Chapter 5: Teaching for Differentiation (Part 2): How to Build Insight-Led Conversations
If you were to map a world-class teaching conversation – or teaching “pitch” – you’d find it moves through six discreet steps, each building directly to the next. … Frankly, it isn’t so much about delivering a formal presentation as it’s about telling a compelling story.
Step 1: The Warmer
Lay out what you’re seeing and hearing as key challenges at similar companies. If you have it, this is a great place to provide bench-marking data. … anecdotes from other companies that capture the challenges most likely of highest concern to your customer in ways that corroborate their own experience. … Conclude your review by asking for their reactions:
“We’ve worked with a number of companies similar to yours, and we’ve found that these three challenges come up again and again as by far the most troubling. Is that what you’re seeing too, or would you add something else to the list?”
What you’re saying to your customer is, “I understand your world,” and “I’m not here to waste your time asking you to teach me about your business.” It’s an approach we’ve dubbed “Hypothesis-Based Selling.” … it makes the entire sale both faster and easier for them. … A Commercial Teaching pitch cuts right to the chase. It honors the customer’s time and shows that you’ve done your homework.
So what’s next? What are you going to do with the goodwill you’ve just established? Present your solution? Lay out your “value proposition”? That’s the lastthing you want to do now! Although it is the next step they’re probably expecting, and it’s absolutely the next thing a core-performing rep would do – and without a doubt what your competitor’s sales rep did when he was sitting in the same customer’s office an hour earlier.
Think about it. You just got your customer to warm up to you by talking about their business. Why in the world would you want to ruin all that goodwill by spouting off about yourbusiness? You haven’t yet given them a reason to care. Instead, now you go to a place your customer never saw coming: the Reframe.
Step 2: The Reframe
This is the central moment of a Commercial Teaching pitch. Mind you, you’re not expect to actually come up with the insight in the moment. … that kind of spontaneous flash of brilliance is not only too hard, it’s actually a bad idea. … Rather, the Reframe is simply about the insight itself. It’s just the headline. And like any good headline, your goal is to catch your customer off guard with an unexpected viewpoint – to surprise them, make them curious, and get them wanting to hear more.
Remember, the reaction you’re looking for here is … “Huh, I never thought of it that way before.” … If you’re doing a reframe, then be sure you really reframe. This is not the place to be timid, as the entire pitch rests on your ability to surprise your customer and make them curious for more information. You’ve just bought yourself another five minutes. So what’s next? Well, you’ve shown your customer a different way to think about their business, now you’ve got to show them why it matters.
Step 3: Rational Drowning
Rational Drowning is where you lay out the business case for why the Reframe in step 2 is worth your customer’s time and attention.
So now it’s time for the data, graphs, tables, and charts you need to quantify for the customer the true, often hidden, cost of the problem or size of the opportunity they’d completely overlooked. Rational Drowning is the numbers-driven rationale for why your customer should think differently about their business, but presented specifically in a way designed to make them squirm a little bit – to feel like their drowning.
Putting steps 2 and 3 together, you’ve got to show them something new, and show them why it matters. This is what good teaching is all about. Great teaching, however, requires something else: emotional impact.
Step 4: Emotional Impact
Emotional Impact is all about making absolutely sure that the customer sees themselves in the story you’re telling. … Simply repeating the business case in greater detail will never get you past the “we’re different” response. That’s because you’re solving for the wrong problem. The problem isn’t that you’ve failed to make a logical presentation, the problem is that you’ve failed to make an emotional connection.
Now you’ve got to make it personal. And this is where a Challenger rep’s storytelling ability really comes into play. … You’ve got to paint a picture of how other companies just like the customer’s went down a similarly painful path by engaging in behavior that the customer will immediately recognize as typical of their own company.
“I understand you’re a little bit different, but let me give you a sense of how we’ve seen this play out at similar companies …” And for this to work, whatever you say next has to feelimmediately familiar (which is another reason why a deep understanding of the customer must be acquired priorto the sales call, not just during it). The reactions you’re looking for are a rueful shake of the head, a wry smile, a thoughtful faraway look. Why? Because you’re looking for the customer to replay the same scenario in their head as it actually happened to them in their own companyjust last week. Ideally, the customer’s response to your story is something like, “Wow, it’s like you work here or something. Yeah, we do that all the time. It just kills us.” And that is how you slay the dragon of “we’re just different”: by creating an emotional connection between the pain in the story you’re telling and the pain your customer feels every day inside their own organization. If your customer still thinks they’re different after step 4, you either have the wrong customer or the wrong story.
Step 5: A New Way
As tempting as it might be at this point to launch into a review of how you can help, step 5 is still about the solution, not about the supplier. … It is deeply tempting to talk specifically about how you can help. For most reps it simply feels like the obvious thing to do. But step 5 isn’t a story about how much better customers’ lives would be if they bought your stuff (which is what most reps want to talk about), it’s about showing customers how much better their life would be if they just acted differently. It’s about behaving differently, not buying differently.
Don’t rush this. Before they buy your solution, the customer has to buy the solution.
Step 6: Your Solution
If step 5 is about getting customers bought in to acting differently, the goals of step 6 is to demonstrate how your solution is better able than anyone else’s to equip them to act differently. In many ways, of all six steps, this one is the most straightforward, as it’s what reps have been trained to do from the very beginning. This is where you lay out the specific ways you can deliver the solution they’ve just agreed to in step 5 better than anyone else.
Where does the supplierfirst enter the conversation? Notice it’s not until the very end in Step 6. … If, on the other hand, you’re going to take sixty minutes of your customer’s precious time for a face-to-face meeting, you’d better make sure that whatever you do with that time is valuable to your customer.