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Turn a Boring Corporate Presentation Into a Compelling Sales Presentation

Mark was a former client of mine. I hadn’t heard from him for a while so I was pleased to get a message from him on LinkedIn. He was wrestling with a problem and asking for my opinion. He had recently taken on a new sales leadership assignment with a large multinational company. His team was not doing well. The were way short of achieving quota and their pipeline was poor. His analysis indicated they could get the first meeting, but the second meeting was elusive. Upon further probing, I found they were using a presentation as a key part of their first meeting, so I asked to take a look.

It was a case of the unpersuasive corporate deck.

I’d like to share what I’ve learned about making a presentation more persuasive, but I should acknowledge it’s right in line with Aristotle’s work on Rhetoric describing Ethos, Pathos, and Logos. So if you have any college flashbacks, good or bad, you can thank/blame me.

Before I begin a summary of how I helped Mark and his team, keep in mind that a persuasive sales presentation is supposed to answer three questions for your audience. “Why Change?” “Why Change Now?” and “Why Us?” Your objective is to heighten their emotional perspective on the requirement for change, and lead them to your solution as the best option given their circumstance. Alternatively, a lack of persuasion translates to leaving it up to the prospect to find the motivation to change on their own. For those who may have forgotten, I’ll remind you of the saying, “hope is not a strategy!”

1. Problem Identification. People are motivated for their own reasons, not yours. A persuasive presentation should start with a focus on the problems they’re having in their business. (Not your company bio, or your client logos! See my post on Selfies). Within the first 3 or 4 slides, there should be a problem identification slide. This is where you get the customer to confirm the problems they’re experiencing in their business. It can be a list of common problems other customer’s have shared. It can be a “situation creates problems” visual, or it could be a blank slide with bullets reminding you to start a dialog about problems. Even better, blank the screen out and have a discussion (In Powerpoint, Ctrl B turns the screen black, ctrl W turns it white). You’ll be amazed at how many people wake up, put down their mobile devices and contribute.  Don’t forget to capture their input in plain view.

Some people have voiced concerns to me about “guessing” with the wrong problems. My answer is that if none of the problems you can solve resonate with the prospect, you should walk away from the engagement and find a prospect that does have problems you can solve. Further, it’s not necessary that all the problems resonate. Just enough to help them answer their first question “Why Change?” and compel them to share problems not listed on your slide.  I’ve also received push back on this suggested activity when the seller feels uncomfortable engaging in a subject that seems obvious to the prospect. “They know what problems they have!”, I’ve heard as an explanation. But in fact, they don’t know all of the problems they have, and they will be grateful when you point out problems that add to their perspective. (This is called delivering insight.) At a minimum, you get credibility points for demonstrating that you understand the problems they’re facing. More importantly, the list of problems becomes your long term motivational carrot and stick. (See item 5 below.)

2. A Compelling Story. This can be an anecdotal story about a company/person similar to your audience, an analogous story about some every day experience, or it can be an foreign land based mythical story. In the former, your story depicts another organization or person in a situation similar. More important is to describe the problems this other character was experiencing… you want them to relate to your character, and problems are their common ground. Then you describe how you solved the problem set and the outcome or payoff for the customer. I call this the Hollywood format, since it follows almost every movie script format ever produced. In the analogy or foreign land story, you are doing the same thing as the anecdotal story; you introduce a character ( your dog, or a giant in medieval times for example), you describe the problem (your dog won’t take his medicine, or the giant is terrorizing the village), you describe how the problem was overcome (your mother suggested wrapping the medicine in peanut butter, or the small child uses his slingshot to fell the giant), and then you draw out your point ( sometimes solutions come from collaboration, or fear can cripple grown warriors) and connect it to your message for the day.

Stories do more than illustrate the “Why Change?” question. They build rapport with the audience and they make you more accessible. They also last longer than your presentation. People can easily forget the details of your presentation, but many will remember a story for months or years. If you can remember the details of a book or movie that you haven’t viewed for years or even decades, you are your own proof that stories have staying power.

3. Build Anxiety. If you’ve done a brilliant job of answering “Why Change?”, your next goal is to answer the question “Why Now?” Your audience needs to be compelled to take action. Although some people are motivated by opportunity, a vast majority are motivated by fear or pain. Your job is to get the audience to experience the pain of not taking action. This can be achieved with a Provocative Question, another story with a disappointing outcome, or a third party prediction.

A Provocative Question is designed to tap the personal ramifications of not changing. It might sound like, “So if the your team misses their milestone delivery date, how does that impact you personally or the group?” Your objective is not necessarily to get the answer, in fact, you may already know the answer. Your objective is to get them to experience the outcome while they are sitting in front of you. Ideally, the receiver thinks through the outcome and comes to some conclusions in their mind such as… “I won’t be getting my bonus.” or, “I’ll have to dust off my resume”, or “There will be some late nights and weekends for everyone.” Basically, you want them to move from the logical reasons for change to the emotional reasons for change. The best answer you can hope for is the prospect asking you, “so how can you help us with that problem?” ..teeing up item 4 below!

If you decide on another story, the structure is the same as above – identify the character, describe the problem – however, now you reveal the lack of action, or a different decision (such as they tried to solve it themselves). Then you describe the outcome. Only this time its pain oriented. Loss of money, competitive disadvantage, personal heat from their boss, etc. Help the audience to feel the ramification for not taking action, or for taking the cheap way out.

In using a prediction, its best to refer or cite an outside source that has credibility. “Gartner anticipates that 40% of businesses will double their cost of application support every year without the use of analytics.” The objective is to get them to experience a pain in the future that has been verified by a credible third party. On a side note, I’ve witnessed lots of corporate presentations with compelling quotes sprinkled throughout. Unfortunately, most presenters fail to leverage the quote, or simply read it aloud. Try engaging the audience around the quote. You might ask, “so does this quote seem appropriate to your situation?” Or, “do you think that number is high or low?” You want to get them to live in the moment of the quote and tap into their emotional drive to help you with your objective to act now.

4. Connect Your Differentiators To Their Problems. Now we want to answer, “Why Us?” When you reach the section of your presentation where you are describing your solution, you want to call out the problem you captured earlier that connects directly to the capability you’re about to disclose.  If you captured their input of the problem definition on a white board or a flipchart, go to that location and circle the problem that your capability addresses. If you captured the list in your notebook, verbally call out the problem again and even better, identify the person who brought it up. “Mike, were you the one that said there was a problem with redundant processes for the team? (Mike nods agreement.) Good, next I want to show you how we address that better than any other solution available.” Make sure you identify when your capability is unique or at least does a better job addressing problems than other solutions, including a DIY solution.

5. Follow Up The Presentation With A Recap And Confirmation Of The Problems. When you captured the list of problems, you weren’t just being a good listener or providing insight by bringing up problems they weren’t aware of; you were also planning for the future. As soon as you leave your presentation, the attention of your audience is pulled elsewhere. It might be dreading the upcoming commute home, or it might be getting back to a project deliverable that’s late. What ever it is, there will be many distractions and they diffuse the power of your persuasive presentation by overwhelming the participant with other thoughts. As days go by, your compelling presentation is lost in the muck. Your job is to remind them of the emotional reaction you created for them. When you type up your follow up thank you email, recap the problems (and impact) you uncovered and seek their buy in that you heard it correctly.

“Hey Mike, thanks for sponsoring the meeting yesterday. Wanted to make sure I shared the input I gathered in case you need it for internal discussions. The group identified three major problems 1) redundant process, 2) no way to understand how their product was being used when bugs occurred, and 3) having to reinvent the wheel for each operating system. They said this was driving up costs by 30%, and delaying releases by 2 months or more (leading to disappointment upstairs). Let me know if I missed anything important or if I’ve portrayed the situation correctly.

Your objective is to remind them of their reasons to change and to change now. But don’t stop here. When they ask for demonstration, start the demonstration with another recap and confirmation. One reason to do this is that things can change, but more importantly, you want to refocus them on Why, Why Now and Why Us. When they ask for a pricing proposal, include the problem list and impact in your cover letter. Remind them again of the reasons to change and the priority for doing it now. (It also helps to sell for you if a unknown stakeholder has to sign off and you lack access to them directly.) Think of it as the movie trailer that gets you excited about seeing a movie again.

Summary

When you master the persuasive presentation format, you’ll see shorter sales cycles, lower no decision outcomes, and better access to other stakeholders. After a great presentation, some will want you to repeat the presentation to their boss, or their boss’s boss. On the other hand, if you deliver the same boring presentation as the next sales person, they will want to shield their boss, take their time sifting through other alternatives, and let other distractions mask the urgency of the initiative.

Lastly, back to the story I started with…We retooled Mark’s presentation with this set of guidelines, and he tracked a 87% increase in pipeline in 90 days. Now we’re working on improving their close ratio. 

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RFP Strategies

No matter what you call it, RFP, RFI, or RFQ… the success rate for winning unsolicited requests for proposals are dismal. If a buyer sends out 10 bid requests for an RFP, statistically each vendor only has a 1 in 10 chance of winning. That’s much worse than a normal 1 in 3 win rate for most line items on an average sales rep’s forecast.  But if the RFP is rigged for a single vendor, then all the other vendors have zero chance of winning.

So, back to the question, do you bid? I’ll say it depends. I’ve helped many companies improve their RFP win rate, usually very dramatically. But the strategy is very heavily dependent upon knowing which RFP request to ignore. The best way to ascertain if you should walk is to test the RFP. Here are a few of my favorite test points:

Posture

“As the leader in an industry that is growing dramatically, we don’t have the luxury to respond to unsolicited RFP’s. If you would like to evaluate our solution for your needs, we’ll need to engage in a dialog about your business in a more direct manner.”

One of the best methods for increasing your win rate and reducing wasted sales cycles on unwinnable RFP’s is to posture you way out of the process altogether. Although ideal, this strategy usually only works for the leaders in an industry and has to be truly aligned with a buying frenzy.

One of my clients recently hosted a prospective CIO customer during a headquarters visit. After the VP of Sales gave a very energetic overview, the CIO implied that the next step would to tender an RFP for response. The VP of Sales responded with a solid posturing strategy, “As you know, our technology is in the perfect storm of opportunity, market leadership, and high growth. We don’t do RFP’s, we can’t afford to.” The CIO responded, “Yeah, I can see your point. OK, we’ll skip the RFP and go direct to an evaluation phase.” That’s how posturing is supposed to work.

Test their Resolve and Intention

Of course, not everyone is a market leader in a perfect buying storm, and when a quota has to be met, every opportunity should be evaluated. (Notice I said evaluated, not pursued.) I suggest a series of tests to determine their intentions about your solution and to improve your position should you decide to pursue.

The Shadow Story

I worked with an experienced sales management professional who had a saying, “An RFP is the shadow of the story.” What he meant was when you receive the RFP it’s focused on the requirements. What’s missing are the reasons behind the RFP. What unresolved business issue is driving the RFP? What specific people/process/technology challenges were linked to each solution requirement? How big are these problems in terms of money, lost opportunity or other value proposition?

The first place to test an RFP is to ask the prospect if they can share the story behind the RFP. If they refuse, you’re not on solid ground. But if they agree, you have some indication that you are needed in their RFP process either as their first choice (good footing) or an important price/functionality reference point (not so good).

This is your opportunity to not only understand the story behind the RFP, it’s also a chance to change it. This is where the next test comes into play.

Adding Challenges and Requirements

If you have the opportunity to hear the story behind the RFP, you have an opportunity to change the story. This is where you look for problems or challenges that have not been identified, link to your differentiators, and have value for the prospect. There is always something they overlooked.

If they accept the suggestion to change the RFP to incorporate the challenges and associated required solution capabilities you suggested, you have another favorable data point. If they refuse, you have a negative data point.

Reprioritizing Challenges and Requirements

Sometimes you have a capability that differentiates your offering. Look for the opportunity to get a priority ranking of key capabilities. If you have a differentiator that is low on the list, ask about the pain associated with the challenge it addresses. The more pain the higher it should be on their priority list. Conversely, look for competitor’s differentiators. If they are higher on the list, a review of the pain (or lack thereof) behind the associated challenge could help to lower the priority of a capability that you can’t address as well.

If the prospect engages you in the reprioritization dialog and responds favorably to suggested changes in priorities, you have another favorable data point. If they refuse, note the negative data point.

Trade Offs

There will be occasions where you can’t address a capability as described in the RFP, or you address it differently. This is where you request a trade off. You’re trying to get the customer to accept an alternative capability or trade a different capability for the one they specified. If they accept, your position is stronger, if they reject the request, you have another negative data point on your position.

Stakeholders

Another test is to request access to the stakeholders that would benefit from the solution. If they allow the request, you have a stronger foothold, and you may be in a better position to influence changes to the RFP. If they deny the request, you have another data point that may indicate your solution is not valued. If you do get access to the stakeholders, that’s your best chance to re-engineer the list of requirements by bringing up challenges they didn’t anticipate. (see above)

Date of Submission

Another good test point is to ask the prospect if you can be late for the submission date, whether you need it or not. If they agree to accept your submission late, it may be an indicator that you are valued in their RFP. If they reject your request, you have another data point that doesn’t indicate a position of strength.

Conditional No-Bid

At one point in my sales leadership career, my sales team came to me with a very comprehensive RFP tendered by a large corporation. The sales team wanted to secure a large technical team to spend several weeks assembling our response. I said, “No”.  One of our competitors was the incumbent in the account and we had no role in building the specification for the RFP. So I asked for an audience with the RFP committee. My sales team relayed the request and the RFP committee agreed to meet with me.

During the meeting I requested the story behind the story. They declined to share any information. Then I asked if they could extend a longer period of time for our response.  They said if we wanted to compete, we had to play by their rules. Then I asked for access to the stakeholders that would benefit from the purchase. Once again they said, “No”.

I walked away from that meeting with the feeling that we were not their favored vendor. When I got back to my office, I wrote a contingent no-bid letter. I addressed it to the CEO of the company.

In my letter, I explained that we were the leader in our industry, that we were excited about the opportunity to potentially add value to their business, and so on. But, I explained that without more information about the circumstance that brought this requirement to the surface, we could not possibly tender a proposal that would hit their business needs as well as we probably could. I suggested that if the circumstances were to change, and they were willing to share the information, we would be happy to submit a proposal, but in the meantime, we had to decline the RFP. This is what I call a contingent no-bid. I leave the door open, but decline under the current conditions.

A few days later I received a phone call from the CFO of the company. He said the CEO had asked him to get back to me personally. He told me that there was no budgeted purchase planned. He also explained that this group of people were in-between projects and were being funded by a training budget until they were assigned to a project. In other words, there was never going to be a purchase. He apologized for the confusion and asked me if there was anything else he could do for me. I said, “yes, there is!” I asked for a meeting with the CEO and the CFO to simply describe how we could address their business challenges better than the vendor who was currently supplying their solution. He said he would look into it. (I eventually got the meeting). More importantly… I asked him to please not share the information he just disclosed with the other vendors involved in the RFP. He laughed and said he would let it run another 30 days before shutting it down.

A contingent no-bid is an effective test for determining if the prospect needs your response. If they do, they will call you back and attempt to talk you into the response. If they don’t, you were not going to win, and best case, you were only there for pricing comparisons. Better still, if worded correctly, it leaves the door open if the circumstances change.

Improving Your RFP Hit Rate

The quest to improve your RFP hit rate is highly dependent upon setting a goal to NOT reply to blind unsolicited RFP’s. If you can posture your way out of responses you’ll save a lot of resources and project yourself as the most attractive solution. But if you have to reply to win, you can use the strategies listed above to improve your position and test the reality of your chances for winning. If the tests indicate a weak position, you should feel good about walking away from the situation before you invest any resources into the response. After all, if there’s no way for you to win, the unsolicited RFP robs you twice. First because you can’t win this deal, but they also rob you of the time you could have spent on any opportunity that you could have won.

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Selling Services

Michelle was nervous. She told me she was worried she would lose her sales job for a well known technology company. As a single mother of two teenage boys, her anxiety was difficult to avoid noticing and uncomfortable to watch. As she detailed her situation, varying between 70-90% of her quarterly quota for several quarters in a row, I had to agree with her. If she didn’t do something soon, she would need to dust off her resume.

In her defense, she described several reasons for the shortfall in performance: the flagship product was experiencing new competition at the low end of the price spectrum, her territory had been cut in half the year before, and several new product introductions failed to meet expectations for revenue growth across the company. After some prodding, she shared the good news, she had several loyal accounts that stuck with the flagship product, had been open to evaluating the new products, and in general, were still steady state revenue producing accounts.

After poking on several strategies for improving her performance, I asked about her services revenue. She scrunched up her face and explained that she has tried to sell services but the notion usually falls on deaf ears. As I dug deeper into the subject, I concluded she was selling services with a datasheet, not by creating need. 

Here’s the strategy we developed to help Michelle turn the lackluster results into a quota achieving business. 

People buy services for three reasons:

  1. They don’t have enough people to get a task completed. Almost every team feels like they are short handed, so probing for this problem almost always hits pay dirt.
  2. They don’t have the skills or knowledge to complete a task. While difficult for some to admit, if there is a change in technology, or the product you’re selling is new to the customer, it makes it easier to uncover.
  3. The requirements to maintain low value activities robs resources from higher value activities or vice versa. If they are bailing water out of a small boat, its difficult to take time to start the motor… meaning its difficult to focus on more value added activities if they’re swamped with mundane tasks. On the other hand, if your customer has to choose between installing your software or responding to a fire drill imposed by a prominent internal customer, you lose as well. In either case, services can unburden your customer so they can focus on high value add activities while you execute on low level activities like installation or training.

The challenge for the seller is to uncover one or more of these conditions to create the need for services. Simply laying out your service capabilities (data sheet selling) isn’t sufficient to create the need for services to augment a product sale.  The seller has to surface the problem and then tie that problem to a lack of results.

The second challenge is to develop this problem definition with a level of authority that would not perceive services as a competitive threat to their own job. The lower your contact level, the more likely they will view a service option as undermining their value add to the organization.

Michelle picked three organizations that still had not deployed her solution since their purchase months before. A key part of her strategy was to target senior level management who were more sensitive to the lack of results than they were to insecurity about outsiders contributing to the initiative.

The results were truly life changing for Michelle. All three of the opportunities identified by Michelle agreed that one or more of the problems above were impeding their deployment of her flagship solution which in turn was delaying their achievement of financial results. Even more powerful, when one of the target accounts implemented deployment services, they realized they needed more product, so Michelle created more product opportunity by getting the shelfware deployed.

Michelle ended up at 107% of quota for the year, and has since integrated a services strategy into all of her major sales opportunities.

If you’re looking for a way to improve revenue results, build more loyal customers, lock out competition, and elevate your value to your customers, I suggest you take a look at a services sales strategy. You’ll need to get comfortable looking for the three people related problems identified above, and bringing the problems to the attention of a senior leader who has a stake in the outcome of the initiative at hand.

Kevin Temple guides sales teams to be more agile and improve revenue outcomes. He can be contacted at kevin@enterprise-selling.com. The Enterprise Selling Group is a leader in delivering sales training, coaching and project oversight to improve the agility of sales teams around the world.

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Forecasting Accuracy: How to Clear the Fog

In the 1966 film Blow-Up, a London fashion photographer named Thomas unknowingly documents a murder. At first, Thomas doesn’t notice the crime hidden in his photograph. The blurred background accentuated by shadows and foliage make the scene invisible. After he repeatedly blows up the image, zooming in over and over again on what seems to be a minor feature, is the disturbing truth revealed: a terrible crime has been committed and the photograph has made Thomas a witness. The most important thing in the photo had been concealed in the background all along.

I mention this movie because it reminds me of forecasting. Many times the reason for buying or not buying a solution are in plain site, but hidden by the shadows of other priorities. 

One of my client companies sells software to aid in the development of software. They had asked me to analyze a set of loss and no decision outcomes to understand if there were any trends they could get an upper hand on. I first interviewed the sales teams, then I reached out to the buyers for each opportunity. In one particular case, the sales person classified the no decision outcome as a lack of budget. When I talked to the buyer, he told me that the company was growing so fast, and hiring so quickly, they ran out of parking space. It turns out the CEO redirected any excess funds to build a parking garage, pushing many other purchases on to the back burner for sponsor and seller alike.

In this case, the hidden “crime” was actually in plain site. However, to reveal it, the seller needed to ask a few more questions. When I was a young sales person working for a technology software company, I had the pleasure to take Rick, our Senior VP of Worldwide Sales on several high level relationship building meetings with my most important clients. I noticed in every meeting Rick started each conversation by asking about the client’s business… “how’s business?” he would ask, or “I read about the recent acquisitions your company has executed, how are those working out?”, on occasion, being even more direct, “I understand your CEO has announced company wide cost cutting initiatives, how’s that affecting your team?” 

My reaction to his questions varied from wondering why he would ask a senior technical leader about business, to kicking myself for missing the elephant in the room when he had obviously done his homework better than I did. 

After one particularly hair raising insight gained from one of his broad, “how’s business going” questions (my client revealed a merger pending with one of our other customers who had a much better pricing arrangement with us), I began to appreciate the value of his line of questions. He was purposely trying to uncover the priorities of the client both hidden and in plain view. In most cases, the answers provided gave me better insight into the forecast likelihood of the opportunity, both good and bad.

The current business issues of your customers will dictate their buying behavior. When the sponsor goes to the funder for sign-off, the current business issues that have his or her attention will influence their desire to fund or not fund a purchase request. For instance, cost cutting initiatives will put most purchases on hold, while prioritizing purchases that can save additional costs in other areas. A recent merger announcement can also put purchases on hold until the dust settles. Other business issues like changing competitive landscapes,  or changes in federal regulation could be positive for many selling situations. Rick taught me to evaluate my selling opportunity against the current business issues of my prospect to get a better insight on the forecast likelihood of every opportunity.

Kevin Temple guides sales teams to be more agile and improve revenue outcomes. He can be contacted at kevin@enterprise-selling.com. The Enterprise Selling Group is a leader in delivering sales training, coaching and project oversight to improve the agility of sales teams around the world.

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Rationalizing a Value Selling Question

Asking about the value of solving a problem is critical for helping a buyer prioritize a purchase against many other competing initiatives. One of the most common obstacles to mastering consultative selling or becoming a Challenger is getting a buyer to answer a question about the value of addressing their problems. Sometimes they say they don’t know, hadn’t thought about it, or worse, challenge you on why you would need to know the answer.

I stumbled onto a way to overcome this challenge years ago while working for a small start up company. I was in the Seattle area calling on several prospects, one of which was a company called Sundstrand, the company that makes the black box recorders for the aviation industry. (You know, the box that can survive the worst air disasters, and yet for some reason, they don’t make the rest of the plane out of the same material! jk)

I was meeting with John, a senior project engineer. At some point in our dialog, John became very adamant about bringing our software on site to evaluate it before committing to a purchase. He wanted a copy asap. I agreed that would make sense, but added that I wanted to know what value my solution could provide to his company. His response, “Why would you need to know that?”  I had to think on my feet, so I replied, “My management only allows me to conduct three evaluations at any given time, so I prioritize the allocation of evaluations based on which companies need it the most.” (This wasn’t exactly true when I said it, but it became my mode of operation from that point forward.)

He nodded his head and chimed in without further hesitation, “We were late on our last project for Boeing, which resulted in over one million dollars of contract penalties. My boss was fired, so now I have a new boss. I’m trying to show him if we had your software, we could avoid the same set of problems we had with the last project.”

I was elated! Even if John couldn’t get his boss to fund a purchase with this high of a value proposition, I could use the information to gain access to even higher levels of authority. In the end, I had a purchase order in less than 30 days.

Over the years, I’ve learned that you have to be ready to rationalize the reason for asking about the value of solving a problem. Here are some of my most productive approaches:

1. Combine Scarcity with Their Motivations. Just as I did with John, connect the scarcity of a requested resource to something they want. John wanted an evaluation in short order, so I connected my question to his request. If they ask for a reference, or technical support, or any of several other costly activities, use the same approach.

2. Collaborate on a Positive Outcome. This is where I usually spell out the buying process with something like, “Well, if you decide you want to buy this solution, you’re probably going to have to rationalize the reasons why for your management, otherwise you and I will spend a lot of time on this initiative and may end up getting denied just because we aren’t prepared to justify the purchase. I want to make sure we have our ducks lined up in advance.” In essence you’re offering to collaborate to help make your contact successful with their initiative.

3. When these fail, combine and elevate. Even when you master the first two approaches, you’ll undoubtedly find, as I have on many occasions, that your contact doesn’t have the knowledge or insight to answer the question. My suggestion is to fall back on number one and two above and combine with a request to meet someone who can answer the question. For example, if John couldn’t answer the question, I might have said, “well, if this evaluation is important to you, can we discuss this question with your boss, so that I can prioritize an evaluation in your favor?”

Becoming a master at uncovering value will help you to reduce no decision outcomes. Most complex solution sales organizations report 40-60% no decision outcomes, and one of the most common contributors is a lack of awareness on the buyer’s part about the value the solution can enable. If this topic is not explored in relation to a purchase of your solution and a competing alternative use of funds is better prepared to address the issue, you’ll get left in the dust by an invisible competitor.

Kevin Temple guides sales teams to be more agile and improve revenue outcomes. He can be contacted at kevin@enterprise-selling.com. The Enterprise Selling Group is a leader in delivering sales training, coaching and project oversight to improve the agility of sales teams around the world.