Sales Leadership Masterclass: Win Every Deal In Your Pipeline

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1. 3:29

   If you don't have those two things as a foundation, you don't have like the context and the ability to talk a rep through what to do in a systematic way. And this is really about repetition. So let's talk about the sales process first. Five stages. One, problem agreement. Do we actually have a problem that we can solve? Two, priority agreement. “Is this problem big enough that it needs to be solved now and isn't going to get pushed?” Three is evaluation process. Can we agree on how we're going to evaluate all of the people in this deal, all the competitors in this deal to see how we can get a deal done? The fourth, probably the hardest, is value agreement. Can the buyer agree with me that they believe that we create the value that we say we do? That's a really tough one. And then lastly is commercial agreement.

   In Timing and priority objections

2. 10:41

   Reps start to get it. And all of a sudden you have common vocabulary, common vernacular inside your sales org. And when that happens, you can really start working together because you end up with consistent CRM usage, “which creates consistent data,” which is actually valuable when you use it with AI or go to look at it on a pivot table. So you can make real decisions about how to improve your team. An important tool in doing this is your CRM. Insightly CRM by Unbounce allows you to really do these deal reviews very effectively. Why? Well, first of all,

   In CRM adoption and activity capture

3. 11:37

   it really focuses the conversation in. And then the last part, which we'll get to as we get to step three of our process, is it allows you to understand your next steps. Are you missing next steps? Are reps a little bit lost of what to do? Insightly CRM has a co-pilot that allows you to see the opportunities “that don't have next steps.” It'll even suggest next steps for your reps to do that you can then tailor within to make sure that they're perfect in driving the deal forward. We put together a three-step deal review process toolkit. Go check it out in the links. All right, let's move to step two. Step two is assessing risk. Every deal has two parallel paths that both present risk that you have to deal with constantly

   In CRM

4. 13:57

   So we're gonna look at our forecast category. In this case, we're red. Red signifies unless something changes, we're losing this deal. That's really tough, right? So now what I'm gonna do is I'm gonna say, okay, let's go through and figure out what risk is making us lose this deal. Now, if you have something like BANT, MEDPIC, MEDIC, “this is where you would reinforce those frameworks” and be like, all right, let's look at the risk on this deal. Do you have a metric? Do you have the economic buyer? Do you understand the decision-making process? And you go down through those to help a rep understand, hey, this is how we assess risk here. If you don't have those, you should have a checklist of risks that you commonly see. Is there competitors in place? Do we understand how the paper process works? Whatever those issues are that you feel like

   In Qualification frameworks

5. 16:57

   But what you want that next step that you do is what they're going to do in the next week. And that's really important. If you give them two, three, four weeks, they're doing nothing else with that deal. It's what am I doing this week? Even if it's just moving that deal one inch further. Let me give you a great example. A rep has a demo due in three weeks. And their next step for that week is I'm going to prep for the demo. “No ask, just pure value. Maybe the next week you send them a case study around that same use case. I don't know. But like those are things that your reps could do.” And we shouldn't just wait till the next meeting to do something with a customer. Every week you should be doing one thing to at least move a deal one inch further to being closed.

   In Video prospecting messages

6. 21:38

   If it's not on a board deck, then it's probably not an executive-level initiative, and it probably doesn't have budget, and it's going to be difficult to fund. If you can align to slides that are on a board deck that are going out every quarter, you know you have a priority problem. Stage three is our evaluation agreement. Can we agree on how to buy this? “My favorite question to ask here is, what are the required capabilities that they've told you that they must have in order to make a decision?” If they can't give you those required capabilities, those things that are worded not necessarily as a feature in your product but as a capability that needs to be done, let me give you an example of that. Let's say I'm selling Docebo, which is the company I work for. I wouldn't say, do you have Harmony AI in order to help you create content better?

   In Needs and requirements discovery

7. 23:10

   You say it. Your marketing people tell you it's true. You've read the case studies, but does your buyer believe it? What you have to ask them is, I love asking a rep this, is what has a buyer done that shows and demonstrates that they actually believe this other than them just saying, I get it. “You're looking for this demonstrable action or question or inquisitiveness or something that really locks in that, yes, you know what?” They are wrapping their head around the belief that we can do what we say we can do. Last question I love to do is in the commercial agreement. The question is, can we agree on a price and the paper process that we need to make sure that we get this deal in? My favorite question to ask in this stage is, has this buyer ever bought anything before?

   In Value proposition testing

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