The One-Page Business Case That Closes 7-Figure Deals Like Clockwork | Nate Nasralla

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1. 10:00

   I heard one thing from you, which is take two competing priorities that are working against each other that impact that higher level headline, but are there any other best practices for folks that are trying to build this for themselves? Yeah, so one of the other things that you can do is if you think about, go look at your last three, four, five deals that you won “Look at the different roles or titles that were in those deals from different kind of cross-functional points of view.” And then you want to specifically name the role that you don't yet have in the deal and ask, actually write it out and show them a written problem statement. Hey, I heard you mention X. When you think about, for example, customer experience versus the digital or e-commerce team. How would they define this differently? What are they going to say that we don't have written here?

   In Buying committee and personas

2. 10:30

   Hey, I heard you mention X. When you think about, for example, customer experience versus the digital or e-commerce team. How would they define this differently? What are they going to say that we don't have written here? Where they would say, actually, I have a different opinion on this. Here's what it is. What would they say? “Now, they'll answer. They'll take a guess. And then you want to follow that up and say, do you think they'd be open to weighing in on this?” Like, could we tag them in and get some direct feedback? And that's how you start to triangulate the definition of the problem. I think what I'm hearing from you on this one is anytime that you have like a priority or a big decision to make, there are tradeoffs that you have to make. And that's something that I think Armand and I have learned running a business.

   In Stakeholder and champion discovery

3. 10:37

   How would they define this differently? What are they going to say that we don't have written here? Where they would say, actually, I have a different opinion on this. Here's what it is. What would they say? Now, they'll answer. They'll take a guess. And then you want to follow that up and say, do you think they'd be open to weighing in on this? “Like, could we tag them in and get some direct feedback? And that's how you start to triangulate the definition of the problem.” I think what I'm hearing from you on this one is anytime that you have like a priority or a big decision to make, there are tradeoffs that you have to make. And that's something that I think Armand and I have learned running a business. And what you're doing is you're actually just presenting the tradeoffs that the customer has right now.

   In Stakeholder and champion discovery

4. 12:53

   And that's the definition of selling to a priority, not a problem is like executives leave problems burning all the time. And like Nick, back to your point, like that's their job is to decide what are we going to ignore and not solve. So that's what you have to do in inbound ladder up from a problem to a priority. “In outbound, you craft the point of view that you lead with and center your first discovery conversations around.” What is the priority that they're already working on? OK, now can I figure out if the way that they would agree to and frame up the problem standing in the way is something that we could actually help them with? So, folks, we're going to come back to the business case, but let's let's dig into that because that's really, really interesting.

   In Belief-based messaging

5. 13:01

   And like Nick, back to your point, like that's their job is to decide what are we going to ignore and not solve. So that's what you have to do in inbound ladder up from a problem to a priority. In outbound, you craft the point of view that you lead with and center your first discovery conversations around. What is the priority that they're already working on? “OK, now can I figure out if the way that they would agree to and frame up the problem standing in the way is something that we could actually help them with?” So, folks, we're going to come back to the business case, but let's let's dig into that because that's really, really interesting. Today's show is brought to you by Responsive, which helps sales teams respond to RFPs, security questionnaires and buyer requests faster so deals don't die at the last mile. One great way to drive your deals faster is to run parallel processes instead of linear processes.

   In Problem and impact discovery

6. 21:15

   And now I know what I need to do if I sell elevator mirrors What other recommendations to get good at framing problems? Do you have for folks or other examples of framed problems for things that you've sold or helped other people with? Yeah So what you're gonna do is you're going to go back and listen to call your last discovery call you actually need to take the template “That you're gonna get in the show notes and write out using that framework the actual problem statement” This is where you you might say, you know every month we have X number of applications coming inbound to us So write it out now force yourself to redefine that problem and write two different versions in a completely different way And this is where you want to go back as you write three different versions of the problem statement

   In Problem and impact discovery

7. 29:08

   this is where the third tip, your forwardable email comes in. You're going to attach this as context inside of the forwardable email just so that this starts to make its way around the buying team. And it's going to live on all the way down to three other use cases. So one, you're starting to do a deal review. It's getting late stage. Your leadership's looking at it. “This is how you brief them on what's going on in the deal.” Second, I was just in a procurement call where we quite honestly on the process, we were tracking way far behind. Our champion brought it up and was like, look, this has to jump the queue in IT tickets. Like we need to get this integration prioritized. And he brought up our business case without me asking. And then third, once you get the deal done,

   In Co-selling opportunity management

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