Podcast episode
Utilize Discounts and Timelines to Never Let a Deal Slip (Harry Lort-Phillips @ Pave)
30 Minutes to President's Club14 Nov 202334 min
Description
FOUR ACTIONABLE TAKEAWAYS Anytime you’re asking about a get — sell why it’s important to the business. IE: You moving faster allows us to get ahead in our heavy implementation season. Assign values to the different “gets” from a customer and put together a slide that walks the customer through these. When turning down bad deals, walk them through how finance wouldn’t ever agree to multi-year flat deal, but how they can achieve a similar outcome with a different commercial structure. If someone slips on a timeline commitment, you might have to honor the number, but you can always ask for another get in return. PATH TO PRESIDENT’S CLUB Director of Sales @ Pave Senior Manager of Sales @ Pave Client Strategy Manager @ Uber Strategic Partnerships @ Uber RESOURCES DISCUSSED Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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What's tip number three? All right. Next, next step. So what I like to do is kind of present a fork in the road at the top of a call. Obviously allow the prospect to know what they've got in front of them right now and what you would expect to do on the following call. So that might look like, Hey, typically in this call, we're going to talk about X and on the next call, we're going to talk about why that actually “allows them to opt in and out at the end of that call and also know what they're” in for leading up towards the end of that call as well. All right, Harry. So I've seen you on calls before when someone asks you for a discount, I know you don't lay out the poopoo platter and say, it's 2% for a case study. It's 8% for signing at the end of this week. I know you're a little bit more articulate than that. How do you lay out and attach values to
A really obvious one is bundling products. That's kind of like a vanity discount. It's a customer reference, multi-year and probably a plethora of other ones, depending on kind of how big of a logo they are. Let them directionally tell you, Hey, this is something that I think we love. We love multi-year. So that works. Then what you'll say to them is like, go take that away to finance. “Let me know how they receive list price and then what they care about.” And then I'll come and sharpen my pencil in terms of what I've had approved from my finance team. And that's where like the real negotiation starts. How do you voice it over? So I'm curious. You're going through the proposal. You're talking about, Hey, you said you have this problem. This is how this product helps. It costs this. You said you have this problem. This is what this product helps. This costs this.
“So that actually is slightly outside of our current pricing and packaging. So I've put together a little bit of an optimal pricing package for you, and this is how much it costs. On the right-hand side of that, you've got the directional levers that actually highlight to them what you may be able to move the needle on. And in doing that, you're getting them to buy into, A, you've got the proposal right, and B, pressure test some of the things that you can weave into what is going to be a V2 proposal.” And the ask in that call is, hey, I'm going to be doing myself a little bit of a disservice if I just come to you with a final number, because that's just not how this thing works, right? So what I would ask of you is, if you really want PAVE, present this slide to your finance team and get a reaction out of them. I'm going to tell you they're probably going to say it's too expensive, that's their job.
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