Pushing pipeline by selling value deposits, not features (Kyle Norton, SVP Sales & Partnerships @ Owner)

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1. 11:25

   which is you're not just avoiding it completely. You're not just like, well, why don't you buy my thing anyway? Or, oh, do you want to meet anyway? Or can I get 27 seconds? Yada, yada, yada. You have to acknowledge the objection so you can create an inch of space between you and the “prospect. And with that inch of space, you can then ask a thoughtful question that points out” the fact that you might know something about their business that they want to learn more about. So it was actually funny enough helping my mom with this the other day. So my mom works in like the natural skincare and organic industry. And there are all these issues with people who have all these issues with how you can describe natural products versus what is organic versus

   In Objection response frameworks

2. 13:12

   Well, what's powerful about the offer of value is it doesn't have to be isolated to a cold call. What we advocate for is any time that you're asking another human being, aka your prospect, to take an action, you should be framing it from the perspective of why it is in their best “interest to take that action. So whether it's booking a meeting on a cold call, or I'm trying” to get Armand to go to my favorite sushi joint for lunch, I should be explaining why it's in his best interest to eat sushi and not an In-N-Out cheeseburger. So let's transition now to we've booked that meeting with a cold call. We're going on to the discovery call. Talk to me about what

   In Meeting-setting asks

3. 13:51

   happens on that discovery call that I booked via my offer of value. So I think the most important principle here for me is this idea of staggered discovery. So I'm going to ask literally the bare minimum of questions I can up front before I start talking about how we solve problems or “similar customers. And I want to create this back and forth flow. It just needs a little bit of” pre-planning. The first couple of questions are basically, tell me about your restaurant. Especially in our market, there's such a personal attachment to it. These are chefs before they're business people. So just getting a prospect talking, comfortable asking questions, and building

   In Discovery meeting structure

4. 14:05

   similar customers. And I want to create this back and forth flow. It just needs a little bit of pre-planning. The first couple of questions are basically, tell me about your restaurant. Especially in our market, there's such a personal attachment to it. These are chefs before they're “So just getting a prospect talking, comfortable asking questions, and building” some rapport momentum is important. And then we'll ask a little bit of their current situation. We should know most of it. And then everything about marketing strategy, how do you keep in touch with your current customers, all that is later. So I'm acting out of curiosity. So Nick, I noticed

   In Discovery and qualification

5. 15:42

   up against these companies with billions of dollars in software. And that's where we help. Because I know what you mean. We hear this all the time. That's sort of our transition through a light question to dig at, like, Oh, why are you doing it this way? To make them feel seen and be like, that's why we're here. “Right. And so you're basically using those early questions of upfront, not heavy questions” to start to get a lay of the land. And then you're sort of poking them with these questions that are targeted, that are issues that, you know, their business is probably having, whether it's something with their website or something else related to DoorDash or what have you. Right. And then as you

   In Discovery question design

6. 19:43

   So a bad version of that is like, and so doing a demo is very cumbersome on our side. And so if I'm willing to do this, can you commit to bringing X, Y, Z? It's like, again, this feels there's pressure on me. And so my reactance is to step away instead of saying, so Armand would make “sense to do a demo next, typically at this point. So I'm, I'm using social proof. Typically at this” point, you would bring together a couple of people that are going to need to be in the process at some point, or else you're just sort of wasting your time. It would be this person, this person, this person, and this is the off ramping. You know enough about the product and the problem we solve. Is that compelling enough to bring together that group? Or is like now the right time to maybe just like park it?

   In Proof and social proof

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