Podcast episode
How to Spot Deals You’ll Actually Close | Johnny Larson
30 Minutes to President's Club17 Dec 202434 min
Description
ACTIONABLE TAKEAWAYS Streamline Proposals: Remove unnecessary features to cut costs and stand out from competitors with bloated quotes. If prospects need a feature, they’ll request it, giving you control to reintroduce it strategically. Ask Questions on RFPs: Use RFP responses to ask about priorities and requirements, opening the door for discovery and tailoring your response to their needs. Disqualify Early: Disqualify deals if your product isn’t a fit or their problem seems like a “nice-to-have.” Identifying this early saves time and lets you focus on better opportunities. Test Product Gaps: If a feature is missing, ask how critical it is to their goals. Confirm whether this gap is disqualifying or if the deal can move forward. JOHNNY'S PATH TO PRESIDENTS CLUB Commercial Account Executive @ Talkdesk Enterprise Sales Development Manager @Talkdesk Team Lead, Enterprise Sales Development @ Mimeo Enterprise SDR @ Mimeo RESOURCES DISCUSSED: Join our weekly newsletter Things you can steal Give Johnny a Follow 30MPC Training: 30mpc.com/training
Show moreShow less
Listen
Loading the recording
This recording could not be loaded.Open the audio file
Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
First actionable takeaway is being in a position to disqualify versus qualify an opportunity. When you're a younger SDR, maybe an SDR team leader, even as a junior account executive, you want to qualify everything. You want every single opportunity in Salesforce. You want to close them. The more tenured you get, the more successful you become. The more you find yourself in a position where you jump on that early stage, initial meeting “you're actually looking to disqualify right out of the gate” qualify. And I think successful reps who see longevity make the money they want to make. Our particular use case is if somebody comes inbound, we are a contact center as a service. We primarily support high volume inbound B2C. A leader of a market development team or a sales development leader comes inbound. They want power dialer.
A leader of a market development team or a sales development leader comes inbound. They want power dialer. They're primarily outbound and they need integrations with Salesforce. That's great, Mrs. Prospect. I appreciate the time. It was lovely to meet you, but you need to be talking to Orem, Sales Loft, Outreach, and the like. “We are not a fit here.” Thank you so much. Should you ever have an inbound need team or your support team needs to look at their tech stack, send them my way. Thanks. Have a great day. Awesome. What's number two? Number two is going to be the process we use for RFPs. We always hear about RFPs and proposals, but very rarely do we start to pull back the onion on what that process might look like.
DQs are easy. If I saw that someone had a certain population of international employees or if I saw that someone was on a certain HR system that we couldn't support, that “Pop in the DQ email, goodbye.” that are around 100 employees, they might be starting to think about compensation planning, but the reality is it's almost never a big enough problem that they actually want to pay to solve the problem. I'm sure you have something somewhat similar at TalkDesk where
as important of the rest of it. I found myself in a position when you're faced with that, you need to have an honest conversation with the buying team. You also need to find yourself in a position where you're reaching out to, we have what's called our app connect partners, “we have an ecosystem of implementation partners and integration partners” we don't do that 5% very well, but we have a partner who does. And so we'll bring them onto the deal so we can own that 95%. But maybe that 5% gap where we can't fill that and might DQ us, we bring in the partner. But many times that instills a level of a
when we kick off vendor review. Even artificial micro deadlines for things like first cut of red lines and security review helps my prospects get their internal team moving. We built a guide on how to help you drive six and seven figure deals with our friends at Outreach. Get it free in the show notes. “So one bucket of where you might disqualify an opportunity is questionable fit with the” product or what they want in a product. Another bucket that really commonly comes up is the problems are there, but they're not that big. If someone was managing their equity on spreadsheets, that usually became a pretty big problem once they started to raise funds.
about pipeline. They complain about marketing. They complain about SDRs. They complain about the channel. They complain about trade shows. What are we spending on marketing? What are you doing to fix the problem? What are you doing to prospect and build pipeline? What are you doing to go out and meet with customers and consultants and the like? What are you doing to dive into your patch? “What are you doing to review leads and contacts and account history?” to speed with the nuanced ways to prospect and break into accounts? And if the answer is nothing stop blaming SDRs. Stop blaming the marketing team and stop blaming anybody else but yourself. Amazing episode. Johnny you got me ready to go hit the phones. Thank you for joining us. Everybody stick around for a 60 second recap coming up soon.
Quotes are verbatim and belong to their publishers. Where a quote has been translated, the original wording is kept below it.