The Secret to Uncovering True Buyer Motivation in Seconds (Garrett Palmer, Pipedrive)

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1. 1:27

   Use something like the SPICE model, figure out why they're actually looking at your product, what they want to use it for moving forward, and what it will take for them to get across the line. Beautiful. What's number two? Number two, reveal the deal roadblocks upfront. Three questions I always ask. Number one, what are your key requirements and non-negotiables? “This will help you figure out if it's even worth the deal moving forward.” If it's not going to close, you don't need to spend any more time on it. Number two, what departments will be involved in that procurement process and what will they need to approve your product? We need to get everyone in from the very beginning, make sure this keeps moving along without any hiccups.

   In Needs and requirements discovery

2. 1:47

   This will help you figure out if it's even worth the deal moving forward. If it's not going to close, you don't need to spend any more time on it. Number two, what departments will be involved in that procurement process and what will they need to approve your product? We need to get everyone in from the very beginning, make sure this keeps moving along without any hiccups. “Number three, establish their timeline and make sure it's realistic given what they have.” They might have an idea of what it's going to take, but you know how long this will realistically close and you can set those expectations accordingly. Today's show is brought to you by 11X, your all-in-one digital GTM team handling creating, qualifying, and converting pipeline across every channel. If you are still using stale triggers like congrats on the funding, you're getting blended

   In Deferred-prospect follow-up

3. 9:15

   How do you decide what features, what functionality you're going to show any given customer? Because my guess is it's different for customer A versus customer Z. It absolutely is. Structure the demo in the order of pain points that they gave to you. 90% of the times when you ask what's wrong with someone's current system, “the first pain point they bring up is the most important.” The second pain point is the second largest, and so on. And so you can kind of structure it around that. Here's your biggest challenge. Your sales team is all over the place. You have no idea what they're doing on a day-to-day. Here is the overall interface of PipeDrive.

   In Pain-point messaging

4. 22:33

   those examples and I use that to my advantage with my current customers and say, look, I know this is a big decision for you, especially if you're on spreadsheets, your current CRM costs are zero. I know there's an investment aspect to this, but if you don't do anything now, “if you keep kicking this down the road, we'll have the same conversation a year from now.” Your current state of business will be no different. And you've essentially just lost a year of getting kind of the advantage on your competition. Yeah. One thing that was really helpful for me, both at Carta and at Pave was to bucket my deals. And so for example,

   In Cost-of-inaction messaging

5. 23:59

   of deals, I would encourage you to scrutinize them 10 times more. And the same thing would happen at Pave is we had companies before their first compensation review companies on their first or second compensation review, or companies who had done multiple comp reviews and the ones in “that first bucket, you have to ask those hard questions in the first discovery call because” they'll tell you all of these things that they want to do. When in reality, there's no actual reason or compelling event or real problem. They're trying to solve. They're just interested in window shopping and new bells and whistles. It's a really powerful question. When you say to somebody look like, I mean, I hear what you're sharing with me, but it seems like things are

   In Discovery and qualification

6. 26:07

   I can't imagine you take meetings with every single one of them. What prompted you to take this one with me? Was there something in my email that caught your eye? Number two is reserve at least five minutes at the end of the meeting to talk about logistics and next steps. “If you feel like it is worth having a next step with this customer, and it isn't always worth having a next step with every single prospect, but if you feel like it is worth getting a next step on the books, save five minutes to talk about those logistics.” And one way you might do that is if there are outstanding topics that you haven't covered in full in the meeting or in the demo, you can cite that and say, hey, I know you were really interested in having a deeper conversation about our integrations.

   In Replies and meetings

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