1. Different Ideas/Notes
1.1. How To Talk About Competitors
1.1.1. “We have friends there. They’re good people, and they do some really good work in some scenarios. That said, we have wildly different ideas about how to serve our clients and the results that we produce. Can I share with you what we do differently and why?” Because you are continually meeting with prospects, and through your ongoing work with existing clients, you should always be gaining new knowledge about what you do differently. This approach is professional, as it doesn’t require you to say anything negative about the competitor at all. It’s professional to know people in the industry without suggesting that they are your sworn enemy or incompetent or evil. By saying something nice about your competitor, you establish yourself as a professional. When you say, “We have wildly different ideas . . . ,” you open up a conversation about what makes you different, why you do certain things differently from your competitors, and how it produces better results. This is one of the outcomes you need to sell effectively, namely differentiation that creates greater value and a preference to work with you. You say, “The industry tends to believe that this is the right way to do this one thing. We have found that there is a better way to do it.” You never even have to mention the competitor by name.
1.1.2. “We have wildly different ideas . . . ,” you open up a conversation about what makes you different, why you do certain things differently from your competitors, and how it produces better results. This is one of the outcomes you need to sell effectively, namely differentiation that creates greater value and a preference to work with you. You say, “The industry tends to believe that this is the right way to do this one thing. We have found that there is a better way to do it.” You never even have to mention the competitor by name.
1.2. General Ideas
1.2.1. your goal should be to be better than you were yesterday and better than your best competitor today.
1.3. How to find time for this - 90 MINUTE A DAY
1.3.1. Group B - Second Call
1.3.2. Blocking ninety minutes a day for nurturing and pursuing your competitors’ best clients to make them your own is transformational. If you want to take your dream clients away from your competitors, that outcome requires an investment of time and energy. If you want to steal your dream client away, you must be willing to do more work to make that true than your competitor will do to retain them. If you want to win big takeaways, you have to put forth the effort. Deploy enough time and energy toward any outcome, and all obstacles eventually yield.
1.3.2.1. Make a list of your platinum dream clients. If you are unsure how many to include, start with the number sixty.
1.3.2.2. Research these clients, identifying three contacts within each company whom you will professionally pursue to begin the process of a displacement.
1.3.2.3. Drop three ninety-minute blocks on your calendar for prospecting inside your competitor’s clients.
1.4. Trusted Advisor
1.4.1. Example - how trusted advisor speaks to the client That conversation sounds like this: “The equipment itself won’t get you everything that you want. We’re going to retrain and retool your team, and we’ll need to work with marketing to help them change what they’re doing so you can crank up the revenue. This is a plan for a fast recovery and for repositioning XYZ on top.”
1.4.2. Sometimes opportunities are created when your dream client experiences some event that makes “good enough” no longer good enough. The last chapter gave you a new way to take a deeper, more holistic view of your client’s business and their challenges and opportunities. That deeper discovery allows you to see something that other salespeople don’t—and something that is mostly invisible to your clients. That knowledge allows you to ask questions in a way that separates you from other salespeople and positions you to make a competitive displacement.
1.4.3. Exercise
1.4.3.1. Make a list of three contacts you know well inside your existing client accounts. Write down what you know about their values and preferences. Then write down what they do because they have those values and beliefs. Write down what the culture of their company looks like and what signs indicate that that culture exists. Then write down what the company is doing that might be creating a strategic challenge in the future.
1.5. Switching Process
1.5.1. What your dream client needs you to answer for them is “What do I get on the other side of this change? What will the future look like?” The way you want to set up this strategy is to define the current state, define the future state, and then define the solution that will be necessary to move your client from the current state to the better future state they need. Let’s go back to the example we used at the end of the last chapter, where the stakeholder is struggling to turn around the failing department. The conversation might sound like this: Current State: “The current state is that you are struggling to win new sales because your equipment is antiquated and doesn’t allow you to generate the outcomes your clients need now. The market share erosion is being caused by new technologies that produce better results at a lower price. The team is afraid there will be job losses, and they’re concerned about whether their department is going to survive.” Future State: “You will have the new technologies to compete against your rivals with a product that exceeds the quality of work they create at the same or lower price. Your team has been trained to use the new equipment, and they’ve been skilled up to compete with anyone, anywhere, anytime. Your marketing and sales enablement departments have the ability to help your sales force win back lost clients as well as create new opportunities.”
1.5.2. Solution: “To achieve these outcomes, we are going to install the XO348, the technology with the fastest production, the highest-quality output, and the lowest cost per unit. We will then train your team to use this new technology, while consulting with your marketing and sales teams to help them position you to create new opportunities within your past client base and the future clients this transformation will open up to you.”
2. The Book
2.1. Developing Relationships And Getting Access
2.2. Chapter 1: You Are the Value Proposition
2.2.1. Your product, your service, and your solution are likely not enough to create a case for change or a preference to work with you. Instead, your ability to step into the role of trusted adviser will allow you to create compelling, competitors. To do this, you are going to begin the relationship from the highest level of value, something we call Level 4, where change begins, instead of the lower levels that identify you as a commodity.
2.2.2. Some signs that displaycement is likely
2.2.3. The Four Levels Of Valur Creation
2.2.3.1. Level 1 - Product
2.2.3.2. Level 2 - Service
2.2.3.3. Level 3 - Business Results
2.2.3.4. Level 4 - Strategic Partner
2.2.3.4.1. you need only two things to be a trusted adviser: trust and advice
2.2.3.4.2. We should "enter from the right"
2.2.4. Different Stakeholders Need Different Levels of Value
2.3. Chapter 2: Capturing Mindshare
2.3.1. Your clients have challenges understanding their environment and producing the results they need. They’re not sure why they can no longer produce the results they need, and they desperately want things to “go back to normal,” to a time when what they are doing worked. Even when they are currently in a strong position, you create value for them by helping them anticipate and prepare for coming challenges in a way that allows them to extend or improve their performance.
2.3.2. The Impact of Supertrends
2.3.2.1. How does this relate to our primary goal of displacing your competitor inside your dream client’s account? When you show up at Level 1, 2, or 3, you are covering ground that your competitor is already covering. They already provide a product or service that, while maybe not as good as what you have to offer, is good enough. Either your competitor is providing a good experience, or your dream client has learned to live with their shortcomings, in which case compelling change by being easy to do business with might work for a few stakeholders; it is less likely to compel the C-suite to change. They’re also getting some sort of result that is good enough (even though you know it isn’t good enough and the status quo may be putting your dream client at greater risk).
2.3.3. Developing A Theme
2.3.3.1. Without an understanding of the trends that are going to impact your dream client’s business, and without some idea as to how they should respond to those trends, you can’t sell at Level 4. It’s your understanding and your ability to guide your dream clients forward through your insights and ideas and experience that define you.
2.3.3.2. Imagine two salespeople, one who has the talk tracks outlined above, and the other who is deprived of them. The first salesperson can explain what’s going on in the world, why things are now more difficult, and what to do about it. This salesperson starts the conversation with these talk tracks instead of their solution. The second salesperson shows up and shares what amounts to a product listing that provides less detailed information than their website (a conversation that is unlikely to last more than a few minutes). Taking the first salesperson’s approach allows you to come in at Level 4 and position yourself as a trusted adviser who can compel change. It allows you to recommend decisions that are strategic, outcomes that your product, service, and solutions will help your dream client achieve. There is no need to remove your competitor if there isn’t a greater outcome to be gained by doing so. If your product, service, and solution is similar to your competitor’s, moving up to a higher level of value is where you are going to identify the compelling reason to change. Your product, service, or solution is only interesting as a response to the reasons your dream client needs to change and help them with their strategic needs. This is why it creates an opportunity for a displacement. You have now flanked your competitor, pushed a new lens in front of their client, and established yourself as the person who can move them forward. Your competitor is now on the defense. Your competitor also has the heavy burden of what we might call “the curse of the incumbent.” When your dream client has known their partner for years—or decades—without their having to prove that they provide strategic value, it’s more difficult for them to establish themselves as strategic partners now. Their client believes they’ve already seen the best they have to offer. And they probably have.
2.3.3.3. Your product, service, or solution is only interesting as a response to the reasons your dream client needs to change and help them with their strategic needs. This is why it creates an opportunity for a displacement. You have now flanked your competitor, pushed a new lens in front of their client, and established yourself as the person who can move them forward. Your competitor is now on the defense. Your competitor also has the heavy burden of what we might call “the curse of the incumbent.” When your dream client has known their partner for years—or decades—without their having to prove that they provide strategic value, it’s more difficult for them to establish themselves as strategic partners now. Their client believes they’ve already seen the best they have to offer. And they probably have.
2.3.4. How To Exploit
2.3.4.1. Identify four or five trends that will cause your dream client to change now or in the future.
2.3.4.1.1. Trends/ Implications/ Advice - see examples in the book
2.3.4.2. Write down the questions these trends should be causing the client to consider now.
2.3.4.3. Make a list of the changes the client should be making now to address the changes in their industry or market.
2.4. Chapter 3: Creating an Opening Through Nurture Campaigns and Pursuit Plans
2.4.1. The gist
2.4.2. While your competitor is resting, sertain tht there is no great risk of losing their client, you are positioning yourself as that client’s next partner.
2.4.3. Competitive displacements don’t happen overnight. You need to establish a long-term plan to nurture and develop relationships that position you for a competitive displacement. This work cannot be done sporadically, or without an intentional, well-designed pursuit plan—and the insights that lead to change.
2.4.4. HOW TO INTRODUCE YOURSELF TO YOUR DREAM CLIENT
2.4.4.1. How to ask for an initial meeting
2.4.4.1.1. “Good morning. This is Anthony Iannarino with XYZ Widgets. I am calling you today to ask you for a twenty-minute meeting where I can share with you an executive briefing about four trends that will have the biggest impact on manufacturers in the next eighteen to twenty-four months. I’ll also provide you with the questions we are answering for our clients, so you can share them with your management team there at AAA. How does Thursday look for a twenty-minute briefing?”
2.4.5. Building The Case For Change
2.4.5.1. Why Change
2.4.5.2. Providing Proof
2.4.5.3. Facts and Figures
2.4.5.4. Views and Values
2.4.5.4.1. You need to have views and values that suggest that your dream client needs to do something different. You have to share your belief that one choice is better than another choice, that one course of action is better than another. You have to share your opinions on what these trends mean and what your client should be doing about them to prepare for the future, and this means change.
2.4.6. Sequencing Your Message - Algorithm
2.4.6.1. I like to start with a good round number of dream clients. For me, that number is sixty, simply because I can break that number into four groups and communicate over four weeks. The number sixty gives you a Group A, Group B, Group C, and Group D. You can choose a larger number, but unless you have a very, very small number of prospective clients, I wouldn’t choose fewer than sixty.
2.4.6.1.1. 4 Groups, 15 companies each, 60 in total
2.4.6.2. Important - it shouldn't be automated!
2.4.6.3. Week 1
2.4.6.3.1. Group A - Initial Call
2.4.6.3.2. Notes
2.4.6.4. Week 2
2.4.6.4.1. Goup B - Initial Call
2.4.6.4.2. Group A - Second Call
2.4.6.5. Week 3
2.4.6.5.1. Group C - Initial Call
2.4.6.5.2. Group A - Sending Something Valuable About Trends ("Why Change")
2.4.6.6. Week 4
2.4.6.6.1. Group D - Initial Call
2.4.6.6.2. Group C - Second Call
2.4.6.6.3. Group B - Sending Something Valuable About Trends ("Why Change")
2.4.6.6.4. Group A - Pause for a week
2.4.6.7. Weeks 5-8, 9-12
2.4.6.7.1. Repeat the cycle twice
2.4.6.7.2. Each time change the content (aka "something valuable")
2.4.6.8. Next
2.4.6.8.1. Change the stakeholder you pursue
2.4.6.8.2. Change the list of companies you pursue (exclud/ include something)
2.4.6.8.3. Start the new 3-month cycle
2.4.6.9. Notes
2.4.6.9.1. Make a list of resources you can use as part of your nurture campaign (Insights, Proof Providers, Facts and Figures, Views and Values).
2.5. Chapter 4: Prospecting With The Intention Of Displacement
2.6. Building Consensus: Wire The Building
2.7. Chapter 5: Helping Your Dream Clients Discover Something About Themselves
2.8. Chapter 6: Creating Opportunities
2.9. Chapter 7: Building Consensus Horizontally and Vertically
2.10. Chapter 8: Finding a Path to a Deal
2.11. Chapter 9: Creating a Preference
2.12. Chapter 10: Becoming a Trusted Adviser and Consultative Salesperson
2.13. Chapter 11: Developing an Executive Presence
2.14. Chapter 12: How to Build a Wall of Fire Around Your Clients
3. The Model
3.1. Цель
3.2. Позиционирование себя
3.2.1. Part Three: Winning with the Intangibles
3.2.2. Позиционируя себя как доверенный эксперт, развивать отношения с ключевыми ЛПР компаний, которые являются крупнейшими клиентами в недвижке наших конкурентов, и убеждать их начинать использовать наши продукты.
3.2.3. Я - не продавец. Я - доверенный эксперт.
3.2.3.1. Не боюсь конфликтов (т.к. говорю правду, даже если она неприятная)
3.2.3.2. Не стремлюсь угодить всем
3.2.3.3. Выстраиваю стратегические долгосрочные отношения
3.2.3.4. Являюсь экспертом в своей области (маркетинг и продажи недвижимости, Martech и Proptech)
3.2.3.5. Могу диагностировать проблемы компании с учетом трендов/состояния отрасли и обсуждать их "на равных" с высшим руководством компании
3.2.4. you need only two things to be a trusted adviser: trust and advice
3.2.4.1. Знаю ключевые тренды развития отрасли и готов поделится своим знанием
3.2.4.2. ADVICE. Level 4 means that you have the business acumen and situational knowledge (in other words, the experience) that allow you to create a strategic level of value. It means you understand and can explain the dissonance your dream client is experiencing; you can explain why they are struggling to produce the results they need and are challenged by their current circumstances. You can explain to the client why and how they need to change before they need to make that change. This is the “advice” part of “trusted adviser.”
3.3. Фреймворки
3.3.1. 4 уровня ценности
3.3.1.1. The Four Levels Of Valur Creation
3.3.1.1.1. Level 1 - Product
3.3.1.1.2. Level 2 - Service
3.3.1.1.3. Level 3 - Business Results
3.3.1.1.4. Level 4 - Strategic Partner
3.3.2. Модель регулярных касаний
3.3.2.1. Your product, your service, and your solution are likely not enough to create a case for change or a preference to work with you. Instead, your ability to step into the role of trusted adviser will allow you to create compelling, competitors. To do this, you are going to begin the relationship from the highest level of value, something we call Level 4, where change begins, instead of the lower levels that identify you as a commodity.
3.3.2.1.1. Without an understanding of the trends that are going to impact your dream client’s business, and without some idea as to how they should respond to those trends, you can’t sell at Level 4. It’s your understanding and your ability to guide your dream clients forward through your insights and ideas and experience that define you.
3.3.2.1.2. Imagine two salespeople, one who has the talk tracks outlined above, and the other who is deprived of them. The first salesperson can explain what’s going on in the world, why things are now more difficult, and what to do about it. This salesperson starts the conversation with these talk tracks instead of their solution. The second salesperson shows up and shares what amounts to a product listing that provides less detailed information than their website (a conversation that is unlikely to last more than a few minutes). Taking the first salesperson’s approach allows you to come in at Level 4 and position yourself as a trusted adviser who can compel change. It allows you to recommend decisions that are strategic, outcomes that your product, service, and solutions will help your dream client achieve. There is no need to remove your competitor if there isn’t a greater outcome to be gained by doing so. If your product, service, and solution is similar to your competitor’s, moving up to a higher level of value is where you are going to identify the compelling reason to change. Your product, service, or solution is only interesting as a response to the reasons your dream client needs to change and help them with their strategic needs. This is why it creates an opportunity for a displacement. You have now flanked your competitor, pushed a new lens in front of their client, and established yourself as the person who can move them forward. Your competitor is now on the defense. Your competitor also has the heavy burden of what we might call “the curse of the incumbent.” When your dream client has known their partner for years—or decades—without their having to prove that they provide strategic value, it’s more difficult for them to establish themselves as strategic partners now. Their client believes they’ve already seen the best they have to offer. And they probably have.
3.3.2.1.3. Your product, service, or solution is only interesting as a response to the reasons your dream client needs to change and help them with their strategic needs. This is why it creates an opportunity for a displacement. You have now flanked your competitor, pushed a new lens in front of their client, and established yourself as the person who can move them forward. Your competitor is now on the defense. Your competitor also has the heavy burden of what we might call “the curse of the incumbent.” When your dream client has known their partner for years—or decades—without their having to prove that they provide strategic value, it’s more difficult for them to establish themselves as strategic partners now. Their client believes they’ve already seen the best they have to offer. And they probably have.
3.4. База клиентов
3.4.1. 40 компаний (4х10)
3.4.1.1. Начнем с 20 шт.
3.4.2. Крупные клиенты конкурентов (Колтач, Смартаналитикс, Роистат и т.п. в недижке)
3.5. План действий
3.5.1. Составить список клиентов
3.5.2. Разработать план касаний
3.5.3. Создать материалы для касаний (письма/ сценарии разговоров/ демо/ кейсы изменений etc.)
3.5.4. Проводить регулярные касания
3.5.4.1. Важно - вне зависимости от других планов/задач этому проекту нужно посвящать не менее 4-х часов каждый день.
3.6. Результат
3.6.1. По каждому клиенту из базы есть карта ключевых ЛПР
3.6.1.1. Пример - КАРТА КЛИЕНТА
3.6.2. Ведется системный прогрев целевых ЛПР с помощью регулярных касаний, постепенно добиваясь согласия на запуск работы с нами от всей команды (всех, кто влияет на решение)
3.6.3. Регулярно делаем формальные и неформальные предложения по запуску работы с нами (KPI?)
3.7. Рабочие материалы
3.7.1. Признаки вероятной замены подрядчика
3.7.2. Карта клиента
3.7.3. Case For Change
3.7.3.1. Why Change
3.7.3.1.1. Тренды индустрии
3.7.3.2. Providing Proof
3.7.3.3. Facts and Figures
3.7.3.4. Views and Values
3.7.3.4.1. You need to have views and values that suggest that your dream client needs to do something different. You have to share your belief that one choice is better than another choice, that one course of action is better than another. You have to share your opinions on what these trends mean and what your client should be doing about them to prepare for the future, and this means change.
3.7.4. Вспомогательный экспертный контент
3.7.4.1. Статьи/посты/видео о трендах и последствиях
3.7.5. FAQ эксперта
3.7.5.1. Вопросы и ответы, которые задают на встречах клиента и наши эксперты, которых мы привлекаем
3.7.5.1.1. Важно - надо стать 52% SME!