Crafting success with creative deals (Mark Kosoglow, Chief Revenue Office @ Catalyst Software)

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1. 3:08

   Help a brother out and like give me an introduction that's dope so that Armand will talk to me. And because of that interaction, we're hoping that Armand's trust factor like goes way up way faster than it would normally. All right. So the meeting swap would be this way. Instead of me just calling up Nick or sending Nick a LinkedIn invite or something to be like, Nick, I see that you know Armand. Can you help me out? “Why don't we go one step further and figure out what Nick wants.” Right now, Nick is running one of the hottest sales podcasts on the planet. He's looking for sponsorships. Maybe what I should do is go to my marketing department and be like, hey, we're looking for some podcast partnerships. Maybe I should go to a couple of friends I know who are marketing and be like, hey, you guys looking for marketing sponsorships? I could take like 10 minutes and probably be like, yo, Nick, can you help me get to Armand?

   In Asking for introductions

2. 6:59

   if you're like an AI person and figure out what that stuff looks like. Maybe you want to see like what a dashboard would look like inside their own product. Go in there and get the names right, get the stats right and show them what that looks like. Get that little sizzle going. And then the way you present it is three steps. “Step one, tell the prospect that you've done something that's either a video or an image” and ask them if they want to see it. Most people will say yes. Then you send them the thing with no ask. Just be like, here you go. And then four hours after you send it or the next day after you send it, follow up, be like, did you see it? Would you want to talk more about it? Three simple steps, a lot of sizzle. But like I'll never forget sitting down with the guy at the mall that cleans my shoes and they look perfect.

   In Video and voice-note scripting

3. 15:22

   willing to risk their personal political capital in order to get it to move, right? So, if that's the case, then what we need to do is we need to say, listen, if you want this to work out, if you want this idea to make sense so that your political capital stays in place, “we need to make sure that I completely understand like what it would take for you to buy,” and then I can tell you deliver that or not. And then I think also like this is where like the step back helps a little bit and be like, hey, you know what? I don't know if we can do that or not, but you know what I do know is we can do this, right? And I think a lot of times when you get a little bit more transparent, when you get a little bit more honest about what you're doing,

   In Needs and requirements discovery

4. 17:46

   If you need to do it in the moment, I empower you to do it in the moment. If you screw up and do a horrible deal, we'll talk about it. Just don't do it twice. The other one is the buyout. You need to get in front of people and be like, listen, okay, your current provider doesn't end for six “months. Let's talk about what we need to do so that you're not double paying. You have to get” good at the buyout. And that should be something your company gives you as a tool right now. Hey, if it's three months, you can do this. If it's six months, you do this. If you need to buy it a whole year, this is what you can do. And you should demand from your sales leader like, listen, it's hard to get deals in the pipeline. There's people that with their current provider that want

   In Existing solution objections

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