Podcast episode
Winning Competitive Deals | Jason Bay | 30MPC Hall of Fame
30 Minutes to President's Club20 Jan 202536 min
Description
ACTIONABLE TAKEAWAYS: In rip-and-replace deals, start by asking why the existing solution was chosen to understand the problems and motivations behind it. Late in the deal, confirm with your champion if you’re their top choice. Use their guidance to strengthen your position against competitors. When prospects compare you to competitors, suggest specific aspects to evaluate that highlight your strengths and expose competitors' weaknesses. In rip-and-replace deals, emphasize key product gaps that significantly impact the business, and ensure decision-makers are committed to addressing them. PATH TO PRESIDENT’S CLUB" Founder & CEO @ Outbound Squad Owner @ Jason Bay Consulting Director of Marketing @ Chamber DS, Inc. Marketing Director & Corporate Sales Trainer @ National Services Group, Inc. RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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suck because of XYZ reasons. Do you want to take a meeting with me? That is not how to run a competitor takedown campaign. When you know that someone is using a competitor, that is a way to point your efforts on the right accounts. And what you need to really know is “what's the differentiation and what is the problem they are not able to solve because” they're using that competitor. So that's the first one with competitor takedown campaigns. We're not going to attack the competitor in the cold email itself. Great. What's number two? Number two is we want to address the competitor head on and not be shy about it. I'm working with a customer right now that sells in the construction space. It's a very competitive
How do you paint the landscape and paint your option is the best one when you're not the best solution? You might be like the cheaper competitor. How does that narrative change? How do you position your solution if you're not best in class? This is a really tough one. This goes back to what you were saying, Armand. “What you don't want to underestimate is the fact that when a buyer sees two solutions as fairly equal, the differentiator is how well you sell.” The big thing with this customer to take in consideration is the measure of how well you sell is as a buyer. I'm coming on and thinking about what did I learn from this person? What are the insights? A lot of chorus and gong back in the day, we've mentioned a lot of this. They went head to head on a lot of deals. We love gong right on this podcast.
we got really good at asking buyers why that even mattered and showing them other ways to accomplish the same solution as long as they wanted to solve the big problem that only Pave could solve. If you're not number one in the market, you need to be number one at something. “Figure out the customers that fit into that mold, whether it's the cheap customers who want” the cheap solution or the customers that want all the fancy integrations. You've got to find that sweet spot because if you're trying to sell the premium solution to cheap customers only, you're going to lose a lot of deals that are going to drive you crazy because usually you're not going to win everywhere. That's a good point you bring up. We talked about this yesterday. I
that is not accomplishing something because you're using this competitor, I don't have a very strong deal. If I can't, within two calls, figure out what executive really cares about this, I'm not going to spend a lot of time on that. That executive is going to inform the business case “that you build that really quantifies that problem” that is not being solved through that competing solution. Champion is the number one thing for me. No champion, no deal. If you don't have an executive that's willing to stick their neck out for this, because they're the one that is going to be able to help you quantify the problem as well, to me, there's not really a lot there. A lot of times there are deals where
would recommend is that we can at least get those project owners involved in your director of ops. Is that something you think we can make happen? I'm sharing a story of a customer that has accomplished a good outcome by involving their team. And I'm using that as a way to sell the “person on multithreading, but also as a way to pressure test their ability to get the introductions” for that. If they aren't able to do that, if they're like, yeah, I don't really interact with those people. We could do one of two things. I could reach out to them directly and mention that we had a conversation or we could try to work on something together for you to get an introduction.
you should be testing your champion late stage in the deal to determine if this were up to you and just you, would I be the choice you're going with? If the answer is yes, you can use that to get them to coach you on how to beat the competition and to ask stuff like, okay, like. I know I'm going to be presenting next Thursday. “I'd love to get your take on the things that I should be showing and talking” about to differentiate from the competition, to make sure that I really wow the room, get them on your side of the table and give you some inside baseball. Number three, if they're about to look at those competitors and you haven't won them over yet, you want to give them things to look for that the competitor doesn't do.