Master Parallel Selling Strategies to Speed Up Every Deal (Samantha McKenna, #samsales Consulting)

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1. 10:08

   Have you guys heard those questions before? Is that important to your firm? Tell me about that. The second thing that often comes up, and I know every firm is different, but when we think. All within your authority or is this something that needs a majority vote in terms of spend volume? “What does it look like for you guys? Is this ultimately your decision or do we need to get some buy-in?” The other thing to think about is how can I help you prepare for that meeting? As you guys have presented software that you want to purchase before, what questions come up? What objections come up? I know sometimes firms have one or two very persnickety and skeptical partners. Do you guys have that in your group and how can I prepare you for their questions to make you look like a star?

   In Economic buyer identification

2. 21:12

   And what he actually ended up doing is for future deals, we were like, let's delay multi-threading up until we can at least say that we have one or two people bought on board. And so I want to get your reaction on that. At times, does it make sense to slow down that presentation of power to get your ducks in a row? Or do you want to get in front of power as soon as possible? “I would always start with power if you can.” So maybe just a quick caveat there, right? Don't be afraid to go up the food chain. And again, one of the things we talk about with our show me or know me methodology is that you have to basically put in the effort to do research, write a great subject line. People are like, well, how does that scale to 400 marketing managers? It doesn't.

   In Economic buyer identification

3. 33:06

   everything moves faster. Number three, you need to figure out if your prospect is going to present to the board, ask the board, or tell the board they're buying this thing. And if someone is presenting to the board, then that means you have a lot of work to do with your champion and you “need to unpack their concerns and prepare them for the questions they're going to get from their” financiers. Number four, if you want to get access to power, you can start asking your champion the questions that they don't know the answer to. All of the things that a CFO or a board member is going to bring up, prompt those to your champion. And when they don't know the answer to them, be like,

   In Authority and approval objections

4. 33:23

   need to unpack their concerns and prepare them for the questions they're going to get from their financiers. Number four, if you want to get access to power, you can start asking your champion the questions that they don't know the answer to. All of the things that a CFO or a board member is going “to bring up, prompt those to your champion. And when they don't know the answer to them, be like,” hey, is this something that Nick might know the answer to? And that's your in. Alrighty, Nick, how can people help us out here? So one of the topics that we talked about in this episode was the idea of driving timeline late in the deal, but also early in the deal. Some things that you could do. Armand, I know recently you wrote an article for our 30 MPC newsletter on how to drive

   In Stakeholder and champion discovery

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