Community Wisdom

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Community Wisdom - Top Shares

Morgan - “Step one: Deep Discovery.
In any climate, deep discovery is a must to ensure that you have a clear visibility into how your prospect thinks of their problem/pain and whether it is a significant blocker for them to achieve their objectives/outcome in a timeline they set for themselves.
I've used several sales methodologies to help with my discovery/qualification process. But a few years ago, I came up with my acronym - OPPTIC - my version of MEDDICC, as I am a visual person, and I want an acronym that enables me to visualize how they think and act.

OPPTIC stands for outcome, problem, people, timeline, impact, and choices. These are the information I needed to help me craft a mutual plan with my prospect to drive the collaboration forward until they make a buying decision.
Outcome: What are you trying to accomplish?
Problem: Why is this a problem?
People: Who else is impacted by this problem?
Timeline: When do you need to get this solved?
Impact: Which org/department/unit is most impacted if no action is taken?
Choices: How do you decide which solution to implement?”
Step two:Focus on their Must Solve, not your Must Have
Based on the information I gathered (you can always probe deeper as needed) will help me determine if the objective, problem/pain, timeline, and impact are a Must Solve within the timeline they shared.”

Step Three:A Mutual Plan is the proof point Suppose the problem/pain is a significant challenge to them in achieving their business objectives, and their senior executives are impacted by it. In that case, a mutual plan will help them go through their buying decision process to come to a buying decision.

A mutual plan is a buyer's plan, with you being the lead facilitator to help them move toward a decision. And sometimes, they decide differently (go with your competitor), which does happen, but percentages-wise, it favors you as you are the lead facilitator of their buying journey, and throughout the journey, you can provide key data/information as you deem necessary to help them make the decision.
You have already multithreaded, given that you've asked who else is impacted by this outcome/problem with pain/timeline.
Net/net, I do a deep discovery (if their problem/pain is big enough, they will appreciate you taking the time to diagnose) and the preliminary research beforehand.
My objective is not to convince them my solution is a Must Have but to understand their Must Solve, and I can determine if this is a deal that I want to invest my time in. And if it is, my objective is to gain their trust for me to be the lead facilitator of their buying decision journey in the form of a MAP (Mutual Action Plan).”
Lee “I'm very open and strict about setting a success criteria and having measurables that can be confirmed by data.
It's one of the first three steps of my MAP and it's mandatory for them to be able to start a trial with our solution.
To get them to agree to this, I'm just radically honest about what will happen if we don't do this... our solution is too easy to set up, so they'll set it and forget about it and it will run and we'll be left chasing data down if we don't set what we want to see up front... then when we put a solution in front of a CFO, if we haven't measured things and put a good ROI hypothesis on it, then we won't get a deal done. Just the reality of the times we are in. Every deal over $50k (and maybe less for some orgs) is going to get scrutinized.
Enterprise SalesGPT - “One approach to help buyers see your solution as a Must-Have is to understand their pain points and positive outcomes, and to align your solution with their specific motivations.
It is important to know how the procurement person is bonused and what they consider a win, and to use that information to marry the terms you do not want to give on to the one they are motivated by.
Additionally, it is important to knock out the competition and have a tight alignment with the executive sponsor to move the deal forward.”

Must have an OTE of $200k+
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