How to Quantify Business Pain Without Feeling Salesy | Meredith Chandler

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1. 2:52

   Or I learned that your sales cycle needs to decrease by 20 days for mid-market since we expanded and segmented the team. Great. What's number two? Number two is that only quantifying is really going to unlock your budget. So it's not enough to do a discovery, however deep it is. “We really need to put a dollar amount behind that pain.” And that's what separates the good reps from the great reps. It's actually psychologically proven that people are two times more likely to buy something in order to avoid a loss than to acquire potential gains. And so really great reps know how to tap into this and use it to their sales advantage.

   In Cost-of-inaction messaging

2. 3:45

   You have it. Most of the time you don't even use it, but it's a similar line of thinking with tech. So let's say I'm selling digital sales room at Aligned and somebody comes to me and says, I want to decrease the sales cycle or I want to increase ACB. Again, everybody tells me that. “So why is this important to you?” It's important to me because deals are slipping. That happens all the time. But what happens when they slip? When they slip, we miss quota. Yikes, missing quota. How much did you miss quota by? We miss quota by 200K last quarter as a team.

   In Problem and outcome framing

3. 8:15

   $50 is a lot, sure, compared to what? Or if you've done your job quantifying, $50 compared to the million dollars of quota that you're missing over the year. And you also mentioned if you don't hit it, you're not going to get your fundraising. “So $50 is a lot compared to what, to going out of business?” Or what are we comparing it to here? The Ferrari dealership example is a really good one, which is you don't turn around and ask for a discount. It's, what did you think a Ferrari was going to cost? Like you probably knew directionally what a Ferrari was going to cost. You probably looked at other alternatives.

   In Cost of inaction

4. 23:10

   And the biggest one that you don't want to miss is our live sales kickoff masterclass. Go to 30 NPC.com backslash SKO to save your seat. I'll see you there. What do you think the biggest mistake folks that are new to presenting business cases make when they're putting them together? They don't get granular enough. They are stuck on discovery, “but they don't get the quantifiable details behind it.” I have to imagine, Meredith, I know you do some like sales coaching with folks, and I have to imagine you have reps where you tell them this and you see them go, oh shit, I've got 14 deals in my pipeline and I don't have granular metrics on any of this. So if I'm a rep listening to this right now and I'm like, I actually don't have this for a lot of

   In Quantified outcome proof

5. 26:31

   easier? The things he asks are, how are we trying to solve for this today? How have we tried? Why isn't what we're doing going to work anymore? And what is the expected upside of going this route? And what can sellers do to make it easier for you to answer those questions? “I first outlined the problem in a quantifiable way, right? So I said, here's the current state,” here's the issue it's causing, here's the affected dollar amount associated with that problem. Now, here's the proposed solution. And based on these metrics and these numbers, this is what the

   In Problem and outcome framing