deals initiated with Status Quo buyers go nowhere. Not the best use of time or resources.

While there a host of reason for this, but I think the key is what we are selling these folks. Because most sellers are practiced at selling to Folks who have made the decision to act, and are now down to selecting a product. Status Quo people are much further back down the road, they need to be convinced that a change is necessary. When we are successful at doing that, then they enter the product, or if you like, the solution, selection phase. The reason half don’t make a product decision is we were not successful at showing them why they need to leave the safety and warmth of their current means of doing things. Without that, they don’t need to decide on a product, feature, price or any of the common features of a buyer initiated and driven sale. Active and Passive buyers do most of the lifting, they just need someone to place an order with once they made up their mind.

Win lose draw diceSuccess with getting Status Quo buyers rests in being able to engage them on how they do things now, how that aligns with or detracts from their objectives. If we fail to get them to understand that there is another way to achieve those objectives, there is no need for a product decision.

Forget what makes you successful in winning what’s behind doors number 1 & 2, to win what’s behind door number 3, you need to create a reason for them to have to decide, this is about everything but the product. Active and Passive buyers have made the decision to decide on their own, leaving the sellers who service them no opportunity to exercise by sales people who are only selling to these buyers. Frankly a challenge for many inbound types, and others.

Adding to the challenge is that as soon as we go “product” with these buyers, they turn off, for them that is putting the cart way, way ahead of the horse. Your options need to look to their internal processes, and how those are enabling or preventing them from achieving current objectives, or objectives you can get them to adopt. The half of Status Quo buyers who choose not to make a decision, are not rejecting your product, but your inability to persuade based on anything other than product.

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sillhouette of cheering fan in stadium

Participants vs. Observers0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Ask sales people why they lose deals and most will offer either price or some aspect of the product that led to their demise. I bet the over 40% B2B reps who fail to attain quota in a given year will also lean on the same crutch. While I understand the defence mechanism, you have to wonder when they will face the truth, and actually consider that it is the way they sell that leads to the results they get, nothing else.

Before I go on, it is important to mention that the sales person is not in this alone, the things I will speak to below are not just the fault of the individual seller. Their organizations and immediate manager are complicit in this, and not only enable, but often encourage, with the help of pundits, the behaviour that continues to plague sales, and leads to the results sellers see.

The problem is that most sellers (and their managers, and in many cases leaders in their respective organizations) are nothing more than observers, spectators if you will, rather than full time participants in the arena they are selling in. Being a spectator gives one a great vantage point, but not the same vantage point, or experience, as the actual on field players have. The best sellers, learn to observe and speak to things from the perspective of the player on the field, a real participant, not just the perspective of a super fan, which is how many sellers come across to buyers as. “Enthusiastic, informed, empathetic, but clearly hasn’t walked a mile in my shoes, and does not get the detail required to understand my view” is how one buyer put it.

Here’s a live example, I was working with a group of telco, IT wannabe sellers. At one point the question of why should or do people buy from you or your company?

sillhouette of cheering fan in stadium

Rep: We help them be more productive
Me: How?
Rep: We increase their people’s productivity.
Me: OK, give me an example, how do you make them more proactive?
Rep: We increase efficiencies
Me: How?
Rep: By increasing productivity
Me: OK, I’m with you, give me an example

You can hear the gears grinding, smoke ever so slowly seeping out of the ears, he wants to go to price but realizes the VP in the back of the room had him in the cross hairs.

In a last-ditch attempt to salvage the moment, he went for it:

Rep: We help them eliminate their pain points by offering the right solution.

Yup, that should cover it all, I didn’t have it in me to ask what pain, and what he was gonna solve with his solution.

Sure this may seem humours, till my role is played by an actual buyer, in the real world, who is actually a day to day participant in the “game”, not a “spots center” hack who may know the game, the players, and the rules, just hasn’t spend any time on the real field.

You can fake a lot of things in sales, but your buyer will know in a second if you are a real participant who can make a difference to them, or second rate color commentator who can’t contribute to the game.

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Failure of a businessman due to economic crisis

No Pain – No Game?5

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Despite all the tools available, both for sales people to execute their craft, and for companies to “enable” them, the narrative for many in sales has remained woefully unchanged over the last thirty years. Sure the delivery methods have changed, the means of engagement have evolved beyond where we could have imagined 10 years ago, yet what most sales people say once they engaged has one can argue, devolved. One can buy into the argument that sales technology, with all its capabilities, has made great sales people better, an A seller an A+; but it has also made the average seller, less than average, robotic and predictable; B sellers to B-, and C sellers to U, for useless. While it is easy to point at sales people, the pundits have to take credit, or blame.

The narrative we seem to be stuck in in sales is all about pain, all around need. Ask any group of sellers what they want to know about a new prospect, and the vast majority will say they want to know the prospect’s “pain”, or “pain point”; they want to know the buyer’s need(s); what their problem(s) are or about to have. Makes sense, who doesn’t want to reap the benefits presented by lower hanging fruit, easy to pluck, one can say that it can be plucked by almost anyone, with little talent or skill. I even hear managers dispatching their people back to a prospect with the clear command of “find their pain point and sell them, or at least make it forecastable.”

This all works well if your quota can be covered entirely by prospects with pain; and not just this year, but next and the one after, etc. What you are betting on is that pains, needs and problems will grow at a faster pace than your quota. When I ask sales people if they can exceed quota with just the pained and injured, and most say no. You would think given that fact only a small percentage of a given market recognizes or admits to pain, you are faced with a choice. You can update your skills, and I don’t mean your technology or app skills, but sales skills; a path chosen by some companies and sales professionals.

The other choice is easier, doesn’t always fill the gap, but chosen by many. It is exemplified by a conversation I have shared in the past, that I had with a former leader from an IT consulting and services firm. Unsolicited he decided to share his view on selling:

“My job is to find the soft underbelly of the beast (read prospect), stab it, and then offer up the cure.”

I am not suggesting that is what sales people set out to do, but when I hear that they are looking for the they “pain point” so they can push on it, I can only imagine the fat smiling face of the fellow above.

It is time to elevate your skills so you can sell to the whole market, not just the weakest of the herd, yet not weak enough to pinch a few more dollars off your price, sometimes to the point where it leaves you and your company’s margin in pain. You can socialize pain, you can spin needs, but to really sell, to anyone in your market, not just the lame and suffering, you need to develop some sales skills, and elevate your game.

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Balance concept

Why You Want A Sales Framework Not A Methodology2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

While there are many types of buyers, not just across, but within companies, most sellers and sales organizations deploy one way or method of selling. I still regularly meet sales leaders who say we use “this method” or “that type selling”. This works if you sell one specific product to a single defined buyer, but given the fact that most of us have a varied audience, with multiple interests and drivers, there is great risk to committing to a sales method rather than a sales framework.

Now you may ask what is the difference between a “sales method” and a “sales framework”, if you’re asking you should. Keeping it simple, a framework is a construct, allowing for a logical means of classifying, segmenting, or categorizing things. Whereas a method is rooted in action, a defined way of executing or doing something. It is usually characterised by or as a process, a set of steps, measures, activities, leading to a set of outcomes along the way, and the ultimate outcome of the sale when successfully completed. Breaking it down even further, think of it as the framework as being a noun, while the methodology as being more of a verb. Despite the fact that English is my third language, I have confused the two when I write (as you can often see on this blog), but not when it comes to selling.

A framework, such as Objective Based Selling, gives enterprising sellers, the ability to sell in a specific way to specific buyers, unlike many methodologies that focus on activities, without much thought as to the “Why”. A framework allows you develop and deploy a philosophy to engaging with a buyer in a much more meaningful way than if you just lever a methodology. It allows you to align your point of view with that of the buyer, giving you the flexibility and agility to work with the buyer to achieve their objectives, thus delivering specific business and personal impacts. Where as a methodology, enables you to do things that speak to and resonate with the most common, the most “80%” of the lot, in other words to everyone you think is like me, but necessarily me. Based on the tribe, not me.

While execution is king, and everything else is indeed talk, execution without an outlook or something grounded in a framework aimed at winning customers by helping them achieve objectives, will always leave you short, causing sellers to search for the latest and next (best) methodology. Adopting a methodology without a framework prevents you from fully engaging with buyers, as methodologies lead the conversation to “what” and “how” less often than “why”. Buyers know when they are being engaged in a real dialogue, that helps them to a decision, as opposed to being corralled by a methodology. Best way to avoid that, and expand your ability to engage diverse buyers, is to lead with your framework, and use your methodology to support it. Skipping framework, as many do, leads to lost discussions, lost opportunities and extended cycle times. It is the sales equivalent of “think before you act”.

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target

Priorities vs. Objectives3

By Tibor Shanto – tibor.shanto@sellbetter.ca 

If you read this blog regularly (and why wouldn’t you), you know that I put a lot of emphasis on understanding and selling to a prospect’s Objectives, a much better area of focus than pains or needs.  One of the positive elements of Objectives is that they are generally long term, and they continuously evolve.  This provides with a number of opportunities to succeed, but it needs to executed right and in the right sequence.

Many sales people I speak to are always in a hurry, looking to short cut things.  You can’t blame them, every time they go “Home”, they are asked, what did you close?  As old as time, the tribe sends out their hunters, and they expect that hunter to come home with a kill, not “progress”, a “next step”, or any intangible gains.  This drives a certain behavior that limits focus on the buyers’ long term, in favour of the seller’s immediate focus of quota.

I recently had a rep tell me that they would rather focus on the prospect’s priorities than their objectives, his reason being that priorities “paid off quicker than anything long term like objectives.”  Well maybe.

Sure you are more likely to have short term gains with helping people with priorities, what they see as their immediate burning issue.  But what I have seen is that priorities, or series of priorities are part of an overall plan, an overarching Objective, eventually success will be measured in not how well you accomplished any given priority on route to the Objective, but how well the Objective was achieved, and did that in turn drive the impacts and results the business was looking for.

Many sales people will opt to service the priorities because working on the whole Objective may take work and time.  After all, the company may not realize their Objectives for some time, but may buy the first piece now.  The challenge with that is that servicing their immediate purchases without aligning it with Objectives will often leave vendors exposed to the next flash or discounter who comes along.  But if you can focus and sell to Objectives, it does not preclude you from servicing some of the steps along the way.

In addition, there is the question of influencing and shaping their Objectives and means of achieving.  It is the familiar posture in sales, one where you would prefer to be a “trusted advisor” rather than a “supplier” or “vendor”.  Keep your focus on what they are trying to achieve and why, not what they need to buy.  There may well be alternative means of achieving their Objectives, ones you can introduce by virtue of being a Subject Matter Expert, picking off smaller projects along the way will not give you that.  As well, if you are not aligned to their Objectives, any vendor who delivers a priority can come along and displace you.  It is also OK to not win every small project along the way, as long as you are the one they look to for validation of the work, and further direction.  The best sales people will win both priorities and Objectives by focusing more on the latter than the former.

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iStock_000003854002Small

Leveraging The “Nice To Haves”1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Sales people are good at looking for prospects or buyers with “pain” or “needs”, those ready for the seller’s “solution”.  I get it, these are more immediate sales, more cooperative buyers even when the motivation is rooted in “pain”, but is that enough.  Most groups I work with, when asked, will tell me that to make quota they will have to close business with more than just the “lower hanging fruit” of self-declared buyers with “pains” or “needs”, they will need to reach beyond this group, and bring other players “into the market”.

A few days ago I was in the back of a room when a pundit was telling a sales audience that they should notional segment their prospects’/buyers’ statements into three types of statements:

  • Needs
  • Wants
  • Nice to haves

They went on to say that successful sales people focus most of their effort on the prospect’s “needs”, a lesser amount of time and effort on the “wants”, and by addressing these two you will win the business.  Don’t waste time on the “Nice to haves”, “because they are likely not funded and usually reflect the individual, not the group, and therefore will not achieve consensus”.  That may be logical on the surface, but I have always found that exploring the “Nice to haves”, usually helps me get the sale, or at times allow me to walk away, without adding much if any time to the sales cycle.

“Nice to haves”, are usually more personal or individual and certainly more subjective that other aspects of the decision around the purchase.  As a result, we know that it is not likely to be the things everyone coalesces around, but it is often a key stop or the critical element in getting to that consensus.  According to the CEB in the Challenger Customer, a buying group is more likely to have discord and failure in deciding the “type” of solution to deploy than in selecting a specific vendor once they have agreed on “solution”.

Against this back drop, it is clear that the clutch that brings people together, is the degree to which their “nice to haves” are part of the consideration and the path forward.  It is the sales person’s ability to help each stakeholder see how the core decision and ultimate deliverable, actually moves them closer to their “nice to haves”.

Don’t look at exploring their “nice to haves” as a waste of time, they are personal and telling.  On the hand you may find that individuals who may not see eye to eye on elements of the decision, may have similarities in their nice to haves.  Creating connections and allegiances on that level could make the difference between one path and another, or one supplier vs. another.  Having two allies you brought together on a personal level can’t hurt.

Knowing their “nice to haves”, will also put you in a good position for future upsells and renewals with the company, based on the rapport you established when you took their individual “nice to haves” into account.  Remember, often the difference between a “want” and a “nice to have”, is the sales person’s ability to make the “nice to have” possible.

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Are Your Sales Relationships Painful?1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

People ask me why I focus so much on prospects’ objectives, after all if you can find a pain and play to it, you are bound to get a sale.  Well maybe.  I always find it amusing that when I ask people what do they want to know about a potential buyer, too many say “I want to know what their pain point is, their needs, the problem”.   When I ask what they want to achieve in a first/second meeting with a prospect, they start gushing on about wanting to establish a relationship.  One guy at an IT consulting/systems integrator, said this to me literally when I asked what his goal is for a first meeting: “I want to find the soft underbelly of the beast; stab it; then serve up the cure”.  While you may be shaking your head, and rightfully so, I hear this same type of thing said differently by so many in sales, including pundits, I worry.

You Don’t Have To Hurt The Ones You Love

So maybe I am missing the point, but how does one go from poking (or probing) for pain, latent or other, and in the space of one hour or so go to forming a relationship?  Maybe it is a Bizarro sales version of the Stockholm Syndrome.  How else can you explain the expectation that one can search for or deliver pain with a blunt instrument, and establish rapport or a relationship, even if you hand out Aspirins.What I see as being more effective, even with buyers who are screaming with pain, is to focus the buyer on a point down the road, a point in time 18 – 24 months in the future. You want the buyer to “see” themselves, their aspirations and their opportunities in your narrative and experience. Your ability to create an authoritative dialogue aligned with their objectives, based on specific instances where you have enabled and enhanced clients’ ability to reach their long term objectives, but to speak convincingly about specific impacts and outcomes.

While there is no doubt that in the near term pain relief is paramount, it does beg the question what then?  Pain is short term, usually negative, and limiting. While objectives are long term, tied to other initiatives, uplifting and positive, and as a result have an energy “pain” and “needs” don’t.

By marginalising the “pain”, and focusing on the big picture beyond the current pain, you can create a level of involvement and emotional commitment that is not available when it’s only about solving an immediate problem. Long term relationships should be tied to the long term, be that goals, objectives, etc. Clearly you want to address and resolve immediate “problems”, but you need to position that is but a small line item in a much bigger plan. To do that, you need to open up the conversation to align it with the big picture.  As mentioned, pain discussions are narrow and limiting, so in conversation with a client, assume you will solve the problem, and steer towards the long term.

A Primer

I have written about this in the past, but I find a two-part question to be an effective way of practicing and fine tuning this. You will need to make it more specific to your buyers over time, but use this as a primer.

Once you get past the usual social element at start of the meeting, ask:

I am curious Jane, if we were sitting here 18 months from now, and you were telling me your team had hit a grand slam, what would that look like?

The goal is to get them to look past their current positions pain or perhaps problem, and refocus the on their success plan, hence the grand slam reference. You’ll find that there is a moment of reflection, a couple of basic things, and then it gets interesting when they start detailing what their equivalent of a grand slam is.  Once you have let them share their vision, you really do need to shut up here and intensely listen, you can the ask the second question:

Help me understand why we are not there now?

You will often find that they reflect again, and start telling you about what’s keeping them from hitting grand slam.  What you’ll also find is that they will talk about many of the same things you have helped other achieve, and build a relationship around.

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paraocchi

Do Facts Matter?2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

I recently took in a discussion where one of the panelists addressed the question of preference and decision making. Specifically, individuals’ tendencies (or lack thereof) to change their mind once they have developed a primary preference.

The Decision Journey

The gist of it was that as people begin the decision journey, especially in instances where they know they will have to make a decision, be that a purchase decision, one person to date versus another, or an election, they begin to rank “choices” and identify a potential front runner.  The question then is can those choice or preferences be changed?  There is no doubt that they can be reinforced and strengthened, no matter who you back in the coming American elections, you are likely to take on things that support your “preference”, and likely to rationalize or ignore those that challenge them.

A pundit on the panel was firm in his belief that once that preference is in place, even when at a subconscious level, or when a person claims they are open to alternatives, it is harder to change than many believe.  So what does it take to change their minds, can their minds be changed, and most interestingly, what is the role and power of facts in the process?

Well it seems that facts, no matter how solid, are not that useful in changing people’s minds and having them switch from their initial preference.  Which is a bit of a problem for sales people.

Buying On Emotion

While many sales and marketing people will tell you that people buy on emotion, and then spend time and effort rationalising that decision, they continue to lean on the rational and fact based efforts in trying to win over buyers with a preference.  Be that case studies, ROI calculations, data, etc.  Yet there is a counter effect to these facts based evidence, buyers will feel the need to defend initial choice when they feel it is being challenged, especially when the buying spotlight is on them.  Their emotions are triggered, and they double down on rationalizing rather than evaluating rationally.  Whether we put that off to ego, weakness, their need to hold power in the decision, doesn’t matter, the outcome is the same.

Getting Ahead of Their Preference

So what’s a seller to do if they are not the “preferred” one early in the process, or when the buyer arrives at 57% mark of their journey?  Shift facts by shifting the narrative.

Take the discussion back to the beginning, before the initial preference occurred.  What caused them to enter the market to begin with, why did they start that 57% journey all alone, before having a preference, then calling them, then calling you as a way to validate they made the right choice.  Telling them they didn’t, no matter how right, will just confirm they have the right vendor in column A.

But if you can take them back to square one, you can be in a position to understand their objectives, what business outcome they were trying to achieve before they looked out the window?  You need to leverage their objectives and focus on outcomes they are looking to bring to their business.  More than demonstrating your understanding of those objectives, you have to show how others have achieved those same objectives, the business impacts they were able to realize.  Only after this would you introduce your role in the process, doing it earlier will just drive them back to their initial vendor preference.  It still goes to emotion, one of risk, getting it wrong, has a greater pull than the reward of getting it right.  But the wrong here is not the product, but achieving the objective or not.  And when it comes to that, facts don’t matter.

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THINKING PROCESS

Show Them You Can Think – Sales eXecution 3274

By Tibor Shanto – tibor.shanto@sellbetter.ca 

I recently sat through a demo for a product that potentially could have been of interest. The rep had just the right amount of enthusiasm, mix of personality based small talk, right down to the obligatory question asked by Americans of Canadians in January “How cold is it up there?”. The igloo is holding up I said.

He also had a great deal of knowledge about the product, its value to me, all based on their assumptions and perspective, and how I would be able to benefit from it. This was right after he asked me what I and my company do. He demonstrated his abilities to deliver his company’s talking points, demonstrate their product. And despite all he had going for him, he very much demonstrated that he could not think.

Like many sellers he did not go off script. He could talk about specific features, but could not connect them, especially in a way that would align with my view, not that of his marketing department.

First thing he did was assume that I was in pain, he did not ask what I had in place now that may deliver what his product did, he just assumed that I had the same pain the product was created for, and some their current customers had. Without having an understanding as to what I use or don’t use, and why; or where I was going and or why. He did the now famous “the world has changed” plot line, and highlighted that he was a social seller because he connected with me on LinkedIn before cold calling me.

What he lacked was contextual or situational thinking. As with any solid thinking, it starts with curiosity, he was not in the least curious about the company or what we are trying to do. He drudged out some “scary stats”, and then the requisite story about someone who fought those stats using his product, and landed a $750,000 deal, “wouldn’t that be great if you could do that?” I think he was a bit taken back when I said no, he almost went off script, but he recovered and continued his pitch.

He ignored some clear inputs that would have allowed him to alter his direction and actually get me involved. I had used a product like his in the past and had some specific questions about how they deal with very specific scenarios. The scenarios I described and questions I asked should have prompted him to abandon the high level “why this” talking points, and go for the more fertile “how for you” conversation. His idea of expertise was to talk to me as though I just landed on the planet.

It would be easy to blame the rep, but someone put him up to it. They built “pain seeking” robots, “anyone not in pain is a waste of time.” Which is sad, because their product is actually suited to companies looking to accelerate their success, but that takes positioning, aligning to business goals and objectives, and situational thinking. Too much effort there, let’s probe for pain. The most painful moment, and one where there was a complete void of thinking, it was the silence when I asked for an example of how they use the service.

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success

Give It Up!0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

One piece of advice many pundits, especially motivational types, offer up to sales people, noticeably more this time of year than towards the end, when they change their tune, is “Don’t give up”, or the right wing version, “Never give up.” Often giving example of people who persevered against all odds and finally delivered an invention that now stands the test of time. I recently watched one of bubbly bundles of energy preach at a sales kick off, wax poetic about winners never give up, and find a way to “get it done”. The unsaid implication I guess being that if you do move on before “it is done”, you are not a winner, but a loser.

To accentuate his point, he trudged out old Thomas Edison and his lightbulb. “Edison experimented with over 100 different creations before finally inventing what we know as the light bulb, we’d may still be in the dark if not for Edison not giving up.” Well not quite, Edison did not invent the lightbulb, that event preceded his by some 50 years. Further, Edison did not have quota tied to the end of the year. When was the last time you had an open ended sales quota? “Just go out there and sell, and if it takes you three years to hit that number, don’t worry, just keep going, don’t give up.” Exactly!

What makes some sales people better than others is their ability to disqualify and focus their time and other resources on not just delivering results, but delivering in a given time frame, and on a consistent level. While we all know about Edison’s accomplishments, consistency may not have been one of them.

Start by understanding your quota, and what it will take to get there. Continuously study why you are winning deals, why some are lost, and why some don’t go to decision, (in the current cycle, they may when things change). Our clients leverage our 360 Degree Deal View. This will help you quantify your efforts, and focus on those opportunities that will help you get to quota. Qualifying is great, but at times it ignores those things that can slow down or kill a deal, because we look only for things that make it a fit. The reality is that if your close ratio is 4:1, the quicker you disqualify the three that will not close, the more time you have to focus on the one that will, and time to prospect for the next set of four. Yes, you will need to replace all four if you are going to get your next deal.

The reality is many of today’s losses or abandoned deals turn out to be your best deals next year, especially the no decision ones. There are many factors that delay or prevent a deal from closing now, just read The Challenger Customer, none of which will be easily overcome by “not giving up”.

As with many things, it is a question of perspective, “giving up” or disqualifying just sounds negative, fair enough. How about we look at it as staying focused and being distracted from delivering quota this year and every year, not whenever.

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