Directing your sales process like a movie (Mark Kosoglow, VP of Sales @ Outreach)

Description

Listen

Quoted on this wiki

Every place a page here uses this source, in the order the words come in it.

1. 1:36

   end in mind. You need to have a clear-cut statement that you have as the last line of your agenda that says exactly what you're going to ask for at the end of that meeting. Prep them. Let “them know where you're going. And then when you get there, it's no surprise.” number two? Number two is calling up a meeting with an email. So that follow-up email after a meeting. Every rep I come in contact with has a deck or has something that they're showing. And then what they want to do is they want to attach that deck and be lazy in their follow-up

   In Pre-meeting value setting

2. 1:58

   number two? Number two is calling up a meeting with an email. So that follow-up email after a meeting. Every rep I come in contact with has a deck or has something that they're showing. And then what they want to do is they want to attach that deck and be lazy in their follow-up “Take the entire deck, summarize it down to three points, and do a 15” second video. 15 seconds? Yes. 15 second video walking the person through the three points and why they matter. Love it. What's number three, Mark? Round us out. Number three is case studies.

   In Video and voice notes

3. 3:36

   even have a script. They're just freelance in the entire movie. And that's the one chance that you have for a lot of buyers to actually buy into what you want to do. So the way that you do that first is with prep, right? And what I mean by prep is, do you have the ability to boil down what you're “to a singular sentence? I call it the pain sentence.” not ready to do a demo. Don't show them the product if you can't explain their challenge in a single sentence because you don't know the challenge well enough to be able to demo what you need to demo so that they know that you can solve their challenge. And so start with that pain

   In Pain-point messaging

4. 4:35

   you're trying to solve, right? If you're trying to solve some net new problem that's never existed before, good luck. You're probably not going to get budget and money. You're going to get put down the priority list in favor of a project that they've been trying to solve forever and “super important. So find what they've already invested in, what they've already put resources” to, what they've already spent money on, what they've already brought consultants in to help with and align to and say, that's despite this, you can't do X. And X is like, what are they trying to do? Is it trying to increase outbound prospecting activity? Are they trying to decrease the threat of security risks?

   In Problem and outcome framing

5. 9:00

   understanding what they mean when they say a word. And that's just an unbelievable way to do discovery. Oh, so you're having IP security risks. That means a lot of stuff to a lot of different people. Like what does it mean at IBM to say that you guys have IP security risks? Right. And that's like “You have to ask three or four responsive questions” the answer they just gave you. And if you're not good enough to come up with three or four questions, you got to go back and do some training and figure it out because that's required in today's selling. So you dig the pain hole. The purpose of digging the pain holes, get to the

   In Objection diagnosis and probing

6. 26:34

   My sales DNA are kicking in. I feel a gap. Let me resolve the gap. And then I formulate a good question. So guys, hey, I just showed you this prospecting playbook. I don't feel like you're with me because, you know, you don't agree on the three-hour prospecting block on Tuesday mornings, like, does anybody have a problem with that specific part of it? “And see, I turned a, do you have any questions, to a really strong question that helps me” close the gap and let me know if they're with me. If they're with me, I keep going. If they're not with me, I go back to where they are and I try again. So that's the number one bad habit that reps have that I see is, do you have any questions and does this make sense? Bad questions, if that's the only question you ask.

   In Discovery question design

7. 28:04

   at unifigtm.com. Your top four takeaways from the episode with Mark Casaglow include, number one, instead of sending a deck or a 17-page recap email, send them a video after that big team demo. Number two, instead of sending them a boring case study, execs hate your case study. “Mark it all up and draw their attention to the important parts.” Number three, you got to understand your problem statement before you show them any software. What it might sound like is despite A, we can't do X, which means we don't get Y. As measured by Z. And lastly, number four, prevent the massive eight-person demo. When they want to throw their whole team onto a call, it's not a good idea.

   In Outbound case studies