# Driving Customer Engagement

> Chapter 5

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- Format: PDF document, 18 pages
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- Last updated: 2022-11-23
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Chapter 5Chapter 5
Driving Customer EngagementDriving Customer Engagement
By DaBy Dvid Priemeavid Priemer r
DaviDad startevid started hisd c hiareers ca reerin sa ilesn s alelesad leershipadership at C aatn adCainaadn ian
startupstartup Rypple Rypple, which, which was wacaqsu airedcqu iredby S ablesfory Salesforce inc 2011e in 2011. .
He wHeent w onent to on b ecometo become Vice Vice President President of Sale of sSale at sSale at sSales - -
forceforce, as , wellas wellas holdingas holding the thetitle titleof S ofales S aLelesa derLeasderhip ship
EvanEvgelistangelist at Sale at sSaleforcesforce. Da.vi Dda hviads hwritteas written exten extensivelnsively y
for thefor Sthealesforce Salesforce blog blog and ahinds perspe his perspectivec tiveon c oonnne cocntineng cting
withw prospectith prospects ands ancudsto cumstoersm aersnd adndriving driving eng aegemengagement is nt is
espeespeciallyc irelevant for enterprise Sally relevant for enterprise SaaS staaaS strtuparts.ups.
In 2013In ,2013 a survey, a survey of 80 0of B 802B0 m B2aBrk metianrgketi tenamsg te reveamsa reveled thaleadt diffithatcu diffilty cuin lty in
genergeatingnera high-qualityting high-quality leads le waadss the wa sn theumber number one b onearrier ba torrier their to theirsucces suscc. ess.
It’s noIt s’su nrpriso suerpris. Cusetomer. Customers nows havenow haveunprece unprecedenteddente choidc cehoi ancde acc andess acc to ess to
informinforationmation when when it com ite cos tom esolutions to solution purc hpausesrch, ansesot to, n otm eton tionmen ction c
onstanont stant
turnover ofturnover of inter ninteral dinsal tradcitiostrancs tioannds conflicti and conflicting prioritieng priorities. s.
To comTo bcomat thebats ethe grosew groingw cihalleng cnhalleges ninges the in hopethe hopes of attrs ofac attrtinacg atinnd g and
convertingconverting more m cusoreto cusmertos,m saerles,s saandles maandr kmaetinrkgeti funngc tiofunncstio arnms atheirmr their
peoplepeople with withan impres an impressive asrriveay a ofrra trya ofin itrnagi naindng eanabnd elenabmentlem reentso urercseosu. rces.
Cold-Cold-callincgalli tencgh nteiquechns,ique saless, salesmetho mdethoologiedologies, sols,u tiosolnu tiodenm ods,e manos,d and
negotiationegotiation tacnti cstac atirecs a allre tool alls tool thes mo thed ermon-ddaeryn -sadaleys samacles himacne hiusnees usto es to
engage its engage its audieauncedie annced u asher thend usher them throm uthrogh theugh b theuyin bguyi cyclnge c. ycle.
WhenWhe usend uproperlsed properly, they effective, the effectiveness ofnes thes ofse the toolses tool is oksa isy ,ok notay gre, notat gre. at.
WhileW theirhile theirunderlyi underlying funngd amfunednamtales natreal sos auren sod, theirund, theirreal-w real-orldw effeorldc tiveffeectiv-e -
ness ness can often fcan often fall flaat llfor fla ttw foro k teywo re kaeyson resa.sons.
1. They’re used incorrectl1. They’re used incorrectly. y.
ConsConider saider sim aplifie simplified modd elm oofd ela typiof ac typial salecals scaleycles c repreycle representedse nateds a as a
seriesserie of losc of loked dckoored ds, loorabs,ele labd asele thed as follo the wfolloingw: ing:
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
Interest:Interest: where w herethe initithea initil interestal interest arou nadro ua nparticuld a particular problear problem anmd and
solutiosolnu is genertion is generated.ated.
Solution:Solution: where w hereinfor mainfortionma ationnd co anndt ecoxtn atroextu nadro hounwd hoa givew an give solution solution n
can acaddnre asdds theres s theprob leprom bisle providem is provided. d.
Negotiation:Negotiation: where w herethe t wtheo ptwartieso pa drtieseter dmeterinem theine ter them ster unmdser u nwdhicer h which
the preferrethe preferred solutiond solution will b will e deliverebe delivered. d.
Each Edoorach doorhas ah aksey a ckorreey csorrepondspoingnd toing the to ttheacti c,ta ctiskillc,, skillor tr, aorini trnag ining
requirerequired to opend to open it. The it .pro Theb lepromb occlemu rsocc wuhersn w thehen w therong w rongtactic t acis trietic isd trieto d to
open theopen the right drightoor d. oor.
For eForxam eplxame, splupposee, suppose a sa leas persosalesperson is tryin isn gtryi ton gope ton ope then ctheusto cmustom- -
er’s inerterest’s interest door doorarou ndarou a ndma ark maetingrketing auto maautotionma solutiotion solution. In nthe. In firthest first
instaninscet,a thence ,s thealesperso salesperson sayns tosa ythes to c theusto cmusetor, m“Weer, h“Wavee haanve ama an zingama, zing,
n save time, increase
web-wbaeseb-dba masedrk maetingrketing auto maautotioman protiondu proct duthactt cathat can save time, increase
your lead flow, and integrates into the system you already have. Do you
your lead flow, and integrates into the system you already have. Do you
have haa mave rak maetingrketing auto amautotioman stiooluntio solnu in pltiona in plce toadace yto?”day?”
In a second instance, the salesperson says, “We’ve worked with
In a second instance, the salesperson says, “We’ve worked with
hundredshundreds of organizations of organizations like yourslike yours and andhave have found found the ktheey to key to
engaging customers in an increasingly competitive market is creating
engaging customers in an increasingly competitive market is creating
an intimatan intimate, 1:1e ,relationship 1:1 relationship with withthem. them. Would W ouldyou liyouke tolik elearn to learn how how
others have done that?”others have done that?”
The Thefirst firstis a issolutio a solution pitchn pitch. The. Theseco ndsec oisnd a isbon a ab onfidae fiinterestde interest- -
genergeneration tation tactic.actic.
The right key is always more effective at opening the right door. While
The right key is always more effective at opening the right door. While
we hopewe hope our sa oleurs peoplesalespeople use the use tr theaining training and t andactic tsa wctiec provis we provide tod thee tom them
in the most effective way, unfortunately, they often don’t.
in the most effective way, unfortunately, they often don’t.
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ChChaapter pter ChChaapter pter 55 55
2. They’re focused on the selle2. They’re focused on the seller, not the buyer, not the buyer. r.
One Oneof the of first the thifirstng this In oftengs I often impre imsspre onss o uorn noewur norew fir sort-ti firmset-ti samlees sales
reps isrep thes is need the need for the form the to mad toopt ad aopt stro an sgtro sennsg es eofns cuse ofto cusmerto cmenertri cceitnytri. city.
WhileWhile it’s sa itfe’s tosa feoper to aoperte undateer und theer ass theum assptioumnptio thant yothautr yocusutor cmusertosm arere s are
generallygenerally nice peoplnice people, it’s ea,l sito’s saalfeso tosa feas stoum ases umthaet theythat theycare mcaorest m aboostu abt out
whatwhat’s import’s important toa ntthe tom. the Thm.at This, atheyt is, theydon’ td coanre’t acboareu at boyouutr yocoumr pcanomyp’s any’s
productsprod auctsnd s aolutionsnd solutions; they; theydon’ tdo canre’t abcareou abt theou tinn theer i nnworkier wnorkigs ofn gyos ofur your
organizationorganization, your, yourhierar hierarchy, yochuyr, yoapprovur approval proacl eprossecse andsses poliandc iepolis; ancied s; and
they’rethey’re certa certinly aninotly fo ncusot foedcus one dm oanxi mmiziaxnimg izitheng v thealue v ofalu thee of s alethes srealep’ss rep’s
compencompensationsation plan. pl Wan.ha tW theyhat theydo ca dore caabreou abt iso ut risu nning and
running groandw groing wing
their theirown ownbusin buessis n aensds hoandw hotheyw theycan b caennefit be ntheirefit theirpeopl people ine doing in d oingthat. that.
It’s the jobIt’s the job of a sa of leas saprofesles professionaslio tona helpl to helpachieve achieve those tho goalses goal. s.
NotedNoted author author Simo Snimo Sinnek Si snummek summed thieds sthiensti mseenntitm uepn tperfe up perfectly icn tly in
his 2011his 2011 talk “talkIf Yo “uIf DYooun ’tD Undon’t erUndstanerds tPaneopld Peeopl, Youe, DYooun ’tD Undon’t erUndstanerd stand
BusineBusiness.” Ins sit.” heIn itass heert asss thaterts mothats tmo corporst corporationsatio inns the in w theorl dw aorldoptd a dopta a
self-centereself-centered approd aacpproh toac sah lesto saanlesd m anadrk metianrkgeti. Cnorporg. Corporationsatio arens la argelre lay rgely
focusefocd uosen talkid onn talkig abnogu abt theoumst theelvemsselve ands their and theirsolutio solns,utio andns, po andsitio ponsiitiong ning
themtheselvemselves coms petitivelycompetitively agai nastg aotherinst other corpor corporations.atio Wns.ha tW theyhat theyoften often
fail tofa doil to is dofoc isu sfoc onu ths oant ethxperieat experience fromnce fromthe per thespe perctivespe coftive the of b theuye br. uyer.
To driveTo d therive point the point hom eho hem dee hesc ridebescs riabne esx aperin ment he
experimencto henduc conducted wittedh with
a Newa NewYork CityYork p Cityanh pandanhleandr. Inle itr .he In cith hean cgehand theged w theord winorg donin theirg on theirsign tso ign to
be completelybe completely giver giver centri cec,n in tritc,u irn n itncurren iasncingreas itings imp its acimpt fiveact fol fived. fold.
GettingGetting custo cumsertosm toer bs elieveto believe you’ reyo thereu’re there to help to helpthem the meman ms eyoanu s you
have haveto ge tonu geinelynu inthielynk thi liknek the likem the andm sandpea ks petheirak theirlang ualanggeua. Thege. toolThes tools
and enaandb enalementblement strategie strategies yous leveryou leverage iange yo iunr yoorguran orgizaantioizna ntioeend n teeo d to
reflect reflect a buyer-a buyer-centricc aenpprotric aacpproh. ach.
The The True Enemy of SalesTrue Enemy of Sales
Ever Everhave havea res ola uretiosolnu totio nstart to startgoin ggoi ton gthe to gy them, gy eam,t he eaatlth hey,a slthpeyn, d spend
moremore time timewith wyoithur yofamuril fyam, oril by,egi or nb egia homen a home renov reantioovna projetion project? If cyot? u If you
have,hav chaen, chaces nacesre tho ares etho ressole uretiosolnsutio rensma reinmaed,i nweelld,, wreellsol, uretiosolns:utio thins:ng this ngs
you cyouonsidered considered doin g,doi innteg,nd inetednd one ddoi onn gd,oi orn perhapg, or perhaps evens eve commn coittemmd itteto d to
do, butdo didn’t. Why
, but didn’t. ?Wh Asy it? tAusr itns t ouurnt, s socuietnc, sceie mancye mahavey htheave an thesw aner.swer.
On JuOnly 5 J,u 16ly 857, ,16 En8gli7, Eshn gliphyshs iciphyst sandicist ma andthem mathematicianati Scirian Isaac Sir IsaacNew toNen wton
first firpublishedst published his hiMathes Mathematicamlati Pricanl ciplesPrinciples of Naoft urNaal tuPhiloral Philosophsyoph, y ,
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
descridbeingscri bhising n hisow nfamowo fuams threeous three laws lofaw motions of motion. New. toNenw’s tofirstn’s lfirstaw olaf w of
motionmotion is rel aiste reld atote da physicto a physical propertyal property of all of ma alltter ma knotterw knon aws nin ertias ian. ertia.
The cTheoncept concept of inerti of inertia explaa einxpls whyains whyan o bajectn ob ajectt re satt sretasyst s atat ysre satt anresd t and
an obanject ob inject m otioin mnotio stayns s inta yms otionin motion at the a ts amthee s amspeee dspee andd iann thed in s atheme same
directiondirection, unles, usnles actesd a oncte bd ony an b ey xternan external forcal force. e.
Newton missed witnessing the mechanics of modern-day corporations
Newton missed witnessing the mechanics of modern-day corporations
by a febyw a h feunwd hreudn dyereadrs, ye bautrs, if b wute ifa pplywe a hipplys first his l afirstw to la thew to b theusines business worlsd world
we getwe s ogetmething something like this like: Ithisn m:a Inna mgingana gingtheir theiroper aopertionsations, com,p coanmiespan wiliesl will
tend tento dem toploy em ploythe sam thee sam prace tiprcesac,ti polices,c iespoli, candies, teandch nteologieschnologies they ’theyve ’ve
alwayaslwa useysd, u sed, unless a large disruptive
unless a large disruptive forcefor cacuese csa uthesesm the tom c htoang chea. nge.
In essInen esces,en incertie, ian erti(or astatu (or status quos bquoias) bisia thes) is e thenem eyn eofm they of m theodern- modern-day day
sales asanlesd m anard mketiarnkgeti mangchin maechin. e.
So whSoat w dhoesat dinoeserti ian ertisouan sdo liukned? Slikaelespeople? Salespeople are a lla retoo all f amtooili faamr wiliitah r with
custocmuserto refrmera inrefrs liakine s li“thkea t“’sth notat’ sa not priority a priority for u sfor no uws” n orow “I” do or n“I’ tdo thinkn’t think we we
have htheave m theoney money for th forat” th ora t”“ worh a“tw whea’ret w deoing’re d oingnow noisnw’t perfeisn’t perfect, butct ,it b’s ut it’s
workingworking for now for” — now a” —ll ma anifestatioll manifestations of nthes of in theerti ian wertiitha wwhiithc hw bhiucsihn beussisens esses
operaoperte. “aSoftte. wa“Softre?wa Technologre? Technology? Procey? Process chanss chgean? Dgoen?’ tD noeedn’t n ’eeedm! W’em!e We
can morecan more or les ors get lessb get y onb wy ohat n wwhat e’re wdeoing’re d.”oing.”
OccaOsioccanasiolly,na therelly, there are s ignares s ofign hops ofe hop. Everye. Every now nowand thenand ,then our ,sa ourles sales
and maandr marketing efforts are compelling eno
keting efforts are compelling enough tough bre toak b throreaku throgh theugh a rthemo ar rmor
and mandini maminlly imadisruptlly disrupt the inerti the inertia of oau of or targetur ta crgetusto cmustoer. mer.
The Theever-growi ever-growing anndg asndophi ssophiticatedstic atedonli noe nlimnaer ketplamarkcetplae ofc e soofcia l social
advertiadvertising, sretinga, rgetiretanrgetig, anndg, amundltis mucreeltisnc reeengagemen engagement provint provides admespl ae mple
opportopportunityun fority pote for npotetial nbtiuayerl bsu toyer rais tose raitheirse theirvirtu avirtul handal h. andIf one. If ofone yo ofur your
audieauncdiee mnceem mberems bervisiteds vi syourited yourwebs witee,bs ditowe, ndloowadednloa aded white a white pape paper, or r, or
clickedclic okned yo ounr yoFaucrebook Facebook ad, c hadan, ccehsa nacree sthey are theywere wereinjec tedinje cintedto thintoe the
top oftop yo ofur yosaleurs safulenns elfu nnas ela masar ak etimarngketi qunalifiedg qualified lead lea(MQL).d (MQL). MQLs MQ caLsn can
be defiben defied onned the on b theasis bofas kisey of demographi key demographics, oncslin, oe nbliehnea bviorehs,avior or othes, or r other
relatereld acatetivitied activities. In ges. nIneral ge,n aeral lea,d a m leusadt m meetust meet a min aim miumnim threums holthreds forhol odn fore one
or moreor more of these criteria in order
of these criteria in order to beto co bnse ideredconsidered bona b fiodnea. Thefide .pro Theb leprom blem
with MwithQL sM isQL thats is a thatll too a llofte toon ofte, thatn m, thatinimu minmimu threms holdthres ishold sim isply sim tooply lo toow. low.
ConsiCodern sitheder jo theurn joeyu rofn eya b ofuyer a b uyerfor your for yourprod uproctsd ausc btsei ans gb eiananglogo anaulogos us
to theto m theerc muryer ricurysing ri insing a thermo in a thermometemr. Theeter . zeroThe zeromark ma worku lwd orepresenuld represent t
a buyera b uwithyer withno level no levelof in tereof insteret. Tenst .wo Tenu lwod duelsdcri dbeescri a rbaevi an rga viadnvocg adatvoce, ate,
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ChChaapter pter ChChaapter pter 55 55
and eightand eight would w ouldbe the be level the levelof in tereof insteret reqsut irereqdu forire dthe for bu theyer bu toyer m atoke make
a purcha purchase. Nowase. Nowsuppo susppoe thsaet bthuyerat b uyergets getinjectes indjecte intod yointour yosaleurs safulens fun- -
nel asnel an as M aQnL MwithQL withan intere an interest levelst levelof tw ofo. tThwoat. Thmeaat nms eyoanusr yosaleurs saanled s and
markmaretingketing effort efforts neesd nee to rda tchetto ratchet that buthatyer bu uyerp s ixu plevel six slevel of ins tereof insteret in st in
orderorder to convert to convert them the intom ainto cus ato cusmetor. mIt’se rc. ertIt’sa cinertly aninotly i mnotpo issmipobless, bibulet , but
that lthatarge l inertiarge inertial gapa lm gaightp m reightsult re insu alt lo inn gera lo nsagerles sacylecles cy andcle high- and high-caloricae lorie
converconversion exsioernc exiseer. Bciuset .w Bhuat tw ifh yoat uif wyoereu w aberele abto leinje toc tinje thactt buthayert bu inyerto into
the funnelthe funnel as a s asix? a The six? sma Theller sma inllerter nainterl ganap lw goapul wd oproviuld provide a mucde ah muc morhe more
onversion r aSteo hos. Sw o how
favorafabvorale stbalerti stnga rtipoingn tpoi andnt g aandte wagatey towa highery to higher conver c sion rates.
can higher levelscan higher levels of en of egagengmaentgem bente ac bhievee achieved? d?
In theIn spirit the spirit of fighting of fighting scien scceie wnithce swcithienc sceie, sncomee, s omeof the of b theest sabelests saanled s and
markmaretingketing orga norgaizationnizastion in thes in worl the dworl used se usceret se tcacretti cstac rootetics rooted in bdas inic basic
psychologypsychology and haumnd anhum behana bvioreha tovior over to coveromec obumyere bu inyerertia in ertiaand geandne ger ne-r -
ate higherate higher levels levels of lead of ilenadtere insteret. Thest .s Theectio sensctio belowns b elowwill e wxploreill explore five o fivef of
the mothest mo compellingst compelling. .
Secret #1: Invoke the Power of ReciprocitySecret #1: Invoke the Power of Reciprocity
ReciprocityReciprocity is on eis ofon thee of olde the soldet andst mandost m pooswt erfulpow erfulforce fors inc ebsus inin beusssi, ness,
and atand a baat saic ba levelsic ,level it’s an, it ’isnc anentive- incentive-basedba bseehaviord behavioral eqaual eqtiouan: tioI wann: I t want
somethingsomething from fromyou, yoandu, iandn ex cinh aexngecha Inge offer I offersom ethingsomething in ret iunr n.ret Fourn.r For
examplexaempl, I wae, nI twa mny t kidmys tokid bs rtous hb rtheirush theirteeth teeth and goand to go b etod onbed ti mone time
extendedti mTVe titheme n theext next
withoutwithout fuss, fuanssd, inan exd cinh aexngchea, ngI mae, yI maoffery offerextended TV
day. Simplday. Simple, right?e, right? Well , Wasell it, tasur itns t uorunst, theout ,or theder or ofd eroper of aopertionsatio herens hereis is
more imore importamportant than nt thwean thiwenk thi. nk.
The authorsThe authors of the of btheook b ookYes! 50Yes! Scientifically 50 Scientifically Proven Proven Ways W toays B e to Be
PersuaPersuasive scivoendu cocnteddu catedn e xaperimentn experiment in w hichin w hichthey theytried trieto dget to hoteget l hotel
guestsgu toests reuse to reuse their theirtowels to iwnsteels adinste of adha viofn hga thevingm the launmdered laundered in the in na theme name
of enofviro ennviromentnmental resapol renssipobilitnsyi.b Inilit they. In e xtheperi emxperientm, theent re, thesea rercsherearsc hopehers hoped d
to promoteto promote guest guest compli coanmcepli anbyce offering by offering to don toa dteon a aportiote a portion of then of e ntheerg ey nergy
savinsagsvi tong as ntoot-for-profit a not-for-profit enviro ennviromenntalme protectionntal protection organ orgizaantioniza: tiona “yo: au “you
do thisdo for this m fore, I ’mll doe, I ’thll doat fortha yot foru” yopropou” propositions itiosimnilar sim toilar m yto chil myd rechiln’ds rebend’s be-d -
time routintime routine. Interee. Interestinglsyti, nthiglsy in, thicesn intivecen retivesulte redsu inlte ndo iadn nditioo adnaditiol degreenal degree of of
ompliance to the requet. Hoswt. eveHowr, evewher,n w thehen rese thea reserchersarchers rever reversed thsede the
complic ance to the reques
orderorder of the of i nthecen itivencen btivey stati byn sgtati thatng theythat theyhad hadalrea adlreay dodnay dteodna ate portiod a portion n
of theof a thenticip anticipated asavingted savings to thes to n theot-for-profit not-for-profit enviro ennmviroennmtale protental protection ction
organorgaizationization, then degree of, the degree of cooper cooperation ainctioren asincedre basy ed45 b%y .45%.
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
WhatW thihas tmea this nsmea whensn w ithe comen it csome to cuss toto cusmerto engagememer engagement is thatnt is therthate there
is tremis etrendmoeusnd beousnefit be ntoefit adding to adding value v walithue everywith every intera inctiontera,c etionspe, ceiallyspe cin ially in
advanacdve aofn caen ofy a asnk.y Taeaskc.h T eayocuhr yocusutor cusmertos manerds proands peproctsspe thcatts thetha te thexpe expe- -
riencerien ofc workinge of working with wyoithu iyon you iunr yoroleur willrole cwillons icsontenstlyiste yieldntly yieldtools toolsand and
insightsinsights that w thilla helpt will thehelpm the. Form e. xForam eplxaem, inspltee, ainsd ofte apidn ofgi pingn yoginugr proyousrpe proctss pects
with thewith a ll-too-fthe all-too-familiaarmili jusat-rc jheust-ckicheng-ickinn eg-imanils ema or phoils orn phoe canllse, cawhylls, n wothy poi notnt point
themthe to ma helpfto a helpful artiucl lea rtiorc lebus orin beusss inbeook,ss b orook, ma orke ma ank ein atrodn inutrodctionu ctioto a n to a
like-miliknde-mied cusnded customertomer or third-party or third-party expert ex thatpert ca thatn help can themhelp them in their in theirrole? role?
ThereThere are d aozere dnsoze of nthingss of things you cyouan do can to do add to vaddalue v toalu the atot cthustoat cmustoer mer
buildb reuilcdiprocit reciprocity, buty , thebut k theey i sk eyth aist wthhaat teverwhatever you dyouo, it d hoas, it to has b e to be
and and
nostringsnostringsattacheattdache. Whiled. W youhile hopeyou hope that thoneat daoney theday otherthe other party p wilartyl will
reciproreccaiprote thecate f athevo rf, ainvo otherr, in other word ws, orgiveds, yougive ayouccess ac tocess their to theirbusin besusis ness
or ultiorm ultiatelym atelymake ma a purchke a purchase, yourase, yourgesture ges neetured nees tod sts andto st aandlon ea loasn a e as a
value-value-addeaddd experiened experience whetherce whether they dtheyo or d noto or. not.
Secret #2: Punch with the Secret #2: Punch with the Weight ofWeight of Your Your
OrganizationOrganization
RecentlRecy,entl I way,s I cwahastti cnhga ttiwnithg wa ithfello a wfello salesw smaalesn amagern awgerho wmhoen tiomennetiod ned
his sahiless srepaless repweres w hereavin hga vitronubg trole ubgenerle generatinga enoughting enough pipelin pipeline. Soue.n Sd ound
familifaarmili? ar?
“Wha“tWh’s the issat’s the issue?” Iu ase?k” Ied. as “Dkeod. yo “Duor yorepsur notreps h notave henoughave enough leads le?”ads?”
“No,” “Nhe osa,” he id. sa“Theyid. “ Theyhave lots have lots of ac couof acncouts ton ctsa toll o cn,a llb outn, they but ’theyre jus’ret just
not cnalliotn cg oallinn eg ononu egh nokuey gh stkaey keholstakdeholers.”ders.”
d agad in.ag “Daio they n. “Do they not knownot know how hoto getw to c getusto cmustoersm on ers on
“Why“?Wh” I ays?k” Ie aske
the phothen phoe?” ne?”
“No,” “Nhe oc,” ontinhe continued. “Iue think itd. “I think it’s just th’s juast t tha lotat of a lotm y of samlesy sarepsles a repsre are
new tone the tew to the team andam they and they’re not ’re cnonfideot confident callingnt ca high-levellling high-level custo cmustoer mer
executivesexecutives and t aanlkid ntgalki ton theg tom the abmou abt their out their businesbusiness” s”
“And w“Anhyd’ ws thhya’t?s th” I aat?sk”e I d.as I kshoed. uI shold meuld ntiomenn here thtion here that I’ma a t I’mfan oa ff an of
the 5 theWhy 5 sW mhyethos mdethoologdyolog. y.
“Beca“uBesec atheyuse theyfeel they feel dtheyon’ dt hoanve’t h the highvave the highvalue storiealue stories and s and
insightinssight yet. sThey yet. Theyfeel they feel they lack crelacdk icrebilitydib ailitynd w anod wn’t boe nab’t blee toab aled tod add
value to the value to the conversconversationa. tioTheyn. ’Theyre afr’re aida.”fraid.”
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ChChaapter pter ChChaapter pter 55 55
The rootThe prorootb leprom:b feleam:r ca feuasr caed busye lad bcky of lacckre of dicbreilitdyi.bility.
We teWache te saalechs srepaless torep csall to high call highinto theirinto theircusto cumstoer orgmeran orgizatioanizations witnsh with
the intentionthe intention of eng ofa engginga gisenngior-level senior-level decis deionc-imasionk-ermas. kTheers. probleThe problem is m is
mostmost sales salesreps arerep sn areot, nornot, h norave hbaeeven b, coeemn, pcoanmyp eanxeycu etivexecus.tive Theys. Theymay may
not unnotdersta undnerstad whnda twh it’sa tli kite’s tolik bee to in be the in s thehoe ss hoeof thes of people the people they ’theyre ’re
askedas toke calld to. Ucallnfortu. Unfortunatelnay, ltelacky, oflac cok ofnfi codennficed ecausnce ecausd bye da dbyim ai ndisheimind ished
sensesen ofs ecre ofd icrebilitydib cilityan becan a bebig a bbigarrier ba rrierto c utosto cmuserto menerg aegengmaegentm, ent,
especiespecially forally ne forw, neyoungew, younger, or ler, ssor e lexperiess experiencednc saleeds srepaless. repOns. the On fli thep flip
side, sida messe, a message delivereage delivered withd wtheith f uthell gr fuallvit grasa vitof asyo ofur yoorguanr orgizaantioniza ctionan can
be highly cobe highly compellimnpellig. ng.
Here Hereare aare fe wa sfeuwggestio suggestions forns inforfu siinngfu syoinur sales
g your salerepss repwiths wthithe the
confidenconfidence ancde creandd ibilitycredibility they theyneed n toeed bre toa kb rethroaku throgh theirugh theiraudie audnceie’s nce’s
inertialinertial resista resistance. nce.
1. Write your stories down.1. Write your stories down.
ChanChaces narcees, ifar yoe, uifr yoorguran orgizaantioizna htioasn bheeasn b ieen nbus ini nbusessi neveessn eve forn a for a
little whillittlee whil, youe ,have you havesome some happy ha cusppyto cusmertos — mercs — ustocmuserstom forers w forhom w hoyomur your
solutionsolu htionas delivere has delivered valude val. Theseue. These custo cmuserto smtorieser stories are yo areur yogreuar tegrest atest
sourcesource of credibility of credibility in a sinale as scaleycsle c, yyetcle ,you yet wyouou lwd obuel dsu brprie suserprid hosew d how
rarelyr atheserely these storie sstorie are sw areritte wnritte downn d orown m eorm morieamlizeorida lizein thed in for them forof cam sofe case
studies,stu dwhiteies, white paper papers, or tes, sortim teosntiialmo vindialeo vis.d Ifeo yos.u If wyoanut w yoanutr yosaleurs srepales s reps
to be crediblto be credible, theye, they need n toee kdn toow k ntheowse the storiesse stories. .
Don’tDo juns’tt wjuritest w theritem the domw nd oandwn mandak em suakree sutheyre theyread retheadm. the Holm.d Hold
themthe acmco uantccoableunt aforble k nforow kinnogw theingm! the Ham!ve them rattle
Have them r atheirttle theirstorie sstorie off s off
to youto inyou a poiin as epoid, csoed,nfi cdoennfit,d setorytellingnt, storytelling mann manner. Haever. H themave them be ver bey very
clear cleabaoutr a btheout v thealue v areluealized rea lizedand theand le thesso lensss boothns byoothur yoorguran orgizaantioizn ation
and theand cu thesto cumserto lemaerrn leeda ralonedn galo theng wa they. waThey . bTheetter b etterthey theyare a at retelli atn tellig ng
thesethe storiesse stories, the ,more the more cred icrebled theyible ’theyll be,’ llthe be ,m theore m vorealue v theyalue ’theyll add’ll tao dd to
the custothe cmustoer, amnedr ,the and m theore m caorells theycalls ’theyll ma’klle m toa khigh-levele to high-level stakeholder stakeholders. s.
2. Remember who the credit belongs to.2. Remember who the credit belongs to.
Let’s Lbeet ’cs lebear: c Ifle ayor: uIf oryo youru or yourcom pcanomyp aanrey n aerew, nyoewun, yog, unor gles, ors elesxpse expe- -
rienceriedn, chacedn, chaces nacesre yo areu haveyou havevery verylittle littlecred icbreilitdyi.b Thilitay.t ’sTh wahyt’s wsahyyin sag ying
thingsthi linkgse “ liWkhe a“tW I’hveat foI’veun dfo iusn . d. .i”s or. . “.”I orthi n“Ik thi . .n .”k ca. .rrie .” cas rrielittles littleweight weight. .
GuesGues whsas t? wNhaot? onNeo c oarenes w carehas wt hyou think.
at you think.
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
On theOn other the other hand, h ayond,ur yocuustor cmusertosm anerds theand colle the ccolletive cetivexperie experience onf ce of
your yoorguran orgizaantioniza ctionarry c marryuch m muchore m woreeight weight and creandd icrebilitdyi.b Ailitftery. A afterll, th ae ll, the
stories of success and value are rooted in those experiences. So how do
stories of success and value are rooted in those experiences. So how do
you shift the burden of credibility? Easy. Phrase your talk track in the con -
you shift the burden of credibility? Easy. Phrase your talk track in the con -
text ofte xthet of people the people to w hoto mw hothem c thered icbreilitydib bilityelong belongs. Stas.rt Sstaayirtn sga yithingng things s
like “liOkure “cOuursto cmustoersm heraves hcaonsistentlyve consistently foun dfo thunadt .th . a.”t or. . “.”Wh or a“tWh wea’tv e we’ve
seen stieenme atinmde ti amnde tiagmae ina igsa . .in .” is . . .”
NoteN thatote thethat po thesitioning positioning of the of secon the second phrdas phre isas sueb istle su bbutlet i mbuportt imaportnt. ant.
By saByingy sa yingwe in weste adins teofad I, yoofu I , iyonvou kien votheke collective the collective experience experience of yo ofur your
organizorgaationniza. tion.
WhileWhile this concept seems simple,
this concept seems simple, it requires it requires practic prea.ctic Wee’re. W seo’ reus sedo uto sed to
sharinshga oriunrg per ousron perals perspectiveonal perspectives thats phrthaat siphrnga storiessing stories in the in cont the econtxt of ext of
anotheranother’s experie’s experience isn socem isethi somnethig yonug n yoeedu n toeed get to in get the in h theabit h ofab doiit ofn g doing
in custoin cmustoer-fmacinger-fa sitcingua tiosituanstio. ns.
3. Cultivate a challenger mentality.3. Cultivate a challenger mentality.
I’ve aI’lwave ysalwa beeysn b aee fann a of fan the of C thehalle Cnhgeralle nsagerles samleethos mdethoologydology beca ubsece ause
it’s bait’ses dba osend theon premisethe premise that , thasa t,a assa lesa saprofeles professionsalsio, younal, youofte n often
knowkno morew more about ab theout l athetes tl atretesntd tres anndds iannsightsd insights in your in yourfield fielthand thyouanr your
custocmuserstom doers. Whether do. Whether we’re w lookinge’re looking to bu toy a b neuyw a suneitw, asu citar, ,a or c aar ,piec or ae piece
of tecofhn teologchnyolog, moys,t m ofo usts oflooki us nlookig ton bug toy a bu prody a uprodct oru ctservice or service rely o relyn th oe n the
expertiseexpertise of a s ofale as personsalesperson to help to helpguid egui ourde p oururc hapusrec.ha Thsaet. ’sTh at’s why, when
why, when
professional credi
professional credibility is a block to sales, it helps to remind your team
bility is a block to sales, it helps to remind your team
that they, with the collective wisdom of your customers and organization
that they, with the collective wisdom of your customers and organization
behind them, are indeed experts.
behind them, are indeed experts.
If you’re selling a marketing automation solution, for example, ask
If you’re selling a marketing automation solution, for example, ask
yourselfyou horselfw homawny ma timnyes ti yomesur yocustour cmustoer hmaser purch has purchased aase sold uatio solnu litioke n like
yoursyo verurssu vers hosuws homawny ma ofny the ofm the yomu andyou yoandur yoorguran orgizaantioizna htioaven hsaolved. sold.
I’m wI’illingm w illingto bet to the bet a thedvan advtagean tsaitsge s qusitsa relysqu aonrely yo onur yosiduer. sGidivinge. Giving your your
teamte thisam perspective this perspective will give will thegivem the them m theojo m theyojo theyneed n toee cdonne to connect witch t with
confideconfidence. nce.
Secret #3: Lead with WhatSecret #3: Lead with What You Believe You Believe
On SeptemOn September 2b0er, 220130, 2, 013at 2:, 30at 2:a.m.,30 a.m.,tech tewcriterh w riterStewa Stert waWolpirt Wn olpin
arriveadrrive at thed a tApple the Apple flags hipflag storeship store on Fifth on FifthAven Aueve innue Ne iwn NYorkew CYorkity. HiCits y. His
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ChChaapter pter ChChaapter pter 55 55
goal wasgoal to was be to one be of one the of fir thest to fir purst toc hpurasec hthease mu thech mu anchticip anaticipted aiPhoted niPhoe ne
5S, goi5S,n ggoi onn gs aolen thesale n theext nmeorxtn mingor.n Singtewa. Stert walikelyrt li feltkely hi felts early his earlyarriv aal rrival
would help himwould help him secu sre froecure front-of-the-linent-of-the-line statu sst. aHetu was. Hes 3 wa00sth 3.00th.
By noByw , nowew ,all we k nallow k nthatow thatStewa Stert’was storyrt’s s toryis not is unniqot uueniq. Inu efac. Int, fitac’s t, it’s
amazinglyamazingly cons iconstentsis tentwith wwithha tw weha thave we havecom ec otom ee xtopect ex pectfrom froApplm e Apple
product-launproduct-launch dachys .da Eventsys. Events that thhaavet habveeco bmecoe smyneo nsyymononusymo wusith with
overnoverightn ightcam pc aomupts, ogrouts,w gron-uwp n-giudpdine gidssdine, ss,
and manasdsive mas cusivesto cumstoer fmanfera fraenf. Bautre w. Bhutat w’s hso at’s so
magimcaagil abcaolu abt Appleout Apple that mthaaktes m acokesns ucomnserus mers
reactre thatact wthatay? way?
In hisI nbook his book Start SWtaithrt WWhithy Wh, notay , bnleota aubthole aur thor
SimoSni mSinoekn S ainssekerts ass thertsat cthustoat cmustoer remaerctio renactios ns
like thelikes ethe ares rooted in
e are rootedan in org ana nizorgaationizna’s tion’s
abilityability to t atop itnatop ithento sthehare sdh avreadlu evsa lanued s and
beliefsbeliefs of their of theircustomer customers. In s.short In short, peopl, people e
reactre thatact wthatay bwecayaus bece austheye they“don ’“td buony’t wh buayt what
you dyoo,u they do, they buy buwhyy yowhu dy yoo itu d.” o it.”
To exTploa einxpl t ahein cont hec eptcon cfurtheept further, Sinekr, Si inntroek dinucestrod ucesa codified a codified approa approach ch
calledc allethed G theold eGnol Cdirclene C. irclThee .approach The approach uses auses simple a simple diagram diagram consistin consisting g
of threeof three con ceconntricec ncirclestric circles to describe to describe the levelthe levelof awareness of awareness an an
organorgizaantioizna — tioann — d toan ad great to a great extent extent, its customers — has, its customers — has with itswith purpos its purpose e
or vaorlue v saystemlue system: spec: ifispecallcifiy, citsall why, itsat, wh hoawt,, hoandw , whandy. whSineky. Sinek explains explains how how
everyevery orga nizorgaationniza tionin the in worlthe dworl undderstands understands what what it does: it does: the basithe c basic
princpriiplenc ofiple its ofbu itssine busss.ine Wess. ma Wnufacturee manufacture ball bearings, ball bearings, we ba weke badeliciouke delicious s
cupcackupesca, wke provies, we provide investde investment products and advicment products and advice, for ee, for xamplexample. e.
He goesHe goeson to o nd etosc ribedesc ribehow hofewerw fewer orga norgaizationnizastion knosw k n how they
ow how they
do whatdo what they theydo: the do: fu thenctio funnactiol nnauancl neuancs theast sthepata rsaeptea theratem the fromm frothme the
competition.competition. We u Wsee au unse iqa uune iqandue proprietand proprietary maanury mfacanuturifacngturi prongc epross cess
with a carbon-neutral footprint. We make our products by hand in small
with a carbon-neutral footprint. We make our products by hand in small
batchebats ctohe spreserve to preserve qualit qyu. alitAlly .of All o uofr aodviur saordvis sundors ergound ergoa rigoro a rigorous us
15-w15-eek traiweek training procening process, for ss, examfor eplxame. ple.
Finally, he asserts that very few organizations understand why they
Finally, he asserts that very few organizations understand why they
do whatdo what they theydo: their do: theirintrins inictri motivnsic motivation,a tiotheirn, theircore cvorealu evsa thlueast dthrivate drive
the organization’s behaviors and decision-making process. But indeed
the organization’s behaviors and decision-making process. But indeed
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
nailingna ilingthe w thehy iws hythe i sk theey to key disrupting to disrupting your yoauudrien aucdeien’s inertiace’s inertia and danrivd dri-v -
ing maingss maive samsiveou amntsou ofn Apple-lits of Apple-like custoke cmustoer amffiern itayffi. Thenity .e Theasiest eas waiesty twao y to
descridbeescri thebe g thealva gnizingalvanizing pow erpo ofw erwhy of isw hywith is wa conith ac eptcon cI eptcall , Ithe call b, theelie f belief
statemstateentm. ent.
For ApplFor eAppl, moes, tm ofo sitst of pro itsdu proct dulauctn clhesaun cinhes re cinent re cyeentar sye feaartures fea sturelick slick
videosvi dweosith wcoithmm coentmmaryent froarym froApplem Apple Chief Chief Design Design Officer Officer Jony JonyIve. Ive.
TheseThe videose videos, whiles, w camhile ouflcamaouflgeda ages bde aasutif beualutif proudl uproct dshouctwca shosewcas, asere s, are
actuallyact upallyack epda cwkeithd wstithate mstaetentsm enotnts abnotou abt wohuat tw thehat prothedu proctsdu dcto,s b duot , but
the design thinking behind them. In essence, the tightly held beliefs with
the design thinking behind them. In essence, the tightly held beliefs with
which thewhich the Apple Apple desigdne teasignm teaoperm aopertes. ates.
“We believe our users should be at the center of everything we d
“We believe our users should be at
the center of everything we do.” o.”
“We b“Welieve the believe that a pieceat a piece of te cof tehnologychnology shoul should be ad bs bee aasutif beual utifas uit l as it
is funisc tiofunnactiol.” nal.”
“We b“Welieve the believe that maakingt ma dkingevic des thinnerevices thinner and lighte and lighter, butr m, borute more
powerfpouwl erfrequires iul requires innovnanovtive proative problemb solvinglem solving.” .”
TheseThese belief b selieftate mstaetentms earent ss oare co smo pellicomnpellig bencga ubseec,a auss eb,uyers as buyers, they , they
resonreateson waithte wourith per ourson perals onbeliefal b seliefyste smystes. Theyms. Theyhelp helpalign a anlignd vanalidd atvae lidate
us, evenus, even if those if those beliefs beliefs are a spirare aationspiraationl. Fora l.e Forxam eplxame, ifpl I es,ee if Imyself see myself as as
someonesomeone who wshoulho sdhoul visitd thevisit gy them gyanmd loseand soloseme so wmeighte weight, a well-ti, a wmell-tied med
ad froamd froa hema alth he clualthb orclu fba norcy f akitchenncy kitchen blend berle ndevaerngelizi evangelizing theng b theenefit benefits s
of a heofa althy hea lifestyle lthy lifestyle may bmae enoughy be enough to quickly to quickly convertconvert me. me.
In theIn c thease cofa seAppl of eAppl, thee ,phe then pheomennomeon thnonat rethsaultst re sisults mo isb sm ofo bsms ofitte smn itten
consuconmerssum aersrriving arriving at stores at stores in droves in droves, braving, braving long lines and paying
long lines and paying
pre
premium prices, as if to say “Yes! I do believe I should be at the center
mium prices, as if to say “Yes! I do believe I should be at the center
of everything you of everything you do! Tedcoh! nTeologychnology shoul sdhoul be db be eautifbeualutif! Thinul! Thinner? Lighterner? Lighter? ?
More powerful? Of course! We share the same vision! We’re both cool!”
More powerful? Of course! We share the same vision! We’re both cool!”
AlthoAlthough theseugh these actua alctu wordal ws ordare sunli arek elyunli to kelybe spo to be spoken. ken.
Many sales methodologies focus on uncovering a buyer’s personal
Many sales methodologies focus on uncovering a buyer’s personal
and eandmotion emotional motival maotivtionsations, for ,the for verythe veryreaso ren athsoant ththoats etho elementse elements s
inspire the quickest and most decisive action. But belief statements
inspire the quickest and most decisive action. But belief statements
aren’at relimnite’t lidm toite thed to co thensu comnersu worldmer world. In the. In co thent ecoxtn ofte hoxt ofw hogrewa tgre leadater les aders
inspire action, Dr. Martin Luther King Jr.’s now famous “I Have a Dream”
inspire action, Dr. Martin Luther King Jr.’s now famous “I Have a Dream”
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ChChaapter pter ChChaapter pter 55 55
speechspeech is a perfectis a perfect exam eplexam ofple ho ofw hodeepw d ceeponvictio conviction aronund aro aund set a o sf et of
beliefs beliefs can quickly gcan quickly galvanizealva a manize a massive sasudiveie ancudeie. nce.
So howSo howcan yo canur yobuusrin buesssi nharessn eharss ntheess po thew erpo ofw erva lofue vsa anlueds b aneliefd bselief to s to
engaengge yourage yourtarget target custo cmuser?tom Sier?mpl Seim. Lpleaed. Lweaithd wwhithat wh youat b yoelievu beeliev. Firset., First,
thinkthi abnoku at bwhatout what your yoorguran orgizaantioizna believetion believes thast dthiffereat differentiatensti aitte fros itm from
your yourcom petitioncompetition. Next. ,N cerxtaft, car asftta tea mstaenttem (orent s erie(or ss erieof sst aofte mstaetentms)e yontu s) you
can use canac use rossac yoroussr yo saleurs and sales and mark maetinrkg efforteting efforts. Fors e. xamFor eplexam: ple:
“We believe“We believe you sho youu shold bue ladb blee toab rleun to yo runur yobuusirn buesssi fronessm froyoumr yophonur phone.” e.”
“We believe“We believe that tra thadtitio trandalitio perfornal performancme areviewnce reviews are ols adre a noldd o auntdda oteutdda.” ted.”
“We b“Welieve the believe that eating heat eating healthy, aorglthya, niorgc fooanic d fooshodu sldhon’ut lcdons’tt mcoorste m.” ore.”
Here Hereare threeare three tips totips maki to nmakig bneliefg b eliefstate mstaetentsm ewnorkts w forork yo forur your
businebusiness: ss:
• Point to a specific, well-understood challenge.• Point to a specific, well-understood challenge. Don’t force Don’t force
your customers to make huge mental leaps in their own belief your customers to make huge mental leaps in their own belief
systems. Simple, yet polarizing, and customer-centric messages systems. Simple, yet polarizing, and customer-centric messages
are great places to start.are great places to start.
• Don’t refer to your products or services directly.• Don’t refer to your products or services directly. Nothing kills Nothing kills
the mood of a lofty, altruistic belief statement faster than mixing the mood of a lofty, altruistic belief statement faster than mixing
it with a blatant pitch. For example: “We believe our Acme Co. it with a blatant pitch. For example: “We believe our Acme Co.
mobile app is the best way to run your business from your mobile app is the best way to run your business from your
phone.” Keep it all about the audience and their opportunities.phone.” Keep it all about the audience and their opportunities.
• Ask yourself whether your target audience would be smiling • Ask yourself whether your target audience would be smiling
and nodding.and nodding. If you want a quick litmus test to determine If you want a quick litmus test to determine
whether or not you’re on the right track, ask yourself if a typical whether or not you’re on the right track, ask yourself if a typical
member of your target audience would immediately smile and member of your target audience would immediately smile and
nod when he or she hears your belief statement. If the answer nod when he or she hears your belief statement. If the answer
is no, you have more work to do.is no, you have more work to do.
DisruptiDisrupting yourng yourcusto cumserto’sm inererti’s ian ertianda mandovi mngovi hinmg orhi mher or to her ac tot i nac a t in a
worldworld full of full dis oftrac ditiostrnsactio andns fl aasndhy fl asmhyessa mgeesssa canges b cane to buegh to. uBught w. Buhetn w in hen in
doubdout, leadingbt, leading with withwhat w yohaut byoelieveu believe is one is ofone the of mo thest mo poswt erfpouwl erfwauyls ways
to buildto b masuilds masive asmiveo unamts oof funtass of ft anasd tlo annd g-lloasntig-lngas atiffingn aityffi. nity.
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
Secret #4: Focus on Their Problems, Secret #4: Focus on Their Problems,
Not NotYour Solutions Your Solutions
SalesS aisles a isstr ana strgean profesge profession. sOnion . oneOn onehan d,h athend, rolethe roleof a ofsa lea s sales
profeprofessionsasionl is athl isat thofa ta ofguide a guide or trorusted tru stedadvisor ad:visor to : altrtou istialtrcauistilly cally
helpcuhelpcustomserstom improveers improve their theirlives livesand groandw gro theirw theirbusines business by esxposi by exposing ng
themthe tom ne tow netoolsw tools, servi, cservies, ancesd, coanndcepts concepts. On .the On otherthe other hand h, anin dth, e in the
pursuitpur ofsuit these of these lofty loftygoa lsgo, saalsle, s saprofeles professionassiols naarels inarecentivize incentivized by d by
lucrativelucrative com pencomsatiopennsatio plann s,pl theans, ma thegnitu magnitude ofd we hichof w hichare r aarelyre r asrelyeen seen
beyobneyod thend C the-su itCe-s. uForite .n Forew nsaewles srepsales , repsespe, ceisapelly,c ithisally , dthisichoto dicmhotoy camn y can
create intercreate internal conflinal conflict whenct when it com it ceso tom wesho to wse ihonterese insteret to prioritizst to prioritize. e.
As a Asfor ma erfor cmustoer cmustoer ofm erthe of co them pcoanymp aatny w hiatc hw hiI lechad I lea adsale as stealeams te, am,
my gomayl gohasa lb heeasn b toee ren dtou creed theuce amb the iguityambiguity of thi ofs this dilemma for our new
dilemma for our new
recruits.
recruits. Despite my large quota and shared sense of urgency, I am very
Despite my large quota and shared sense of urgency, I am very
clear on this topic.
clear on this topic.
“Guess what?” I typically begin when broaching the discussion with
“Guess what?” I typically begin when broaching the discussion with
my team. “Your customers don’t care about our solutions, our sales pro -
my team. “Your customers don’t care about our solutions, our sales pro -
cess, or whether or not you make your quota. They really only care about
cess, or whether or not you make your quota. They really only care about
one thing: growing their business.”
one thing: growing their business.”
A keen focus on your customers’ problems has many benefits,
A keen focus on your customers’ problems has many benefits,
including creating that critical initial interest and affinity. As we discussed
including creating that critical initial interest and affinity. As we discussed
earlier, transitioning to more customer- or buyer-centric messages can
earlier, transitioning to more customer- or buyer-centric messages can
have a meaningful impact on both your bottom line and your brand.
have a meaningful impact on both your bottom line and your brand.
So what’s the secret to crafting customer-centric messaging that’s
So what’s the secret to crafting custom
er-centric messaging that’s
co
compelling enough to capture your audience’s attention? Here are three
mpelling enough to capture your audience’s attention? Here are three
tactics guaranteed to get your customers to notice.
tactics guaranteed to get your customers to notice.
Pick an Enemy
Pick an Enemy
Make your message polarizing and easy to get behind by focusing
Make your message polarizing and easy to get behind by focusing
it on a single problem that is already well understood by your target
it on a single problem that is already well understood by your target
audience. For example, our last business, Rypple, was a feedback,
audience. For example, our last business, Rypple, was a feedback,
coaching, and recognition solution designed to help people get ahead at
coaching, and recognition solution designed to help people get ahead at
work. As it turned out, people, especially Millennials, love feedback but
work. As it turned out, people, especially Millennials, love feedback but
universally hate the old, antiquated annual performance review process.
universally hate the old, antiquated annual performance review process.
As a result, performance reviews became our enemy, and we generated
As a result, performance reviews became our enemy, and we generated
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a greata great deal ofde high-profileal of high-profile press pre thasst helpethat helped ourd t aorgetur ta argetudie ancudeie qncuickle qy uickly
understaunderstand hownd how we c oulwed coulhelpd helptheir butheirsin buesssi.ness.
Use the Right WordsUse the Right Words
Who Whois the is target the target buyer bu foryer yo forur yoprourd uproct doru cstervi or cseervi? Dcoe ?yo Duo kyonouw k? now?
SinceSin mcaeny m orgaany norgaizationnizastion feels theirfeel theirservice services haves haa vebro aad berro adauderie audnce ience
base basethan thatheyn theyactually actually do, it d’so ofte, it’sn ofte a helpfn a helpful exerul ceisxeer tocis use toe daustea dato ta to
understaunderstand thend k theey d keeym ographidemographics of csyour of yourtarget ta burgetye bur. Inye otherr. In other words wor, ds,
ask yoaskur syoelfu: rWselfha: tW typehat typeof per ofs opern iss oacn tiuas acllyt uabullyyi nbug yiounrg s ooluurtio solnu? tioWhn?a t What
type of persontype of person is res ipos rensspoiblens forible the for ma thejority majority of ou ofr reve ournu revee?nue?
But theBut e thexerc eisexer dcoesise nd’oest endn’t therende ther. Once.e Onc youe zero you izeron on i nyo ounr yotargetur tasrget, s,
engaengge theagem the anmd listeandn liste to then to s pethec ifispec wcifiordc ws ordtheys theyuse to us dee toscri dbeescri theiber their
probleprombs and the v
lems and thealue v atheylue theyget fromget fromyour yosolutiour solution. Then.n The usen thouses e those
specificspe worcificd wors in yods uinr yo salesur sa and mles and marketiarnkgeti effortng efforts. s.
In a 20In0 a2 20 stu0d2 yst, Dutudyc, hDut recseha rerchersearcher Rick VRiacnk B Vaaanre Bna aforeundn fo thundat inth aotn ine one
restaurarestaurant, servernt, servers weres w aberele abto leinc tore iasncere theirase theirtips btipy s70 b%y 70sim%ply sim bplyy by
repeatingrepeating their theircustomer customers’ verbs’ averblizatioaliznsatio bacnsk bacto kthe tom the exacm tleyxac. Wtlhily. e While
this mirrorithis mirroring, orn gm, iorm imcking,imic king,tech nteiqcuhen iqmuaey mseeaym s eesillym atsilly fir satt, usfirsint,g us thine g the
samesame words wor asds ou ars t oargetur ta burgetyer bus proyersm prootems otemores m raorepid r aapissdim ailsastioimilna otiof n of
our meourss meage ssaandge eanndga egengmaegentm weithnt w ouithr b orandur b.rand.
Teach Them SomethingTeach Them Something
Helpful,Helpful, insightful insightful mess mageesss aarege sgre area tgre fora engt fora engginga giyonugr yotargetur ta argetudi aud- i -
ence forence for three three reaso reans:sons:
They Theyinvok invoe theke po thewer po ofw reerc ofipro recciproity. Wcithey. nW yoheun te yoacuh te soacmheo sonmeeo sonmee som-
e -
thing and ad
thing andd vadalued v toalue their to theirexperie experience wncithe wyoithu, yoyouu, eyoncuo euncrageou ragethem them
to respond in kind.
to respond in kind.
They Theybuild build value v inalue your in yourbrand. br and.They Theysubs tsubsantiatante tiyoateur yoorguanr orgizaantioizna’s tion’s
position as a leader in the field, making you a go-to resource for your
position as a leader in the field, making you a go-to resource for your
targetta argetudien aucdiene. Theyce. Theyalso waloson ’wt boen ’sto b qe usioc kq touic dkelete to delete new nmeewssa mgeessas ges
from you!
from you!
They Theycan help can helpuncover uncover hidde hidden painn ppoiainn tpois. Inn tms. anIn ym casanesy cas, yoesur, yoauduri aud-i -
ence may not realize how problematic their current state is. Showing
ence may not realize how problematic their current state is. Showing
themthe whmat w theha futuret the future could co lookuld lilookke ma likye cmareayte cre theate awa there awanessre yoneuss n yoeeud n. eed.
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
For sForales s alesand amarnd kmaretinkgeti organg norgaizationnizastion, cusltivating, cultivating a cu asto cmuserto-mer-
centricec napproachtric approach that focthaut sesfoc uosesn the on k theey bu keysine busssine challess challengesn ofges you ofr your
targettarget audien aucdiene is cceritical is critical to ac tohievi achieving long-terng long-term sumcce sssuc. ceWsshile. W nhileot not
alwayalways secso nsedc onnaturd neatur, foceus, focingus oinng meons smeagesss athatges thatare polariziare polarizing, ng,
relevrelevant, andant, inandsightf insightful mayul maybe ju best the jus tthing the thing you need you need to both to both disrup disrupt t
your yourcustomer customers’ inertias’ in ertiaand raiandse raitheirse theirinitial initial level level of in tereof insteret arostun arod und
your syourolutio solnu.tion.
Secret #5: RefineSecret #5: Refine Your Pitch Your Pitch
Your sYaourles spitchales pitch, whether, whether delivere delivered in persod in person, virtun,a virtully, ora llthroughy, or through myria md yriad
markmetingarketing outlet outlets, is as,rg isuab arglyuab thely mtheos tm baossit c,ba strsic,aightfor straightforwardwa wardy wato y to
conveyconvey the v thealue v ofalu youre of yoursolutio solnu totio yon tour yotargetur ta audrgetie audnceie. Unncefortu. Unfortunatelnay, tely,
mostm saolesst sapitchesles pitches fall fl afat llb flecata ubsece atheyuse theyfail to f atellil to the tell ve thend veor’nds storyor’s story in a in a
simplseimpl, differentie, differentiated,a anted,d manods tm imosportt imanportt, manetm, moreabmleor abfashionle fashion. So ho. Sow how
can yocaun am youp amup pa nupd refineand refine your yopitucrh pit soc ith’ ss opo itw’s erfulpow erfulenough enough to di storup dit srupt
your yoauudrie anucdeie’sn inceerti’s ian?erti Looka? Lnoook fu norther fu rtherthan thyouran your2:00 a.m.2:00 televia.m. television sion
best frienbest d:frien the infod: the infomercimalerci. al.
Isn’t Isitn ’fta scinit faascintinga tihongw hoinfow minfoercimalercis caalns cmaank ema norkem noral, meveryal, everyday day
productsprod uctslike kitchenlike kitchen knives knives, blen, dbleners, daersnd, avnacud umvacus umseesm s eelikme thlike e the
solutiosolnu tioto nw toorl dw orlpeda cepe? aIcne ?these In these progr programs, ams,carefully carefully orche orchestratesd trated
dialogdiuaelog, anueima, antionimas,tion ands, aqnduirky qu deirkym ondesmtratioonstrations seensm see tom ma togi macallgiy cally
overcoovercome bumyere bu inyerertial inertial resist reansciste aanncde m anoved m theovem the to ma purch to a purchase. Whilase. e While
oftenoften captiv caaptivtinga, tingrepetitiv, repetitive, ande, aa nbdit aschlock bit schlocky, theyy, theywork w, workhere, w hereman y many
fted corporate pitches fail, because theyuse utheyse a usisem aple sim forplem ulforam, ula,
carefcaullyref crually crafted corporate pitches fail, beca
leadinglead theing viewer the viewer through through a serie a sserie of esa ofsily e aasilygree aabgreele aabrgule marguentms aennd ts and
culmcinulamtining inatin ag in cle aar c clealla r cto aallction to action. .
BeforeBefore we d wivee diniveto einxtoam eplesxam, pleslet’s, firlets’ts lookfirst lookat a siatm apl siem, fopluer-ste, foupr-ste, p,
codifiecod dbreified akbredoawknd oforw an typifor aca typil incafolm inerfocmial piterciachl pit: ch:
1. Here’s a problem with what you’re doing today.1. Here’s a problem with what you’re doing today.
2. Here’s the ideal solution to that problem.2. Here’s the ideal solution to that problem.
3. Here’s what makes the solution difficult or less desirable.3. Here’s what makes the solution difficult or less desirable.
4. Here’s how our product makes it easier.4. Here’s how our product makes it easier.
UsingU thissing cothisde co, thede ,pit thech pit brecha kbdreoawknd oforw na forper as onperals onbleandl berle ndlikeer th like e the
famofuas Mmoaugics M Baugicllet Bumllet ight lookmight look like this like: this:
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ChChaapter pter ChChaapter pter 55 55
1. Eating too many processed foods is destroying your health.1. Eating too many processed foods is destroying your health.
2. The solution is to eat more fresh fruits and juices.2. The solution is to eat more fresh fruits and juices.
3. The problem is typical juicers are too large, hard to use, 3. The problem is typical juicers are too large, hard to use,
expensive, and difficult to clean.expensive, and difficult to clean.
4. Our awesome, compact, easy-to-clean, and affordable juice 4. Our awesome, compact, easy-to-clean, and affordable juice
machine is what you need.machine is what you need.
And aAnd pitc ah pit forc ha sforet aof s etwor ofk wouort kDoVuDst D orVDs fitne or ssfitne eqssuip eqmueipntm meightnt m looightk look
like thislike: this:
1. You want to lose weight and get in shape, right?1. You want to lose weight and get in shape, right?
2. The solution is going to the gym for a full workout on a regular 2. The solution is going to the gym for a full workout on a regular
basis.basis.
3. The problem is you don’t have time for that and gym 3. The problem is you don’t have time for that and gym
memberships are expensive.memberships are expensive.
4. What you need is our awesome, cost-effective, home workout 4. What you need is our awesome, cost-effective, home workout
DVDs/machine.DVDs/machine.
FromFro a clam ssa icclaalss saleicals saleperss peperctivspee,c tivthies, pitthicsh pit forchmu forlamu is sola ieffes soc tiveffee ctive
becausebec aatuse ea cath eastacgeh s tyoageur yocusutor cusmerto ims teraki isn tga skimnagll s, mincallre, imncerentalme snteptals steps
towatowrd yourard yoursolution solution. Step. sS rooteteps rooted in bothd in bothuniver unsaiverl trusathl trs uandths e andmotio emnotio. n.
NothingNothing jarring. jarring. No b Nigo leapbig sleap of faiths of faithrequ irereqd.u ireMored. More spec ifispecacllifiy, cathlle y, the
infomercialinfomercial code co woulde would bred bak dreoawn k dolikwn e thilikse: this:
1. Illustrating the pain, sometimes hidden, associated with your 1. Illustrating the pain, sometimes hidden, associated with your
current state.current state.
2. Outlining an aspirational or desired future state and the path to 2. Outlining an aspirational or desired future state and the path to
get there.get there.
3. Highlighting the risk or uncertainty associated with that path 3. Highlighting the risk or uncertainty associated with that path
and framing the need for a better solution.and framing the need for a better solution.
4. Suggesting a simpler, alternative solution to mitigate or 4. Suggesting a simpler, alternative solution to mitigate or
circumvent that risk circumvent that risk — in other words, your product.— in other words, your product.
JumpingJumping back binatock theinto worl thed worl of ted cofhn teologchnyolog, usiny,g u thisinsg for thimus forlamu to pitla toch pit, ch,
say, asa mobiley, a mobile produc protivityductivity app toapp a satole as salealeds erlea mdighter m lookight looksom ethisomnethig ng
like thislike: this:
1. Your sales team is losing business because members don’t 1. Your sales team is losing business because members don’t
have the key customer or product information they need when have the key customer or product information they need when
they’re on the road.they’re on the road.
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DDriving Criving CDDriving Criving Cuustomer Engstomer Enguustomer Engstomer Engaagemengemenaagemengementt tt
2. The solution is getting them mobile access to your back-office 2. The solution is getting them mobile access to your back-office
database so they can access key data from anywhere.database so they can access key data from anywhere.
3. The problem is that creating a custom app and connecting it to 3. The problem is that creating a custom app and connecting it to
your back office is difficult, time consuming, and expensive.
your back office is difficult, time consuming, and expensive.
4. The good news is we have an amazing mobile connector 4. The good news is we have an amazing mobile connector
framework that allows a nontechnical business user to do the framework that allows a nontechnical business user to do the
same thing in a fraction of the time.same thing in a fraction of the time.
Now,No tryw with, try withyour yoursolu tiosolnu. tioUsnin. gUs theing inthefomer infomercial approcial approach nacoth onnotly only
makes it easier for your customers and prospects to understand what you
makes it easier for your customers and prospects to understand what you
do anddo theand s pethec ifispec vcaifiluce v yoaluue a yoddu, baddut ,by bu helpit by nhelpig yonugr yosaleurs satealems tea refimn e refine
their theirpitch pit in cthih isn wa thiys, yowau’y,ll yo beu’ helpill be helping thengm the rampm r aumpp qui upck quier, icnkterer, ninaliztere nalize
your yovaluure v propositioalue proposition, andn ,eve andn eveartin cuartilatecu itlate without it without slide ss lideor des orm odes.mos.
Maintaining a Customer-Centric MindsetMaintaining a Customer-Centric Mindset
A numbA nerumb of erye ofars ye agoars oneago ofone m yof s amlesy srepsales repscame c amto me eto follo me wfolloingw a ing a
custocmuserto mmeetinger meeting and as ankded as mkeed to m proofreae to proofread an edma anil e hema wail hes pl waansni plnang ning
on seondn ingsend toing the to ktheey stkeyak eholstakdeholers. dHierss . oHibjes cotivebje cwtiveas towas re toca pre thcae p the
contentcontents of thes of m theeeti mneetig andng creanda tecre aate a compelling value proposition to
compelling value proposition to
move forward with our solution.
move forward with our solution.
“What do you think?” he asked.
“What do you think?” he asked.
“I don“I’ tdo knno’tw k,”n Io repliedw,” I replied. “If you. “I fw youere w thieres cu thistos cumserto wmoerul wd oyouuld fi yound you findr your
note compelling enough to move forward?”
note compelling enough to move forward?”
The lookThe lookon his on f ahisce fmadace emad it clee itar cleto abr othto bofoth us of th usat thethat notethe notewas was
indeed not his best work and that another revision, or two, was needed.
indeed not his best work and that another revision, or two, was needed.
Over the years, I’ve found the litmus test of “If you were the customer,
Over the years, I’ve found the litmus test of “If you were the customer,
woulwd oyouuld eyounga egneg?”a gtoe ?b”e to a bgooe ad goo oned inone figuring in figuring out if o suomeonet if someone is on is on
the right track.
the right track.
Here’Hers ae ’recs aa prec ofa pthe of stheecrets secrets we dwisec udsseiscdu sseto dhelp to helpyou yoaloun g along
your way:
your way:
1. Assemble a toolbox of value-added resources. Don’t get stuck
1. Assemble a toolbox of value-added resources. Don’t get stuck
trying to figure out how to build reciprocity with your target trying to figure out how to build reciprocity with your target
audience. Plan for it. Pulling together lists of articles, books,
audience. Plan for it. Pulling together lists of articles, books,
and helpful content in advance will help you add value quickly and helpful content in advance will help you add value quickly
and consistently.
and consistently.
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Chapter 5
2. Check your phrasing. It’s very easy to fall into the “I feel . . .” or
“I’ve found . . .” trap. Punch with the weight of your organization
and build credibility by changing your phrasing to “we” or “our
customers have found . . .”
3. Get your customer stories straight. Your customers have
found success with your solutions. Writing those stories
down and sharing them is the best way to ensure they’re told
consistently and help new sales and marketing people ramp up
quickly.
4. Build your arsenal of belief statements. Leading with what you
believe is very powerful. Craft these messages and ensure your
team delivers them with conviction across their customer-facing
activities.
5. Practice pitching without slides. An easy-to-understand sales
pitch should be quick, simple, and compelling. Next time, ditch
the slides and practice nailing your pitch in 10 seconds or less.
Every business has strategic and operational pains they need
to address. They also have unprecedented choice and access to
information about solutions that can address those pains. Add to that
ample amounts of internal distractions and conflicting priorities, and your
customers have created a fortress even the most seasoned sales and
marketing machine will have trouble breaching.
Arming yourself with a sound strategy for ensuring your sales and
marketing messages are customer centric is critical to breaking through
those defenses and generating high-intent leads. But like all positive
habits, mindful practice and repetition are the key to making these
strategies second nature. Good luck!
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