Return-Path: Delivered-To: andrew@sterlingcal.com Received: from reseller401.webserversystems.com by reseller401.webserversystems.com with LMTP id 8EQ7CEB3bGaCUgwAchKAPA (envelope-from ) for ; Fri, 14 Jun 2024 12:00:48 -0500 Return-path: Envelope-to: andrew@sterlingcal.com Delivery-date: Fri, 14 Jun 2024 12:00:48 -0500 Received: from o13.ptr6032.mail.beehiiv.com ([159.183.141.176]:33368) by reseller401.webserversystems.com with esmtps (TLS1.2) tls TLS_ECDHE_RSA_WITH_AES_128_GCM_SHA256 (Exim 4.96.2) (envelope-from ) id 1sIAIB-003PGm-11 for andrew@sterlingcal.com; Fri, 14 Jun 2024 12:00:48 -0500 DKIM-Signature: v=1; a=rsa-sha256; c=relaxed/relaxed; d=mail.beehiiv.com; h=content-type:from:mime-version:subject:reply-to:list-unsubscribe: list-unsubscribe-post:to:cc:content-type:from:subject:to; s=s1; bh=SN9Th1y1oAc67xiZJu5o2trkMTivTBa62dT1VFtV4fA=; b=JrQHXPi9U23kQtsM0E1ffsdqf/5NQjMHuRb77qWtaXvslmc2IWvFn+pHEnp+GK7+F73/ z9G5WiluV/Bo24S3O8vIk0TruDHsbrq2J2Pq4DtGgjCH2VAU9CWaPJsJB8lSJjcUYTP0HH wDa7vuLw/rmfhStOjckGr8sskRUe6bnYCzbMR2LePdNAbYb4ppgNMgXiwF8Gz0E3lWODtl 8clRni2JFVgcn9UJL8BlbiRsZo5IPy26Jk1tgKrMckz186d7Kv5UV4VC8lJaEox2dccGob RoR4Xgo/8ylv2BdFyJL/bOAAtfvDmPyl5YByGNCxoVWF8/dZ39pE7B9/m6UZJqhA== Received: by recvd-77d4b76cc4-w2l8g with SMTP id recvd-77d4b76cc4-w2l8g-1-666C772D-65 2024-06-14 17:00:29.622554705 +0000 UTC m=+849532.550717483 Received: from NDAyMzQxODk (unknown) by geopod-ismtpd-3 (SG) with HTTP id MtfZ_ltBQ5a8RmGJnM0jfQ Fri, 14 Jun 2024 17:00:29.549 +0000 (UTC) Content-Type: multipart/alternative; boundary=78485a2a4af4e34dfe666a3d1eba2d801fb7c8bfb56eeff9e1649093743e Date: Fri, 14 Jun 2024 17:00:36 +0000 (UTC) From: Collin Stewart Mime-Version: 1.0 Message-ID: Subject: how to create urgency Reply-To: Collin Stewart x-newsletter-signup: https://predictablerevenue-newsletter.beehiiv.com/subscribe List-Unsubscribe: =?us-ascii?Q?=3Cmailto=3A3c5b97ff-00a9-4acc-916d-c137bca24b1d+1d17dc26-c1df-44e?= =?us-ascii?Q?0-812a-883b6ad5b6bc+db255215-66a9-4888-?= =?us-ascii?Q?b548-823d69ed815d=40unsub=2Ebeehiiv=2Ecom=3E=2C?= =?us-ascii?Q?_=3Chttps=3A=2F=2Fpredictablerevenue-newsletter=2Ebeehiiv=2Ecom=2Funsubscribe?= =?us-ascii?Q?=2FeyJ0eXAiOiJKV1QiLCJhbGciOiJIUzI1NiJ9=2Ee?= =?us-ascii?Q?yJzdWJzY3JpYmVyX2lkIjoiMWQxN2RjMjYtYzFk?= =?us-ascii?Q?Zi00NGUwLTgxMmEtODgzYjZhZDViNmJjIiwicG9?= =?us-ascii?Q?zdF9pZCI6ImRiMjU1MjE1LTY2YTktNDg4OC1iNT?= =?us-ascii?Q?Q4LTgyM2Q2OWVkODE1ZCIsImxhc3RfcmVzb3VyY?= =?us-ascii?Q?2VfZ3VpZCI6IlBvc3Q6ZGIyNTUyMTUtNjZhOS00?= =?us-ascii?Q?ODg4LWI1NDgtODIzZDY5ZWQ4MTVkIn0=2Ea6WCnCR?= =?us-ascii?Q?7F9CUgOfTFbbRIAl5xUlVoNf2Uf5MWZoDW8Y=3E?= x-list-owner: x-newsletter: https://predictablerevenue-newsletter.beehiiv.com/p/how-to-create-urgency x-newsletter-id: https://predictablerevenue-newsletter.beehiiv.com/ x-beehiiv-ids: =?us-ascii?Q?{=22account=5Fname=22=3A=22https=3A=2F=2Fpredictablerevenue-newsletter=2Ebeehiiv?= =?us-ascii?Q?=2Ecom=2F=22=2C=22campaign=5Fid=22=3A=22db255215-66a9-488?= =?us-ascii?Q?8-b548-823d69ed815d=22=2C=22category=22=3A=22newsle?= =?us-ascii?Q?tter=22=2C=22email=5Fgenerated=5Fat=22=3A1718384429=2C=22?= =?us-ascii?Q?user=5Fid=22=3A=223c5b97ff-00a9-4acc-916d-c137b?= =?us-ascii?Q?ca24b1d=22}?= sId: 3c5b97ff-00a9-4acc-916d-c137bca24b1d Feedback-ID: =?us-ascii?Q?db255215-66a9-4888-b548-823d69ed815d=3Anewsletter=3A3c5b97ff-00a9-?= =?us-ascii?Q?4acc-916d-c137bca24b1d=3A23270855726497d?= List-Unsubscribe-Post: List-Unsubscribe=One-Click x-beehiiv-type: newsletter x-list-id: 3c5b97ff-00a9-4acc-916d-c137bca24b1d X-SG-EID: =?us-ascii?Q?u001=2E7ozyt+tmjDsHnEocxX8pymFA2v5OOh2V4Pdr6hGVjZo99sLHT4OeEg7as?= =?us-ascii?Q?oEFtQzIa0qAOkk1QezFA4qrCcff9558yNK8x6zQ?= =?us-ascii?Q?0aLhxDCyAuB9kgcSLas3IIKR+fvCUJBBe5Dq2AC?= =?us-ascii?Q?d6WlBqEuR3LkeruD5XLEKdW46=2FLyJJe7HWEo4wG?= =?us-ascii?Q?J+Gsom09VunGUfNhqA6yhG4Ue+t3ZhC6c0MLa6O?= =?us-ascii?Q?f7LH91vY6aEF3hvk7CXg0YbnGBptfj6VdW74xg+?= =?us-ascii?Q?5Nc0+6n3D3ygDX78JPyJQ6nWsxOPn7MQFweIMPi?= =?us-ascii?Q?3mD210NE=3D?= X-SG-ID: =?us-ascii?Q?u001=2ESdBcvi+Evd=2FbQef8eZF3BpTL9BgbK5wfSJMJGMsmprAVgeiC8iaV7rEmQ?= =?us-ascii?Q?+cYi2k7LT3IY3dPUv28nan9TuRUyR6fx=2FUw3LSd?= =?us-ascii?Q?a6JfyZJm0EEgbO=2Fqcn17lZJyj2ndaIXOWcvgAXg?= =?us-ascii?Q?nmS6u5=2FIPdA0O4SLCjXY2XzHT89E15tgsX4IbJm?= =?us-ascii?Q?p+mrlpcbrOgRkORxjA0x7HKfSXocho+HjIR04zy?= =?us-ascii?Q?tP3Pg533mRJTzc7SLFESvsiPXudailu2EEMTw3f?= =?us-ascii?Q?3r=2FUf85rNPlqraqy5wWG2xESrg=3D=3D?= To: "andrew@sterlingcal.com" X-Entity-ID: u001.RuZ2+X9IBGtjUb8qq3teHQ== X-Spam-Status: No, score=-5.6 X-Spam-Score: -55 X-Spam-Bar: ----- X-Spam-Flag: NO --78485a2a4af4e34dfe666a3d1eba2d801fb7c8bfb56eeff9e1649093743e Content-Transfer-Encoding: quoted-printable Content-Type: text/plain; charset=utf-8 Mime-Version: 1.0 Good morning Andrew,=20 Nathan wrote back last week with some great questions about urgency and how= to keep a deal moving forward. I wanted to expand on my reply to him and t= hought that if he had the question, then others might have them as well. He= re=E2=80=99s my expanded reply.=C2=A0 tl;dr=C2=A0 * Value creation creates urgency=C2=A0 * If there=E2=80=99s no urgency there is either no value OR you haven=E2=80= =99t found it yet * Book the next call while you=E2=80=99re still on the call=C2=A0 =E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2= =80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80= =94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94= =E2=80=94=E2=80=94 _Before I get to the bulk of the email, I=E2=80=99d like to say thank you t= o the 38 people that replied to last week=E2=80=99s email with feedback on = the first draft. This book will be better thanks to your contributions and = I am extremely grateful. _ _Thank you._ =E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2= =80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80= =94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94=E2=80=94= =E2=80=94=E2=80=94 **Question 1 - Urgency=C2=A0** _=E2=80=9CWhat's the best path when urgency isn't there? IE: During the sal= es process the initiative got deprioritized.=E2=80=9D=C2=A0_ The most likely answer is that the project was never really a priority but = we assumed it was.=C2=A0 We assumed it was a priority because the call was pleasant and they liked t= he way the software looked. But we didn=E2=80=99t ask good questions that w= ould have helped us understand the prospect=E2=80=99s situation, the progre= ss they wanted to make, and the impact of solving it would have on their or= ganization.=C2=A0 =E2=80=9CDo nothing=E2=80=9D was on the table but we just didn=E2=80=99t kn= ow it.=C2=A0 So how do we get =E2=80=9Cdo nothing=E2=80=9D off the table? Well, we can a= nd we can=E2=80=99t.=C2=A0 First we have to draw a distinction between what is under our control and w= hat is not. Let=E2=80=99s start with what is under our control:=C2=A0 * The rep that shows up to the call * The skills training the rep has received=C2=A0 * The process the rep has been taught=C2=A0 * The technology that supports the rep and process=C2=A0 Now, let=E2=80=99s look at what is outside of our control:=C2=A0 * The prospect=E2=80=99s annual / quarterly priorities=C2=A0 * Their company=E2=80=99s priorities, goals, & financials * The priorities of the other people at our prospect=E2=80=99s company that= are also trying to do things that will improve the bottom line The biggest piece that was likely missed in this case is the process, the r= ep just didn=E2=80=99t ask the right questions that would help us uncover t= hat there is a strong business case to be made for moving forward with our = solution. Their prospect either didn=E2=80=99t have the budget in the first= place or was competing for a slice of his boss=E2=80=99 budget and a cowor= ker had a project with a higher expected value.=C2=A0 This does not mean we can blame our lack of success on things outside of ou= r control. By understanding what=E2=80=99s inside vs outside our control, i= t helps us pinpoint where we can invest our time so we do better next time.= So there either was a strong business case to be made but we didn=E2=80=99= t make it or there wasn=E2=80=99t a strong business case to be made.=C2=A0 The diagnosis here is that we didn=E2=80=99t have the information we needed= to make a good assessment of the situation. The reason we didn=E2=80=99t k= now is because we didn=E2=80=99t ask good questions.=C2=A0 The goal of discovery is to determine whether there=E2=80=99s a strong busi= ness case that can be made for moving forward with our solution. If there i= s, we should book next steps. If there is not, we should share our perspect= ive with the prospect, see if they agree, and recommend another solution.= =C2=A0 If you understand the appropriate context about a deal, the progress they w= ant to make, and the impact that progress will have on the organization (mo= re profit or less risk) then we should be able to build a rough model that = calculates the ROI. If you can=E2=80=99t do this, you probably haven=E2=80= =99t asked enough questions.=C2=A0 **Question 2 - Pricing=C2=A0** _=E2=80=9CIn the age of self-service software, what's the best way to handl= e a pricing conversation?=E2=80=9D_ With any transaction there are elements of value creation and value capture= . The first thing you need to understand is whether or not there is value t= o be created for your prospect. Once you=E2=80=99ve established you can cre= ate value, the next step is to help them understand the value capture side.= This includes your pricing plus all of the internal resources it=E2=80=99l= l take to implement your solution. The strength of the business case will c= ome down to the ratio of value creation vs value capture. This is the prosp= ect=E2=80=99s ROI.=C2=A0 Short answer =E2=86=92 have the pricing conversation after you=E2=80=99ve e= stablished that you can create value.=C2=A0 **Question 2.1 - Stalls=C2=A0** _=E2=80=9CIf conversations stall out on the pricing conversation, is that a= n indication of a lack of hard or soft dollar value? Even if the project ti= ming gets pushed?=E2=80=9D_ Good discovery helps you uncover why "do nothing" is off the table. =E2=80= =9CDo nothing=E2=80=9D will be off the table if the ratio of value creation= to value capture is high. There are two reasons why deals stall at the pri= cing stage:=C2=A0 * There is not enough ROI to justify investment (out of your control) * You didn=E2=80=99t find a critical factor in proving the business case (i= nside your control)=C2=A0 For clarity, in the first example, there was not enough value creation to j= ustify moving forward. In the second example, there was enough value creati= on, you just didn=E2=80=99t ask the right questions to uncover the answer.= =C2=A0 If you want to avoid deals stalling, start having honest conversations with= prospects about whether or not they should do anything. Don't be afraid to= tell them better options, it's the right thing to do and it demonstrates y= our integrity.=C2=A0 **Question 3 - Nurturing=C2=A0** _=E2=80=9CWhat's the best path to stay engaged when a timeline is given? IE= , prospect says =E2=80=9Cwe like what you all are doing and won't be ready = until X month. Let's get back in touch then.=E2=80=9D=C2=A0_ Repeat after me, =E2=80=9Cbook the next call when you=E2=80=99re still on t= he call=E2=80=9D. Your turn, I=E2=80=99ll wait=E2=80=A6 =E2=80=A6 Good job. This one=E2=80=99s a two-parter.=C2=A0 Step 1 is to book the next call and frame it as a check in. Don=E2=80=99t a= sk if they want to book a call, just suggest it and a date time for it:=C2= =A0 _Prospect_: let=E2=80=99s get back in touch in 3 months=C2=A0 _Me_: that works great, how does your Tuesday October 17th look? I=E2=80=99= m open between 10am and 1pm pacific=E2=80=A6=C2=A0 _Prospect_: 10am=E2=80=99s great _Me_: perfect, invite sent. I=E2=80=99ll drop you a follow up a week ahead = of time to see if it=E2=80=99s a good time Some people will throw an objection. If they do, then frame it up as a hold= , not a meeting and you=E2=80=99ll reach out to them the week before to see= if it=E2=80=99s worth turning into a meeting. If they agree, add =E2=80=9C= HOLD:=E2=80=9D as a prefix to the meeting invite so you know what to do.=C2= =A0 If they still won=E2=80=99t take it, you know the deal is less likely to be= real.=C2=A0 Step 2 is to figure out what=E2=80=99s going to change between now and Octo= ber 17th. This provides you with the context you need to write your thought= ful follow up.=C2=A0 _Me (via email)_: I noticed we have our check-in call next week, when we sp= oke back in June you mentioned that X needed to hit Y in order for this to = make sense, how=E2=80=99s it going? This process automates your follow up game, which means you=E2=80=99re more= likely to actually do it. It also has the advantage of telling you who=E2= =80=99s real (agree to a follow up), who=E2=80=99s not (won=E2=80=99t agree= to a hold), and what needs to change for it to move forward. Three very go= od things to know about a prospect in your nurture funnel.=C2=A0 **Question 4 & 5 - Next Steps** _=E2=80=9COn occasion a "next step" from a call isn't clear. Is there a goo= d default next-step to keep things moving or be a clear indication to cut a= nd move on?=E2=80=9D=C2=A0_ _=E2=80=9CWhat=E2=80=99s the best way to keep an opportunity warm?=E2=80=9D= _ =F0=9F=93=95 the =F0=9F=93=9E on the =F0=9F=93=9E=C2=A0=C2=A0 Happy selling,=C2=A0 Collin Stewart=C2=A0 PS - I have two emails I=E2=80=99m working on for next week, so reply back = to let me know which one I should prioritize:=C2=A0 A - The Strategy of a Sale=C2=A0 B - Quantifying Product Market Fit=C2=A0 =E2=80=94=E2=80=94=E2=80=94 You are reading a plain text version of this post. For the best experience,= copy and paste this link in your browser to view the post online: https://predictablerevenue-newsletter.beehiiv.com/p/how-to-create-urgency --78485a2a4af4e34dfe666a3d1eba2d801fb7c8bfb56eeff9e1649093743e Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset=utf-8 Mime-Version: 1.0 how to create urgency
Nathan wrote back last week with some great questions about urge= ncy and how to keep a deal moving forward. I wanted to expand on my reply t= o him and thought that if he had the question, then others might have them = as well. Here=E2=80=99s my expanded reply.=C2=A0  ‌ ‌=  ‌ ‌ ‌ ‌ ‌ R= 04; ‌ ‌ ‌ ‌ ‌ &= #8204; ‌ ‌ ‌ ‌ ‌= 0;‌ ‌ ‌ ‌ ‌ ‌&= #160;‌ ‌ ‌ ‌ ‌ ̴= 4; ‌ ‌ ‌ ‌ ‌ &#= 8204; ‌ ‌ ‌ ‌ ‌ = ;‌ ‌ ‌ ‌ ‌ ‌&#= 160;‌ ‌ ‌ ‌ ‌ ‌= ; ‌ ‌ ‌ ‌ ‌ = 204; ‌ ‌ ‌ ‌ ‌ = ‌ ‌ ‌ ‌ ‌ ‌= 60;‌ ‌ ‌ ‌ ‌ ‌=  ‌ ‌ ‌ ‌ ‌ R= 04; ‌ ‌ ‌ ‌ ‌ &= #8204; ‌ ‌ ‌ ‌ ‌= 0;‌ ‌ ‌ ‌ ‌ ‌&= #160;‌ ‌ ‌ ‌ ‌ ̴= 4; ‌ ‌ ‌ ‌ ‌ &#= 8204; ‌ ‌ ‌ ‌ ‌ = ;‌ ‌ ‌ ‌ ‌ ‌&#= 160;‌ ‌ ‌ ‌ ‌ ‌= ; ‌ ‌ ‌ ‌ ‌ = 204; ‌ ‌ ‌ ‌ ‌ = ‌ ‌ ‌ ‌ ‌ ‌= 60;‌ ‌ ‌ ‌ ‌ ‌=  ‌ ‌ ‌ ‌ ‌ R= 04; ‌ ‌ ‌ ‌ ‌ &= #8204; ‌ ‌ ‌ ‌ ‌= 0;‌ ‌ ‌ ‌ ‌ ‌&= #160;‌ ‌ ‌ ‌ ‌ ̴= 4; ‌ ‌ ‌ ‌ ‌ &#= 8204; ‌ ‌ ‌ ‌ ‌ = ;‌ ‌ ‌ ‌ ‌ ‌&#= 160;‌ ‌
= <= tr>

The goal of discovery is to determine whether there= =E2=80=99s a strong business case that can be made for moving forward with = our solution. If there is, we should book next steps. If there is not, we s= hould share our perspective with the prospect, see if they agree, and recom= mend another solution.=C2=A0

<= /tr><= /tr>=

Some people will throw an objection. If they do, then= frame it up as a hold, not a meeting and you=E2=80=99ll reach out to them = the week before to see if it=E2=80=99s worth turning into a meeting. If the= y agree, add =E2=80=9CHOLD:=E2=80=9D as a prefix to the meeting invite so y= ou know what to do.=C2=A0

<= td class=3D"dd" align=3D"center" valign=3D"top" style=3D"padding:0px 15px 2= 0px;">

June 14, 2024   |   Read Online

how to create urgency
3D"fb" 3D"tw" 3D"in" 3D"email"<= /td>
3D""

Good morning Andrew, <= /span>

Nathan wrote back last wee= k with some great questions about urgency and how to keep a deal moving for= ward. I wanted to expand on my reply to him and thought that if he had the = question, then others might have them as well. Here=E2=80=99s my expanded r= eply.=C2=A0

tl;dr=C2=A0<= /span>

  • Value creation creates urgency=C2=A0

  • If there=E2=80=99s no u= rgency there is either no value OR you haven=E2=80=99t found it yet<= /p>

  • Book the = next call while you=E2=80=99re still on the call=C2=A0

=
 

Before I get to the bulk of the email, I=E2=80=99d like to = say thank you to the 38 people that replied to last week=E2=80=99s email wi= th feedback on the first draft. This book will be better thanks to your con= tributions and I am extremely grateful.

Thank you.

 

Question 1 - Urgen= cy=C2=A0
=E2=80=9CW= hat's the best path when urgency isn't there? IE: During the sales = process the initiative got deprioritized.=E2=80=9D=C2=A0

The most likely answer is that the proje= ct was never really a priority but we assumed it was.=C2=A0

We assumed it was a priority because the = call was pleasant and they liked the way the software looked. But we didn= =E2=80=99t ask good questions that would have helped us understand the pros= pect=E2=80=99s situation, the progress they wanted to make, and the impact = of solving it would have on their organization.=C2=A0

=E2=80=9CDo nothing=E2=80=9D was on the table b= ut we just didn=E2=80=99t know it.=C2=A0

So how do we get =E2=80=9Cdo nothing=E2=80=9D off the table= ? Well, we can and we can=E2=80=99t.=C2=A0

First we have to draw a distinction between what is under = our control and what is not. Let=E2=80=99s start with what is under our con= trol:=C2=A0

  • The rep that shows up to the call

    =

  • The skills t= raining the rep has received=C2=A0

  • The process the rep has been taught=C2=A0<= /span>

  • Th= e technology that supports the rep and process=C2=A0

Now, let=E2=80=99s look at what = is outside of our control:=C2=A0

  • The prospect=E2=80=99s an= nual / quarterly priorities=C2=A0

  • Their company=E2=80=99s priorities, goals, = & financials

  • The priorities of the other people at our prospect=E2=80=99s com= pany that are also trying to do things that will improve the bottom line

The biggest = piece that was likely missed in this case is the process, the rep just didn= =E2=80=99t ask the right questions that would help us uncover that there is= a strong business case to be made for moving forward with our solution. Th= eir prospect either didn=E2=80=99t have the budget in the first place or wa= s competing for a slice of his boss=E2=80=99 budget and a coworker had a pr= oject with a higher expected value.=C2=A0

This does not mean we can blame our lack of success on thin= gs outside of our control. By understanding what=E2=80=99s inside vs outsid= e our control, it helps us pinpoint where we can invest our time so we do b= etter next time. So there either was a strong business case to be made but = we didn=E2=80=99t make it or there wasn=E2=80=99t a strong business case to= be made.=C2=A0

The diagno= sis here is that we didn=E2=80=99t have the information we needed to make a= good assessment of the situation. The reason we didn=E2=80=99t know is bec= ause we didn=E2=80=99t ask good questions.=C2=A0

If you understand the appropriate context about a deal, the progress the= y want to make, and the impact that progress will have on the organization = (more profit or less risk) then we should be able to build a rough model th= at calculates the ROI. If you can=E2=80=99t do this, you probably haven=E2= =80=99t asked enough questions.=C2=A0

Question 2 - Pricing=C2=A0
=E2=80=9CIn the age of self-service software, what&#= 39;s the best way to handle a pricing conversation?=E2=80=9D

=

= With any transaction there are eleme= nts of value creation and value capture. The first thing you need to unders= tand is whether or not there is value to be created for your prospect. Once= you=E2=80=99ve established you can create value, the next step is to help = them understand the value capture side. This includes your pricing plus all= of the internal resources it=E2=80=99ll take to implement your solution. T= he strength of the business case will come down to the ratio of value creat= ion vs value capture. This is the prospect=E2=80=99s ROI.=C2=A0

<= /td>

<= span style=3D"color:rgb(44, 62, 80);">Short answer =E2=86=92 have the prici= ng conversation after you=E2=80=99ve established that you can create value.= =C2=A0

Question 2.1 - S= talls=C2=A0
=E2=80= =9CIf conversations stall out on the pricing conversation, is that an indic= ation of a lack of hard or soft dollar value? Even if the project timing ge= ts pushed?=E2=80=9D

Go= od discovery helps you uncover why "do nothing" is off the table.= =E2=80=9CDo nothing=E2=80=9D will be off the table if the ratio of value c= reation to value capture is high. There are two reasons why deals stall at = the pricing stage:=C2=A0

  • There is not enough ROI to justif= y investment (out of your control)

  • You didn=E2=80=99t find a critical factor = in proving the business case (inside your control)=C2=A0

For clarity, in the first ex= ample, there was not enough value creation to justify moving forward. In th= e second example, there was enough value creation, you just didn=E2=80=99t = ask the right questions to uncover the answer.=C2=A0

If you want to avoid deals stalling, start havi= ng honest conversations with prospects about whether or not they should do = anything. Don't be afraid to tell them better options, it's the rig= ht thing to do and it demonstrates your integrity.=C2=A0

Question 3 - Nurturing=C2=A0=E2=80=9CWhat's the best pa= th to stay engaged when a timeline is given? IE, prospect says =E2=80=9Cwe = like what you all are doing and won't be ready until X month. Let's= get back in touch then.=E2=80=9D=C2=A0

Repeat after me, =E2=80=9Cbook the next call when you=E2= =80=99re still on the call=E2=80=9D. Your turn, I=E2=80=99ll wait=E2=80=A6<= /span>

=E2=80=A6

Good job. This one=E2=80=99s a two-parter.= =C2=A0

Step 1 is to book t= he next call and frame it as a check in. Don=E2=80=99t ask if they want to = book a call, just suggest it and a date time for it:=C2=A0

Prospect: let=E2=80=99s get back in touch in 3 months=C2=A0

Me: that works great, how does your Tuesday October = 17th look? I=E2=80=99m open between 10am and 1pm pacific=E2=80=A6=C2=A0

Prospect: 10am=E2=80=99s great

Me: perfect, invite sent. I=E2=80=99ll drop you a follow up a week a= head of time to see if it=E2=80=99s a good time

= If they still won=E2=80=99t take it, you know the deal is less likely to be= real.=C2=A0

Step 2 is to= figure out what=E2=80=99s going to change between now and October 17th. Th= is provides you with the context you need to write your thoughtful follow u= p.=C2=A0

Me (via email)= : I noticed we have our c= heck-in call next week, when we spoke back in June you mentioned that X nee= ded to hit Y in order for this to make sense, how=E2=80=99s it going?

This process automates your fol= low up game, which means you=E2=80=99re more likely to actually do it. It a= lso has the advantage of telling you who=E2=80=99s real (agree to a follow = up), who=E2=80=99s not (won=E2=80=99t agree to a hold), and what needs to c= hange for it to move forward. Three very good things to know about a prospe= ct in your nurture funnel.=C2=A0

Question 4 & 5 - Next Steps
=E2=80=9COn occasion a "next step" from a call= isn't clear. Is there a good default next-step to keep things moving o= r be a clear indication to cut and move on?=E2=80=9D=C2=A0

=E2=80=9CWhat=E2=80=99s the best wa= y to keep an opportunity warm?=E2=80=9D

=F0=9F=93=95 the =F0=9F=93=9E on the =F0=9F=93=9E=C2=A0

Happy sel= ling,=C2=A0

Collin Stewa= rt=C2=A0

PS - I have two e= mails I=E2=80=99m working on for next week, so reply back to let me know wh= ich one I should prioritize:=C2=A0

A - The Strategy of a Sale=C2=A0

B - Quantifying Product Market Fit=C2=A0

<= /tr>
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