All businesses have objectives. Focusing on your buyer’s desired return on those objectives is the most effective way to engage. With changes in the buying and selling dynamic, B2B buyers who are ready to buy are much better informed and more empowered than ever, so you need to shift the conversation from your product to their objectives. In this webinar, you will learn a process-based, value-driven approach for success in selling to Status Quo buyers, the most overlooked segment of the market.

1. The Objective Seller
May 12, 2014
•Tibor Shanto
•Renbor Sales Solutions Inc.
•@TiborShanto

2. http://www.sellbetter.ca/salesforce

3. Commitment to Action

4. Today’s Focus
FIRST: WHO YOU SELLTO
SECOND: HOW YOU SELLTO THEM

5. Target
Market

6. Target
Market70%
Status Quo

7. Status Quo
• Reluctant to Change Closed to alternatives
• Happy and not looking
• Satisfied

8. Target
Market70%
Status Quo

9. 70%
Status Quo

12. Base

13. 70%
Status Quo

14. Mainstream: Happy/Satisfied – Not Looking = Closed to alternatives

15. 75% of customers who leave or switch vendors for a competitor, when
asked, say they were ‘satisfied or completely satisfied’ with the vendor
they left, at the time they switched.
‘Customer Loyalty Guaranteed’ Bell & Patterson

16. Old Perception: Satisfied – Not Looking = Closed to alternatives
What’s the one thing they All Have In Common?

17. Objectives

18. Old Perception: Satisfied – Not Looking = Closed to alternatives
Yet to be presented with or perceive a means to help them achieve their
Objectives – and therefore worth pursuing!

19. 1. A specific result that a person/company sets to achieve within a
time frame and with available resources. Objectives are more
specific and easier to measure than goals. Objectives are basic
tools that underlie all planning and strategic activities. They
serve as the basis for creating policy and evaluating
performance. Some examples of business objectives include
minimizing expenses, expanding internationally, or making a
profit.
2. Neutral (bias free), relating to, or based on verifiable evidence
or facts instead of on attitude, belief, or opinion. Opposite of
subjective.

20. My 18 Month Objectives
• I Increased revenues by 15%
• I Increased margins by 20%
• I ran a half marathon in under 1:50
• I picked up 2 clients inAsia, 1 inAfrica, and 1 in India
• Trained 3 of the top 5 integrators in Ontario

21. Objectives
• Objectives are the most POWERFULand POSITIVE FORCE you can
harness in delivering VALUE TO YOUR BUYERSAND TO YOUR
COMPANY

22. Objectives
• Objectives are the most POWERFULand POSITIVE FORCE you can
harness in delivering VALUE TO YOUR BUYERSAND TO YOUR
COMPANY
• Objectives are Much more powerful than Pain, Needs or Solutions

23. Objectives
• Objectives are the most POWERFULand POSITIVE FORCE you can
harness in delivering VALUE TO YOUR BUYERSAND TO YOUR
COMPANY
• Objectives are Much more powerful than Pain, Needs or Solutions
• Every business – business owner – business person, has objectives

24. Objectives
• Objectives are the most POWERFULand POSITIVE FORCE you can
harness in delivering VALUE TO YOUR BUYERSAND TO YOUR
COMPANY
• Objectives are Much more powerful than Pain, Needs or Solutions
• Every business – business owner – business person, has objectives
• Not all of those same people have or perceive a pain or a need, or
recognize they have a problem in search of a solution

25. Objectives
• Objectives are the most POWERFULand POSITIVE FORCE you can
harness in delivering VALUE TO YOUR BUYERSAND TO YOUR
COMPANY
• Objectives are Much more powerful than Pain, Needs or Solutions
• Every business – business owner – business person, has objectives
• Not all of those same people have or perceive a pain or a need, or
recognize they have a problem in search of a solution
• Pain – short lived, people learn to cope; objectives – uplifting, people can’t
get enough.

26. Value

27. Value
Value Proposition
• prop·o·si·tion
/ˌprɒpəˈzɪʃən/ Show Spelled[prop-uh-zish-uhn] Show IPA
noun
1. the act of offering or suggesting something to be considered, accepted,
adopted, or done.
2. a plan or scheme proposed.
3. an offer of terms for a transaction, as in business.

28. Value
Value Proposition
• prop·o·si·tion
/ˌprɒpəˈzɪʃən/ Show Spelled[prop-uh-zish-uhn] Show IPA
noun
1. the act of offering or suggesting something to be considered, accepted,
adopted, or done.
2. a plan or scheme proposed.
3. an offer of terms for a transaction, as in business.
Still A Pitch

29. Actionable Definition of Value:

30. Actionable Definition of Value:
Those offerings that remove barriers, obstacles, or helps bridge GAPS
between where the buyer is now – and – their objectives!

34. How Do I Know What
Their Objectives Are ?

35. Client Life Cycle

37. Why People Buy
• If a buyer’s objective was to drill perfect ¼ inch holes, every time – no room
for a millimeter of error

38. Why People Buy

39. Why People Buy

40. Why People Buy

44. Connector

46. Increase # of
calls
Save fuel &
Inventory costs
Accelerate
receivables

47. Increase # of
calls
Save fuel &
Inventory costs
Accelerate
receivables
1 more call per
truck

48. Increase # of
calls
Save fuel &
Inventory costs
Accelerate
receivables
1 more call per
truck
Increased return
on assets
Green wash

49. Increase # of
calls
Save fuel &
Inventory costs
Accelerate
receivables
1 more call per
truck
Shorter
collection
periods
Increased return
on assets
Green wash

50. Connector
Increase # of
calls
Save fuel &
Inventory costs
Accelerate
receivables
1 more call per
truck
Tracks Assets &
Inventory control
Response time
On the spot
billing
Shorter
collection
periods
Increased return
on assets
Green wash

51. Connector

52. Connector

53. Connector

54. How Do I Know
Win – Lose – Draw
360o Deal Review

55. 360o Deal View
http://www.sellbetter.ca/salesforce

56. Key To Objectives
• How can you directly support their goals?
• Can you help resolve their biggest issue?
• Can you help them reduce risk?
• Can you add value to their services?
• Can you enhance their reputation?
• Can you reduce their cost of doing business?

57. Connector

60. I am curious Henry, how much of your
current revenue comes from Existing clients
vs. New clients?

61. I am curious Henry, how much of your
current revenue comes from Existing
clients vs. New clients?
About 88% Existing, 12% New.

62. I am curious Henry, how much of your current revenue
comes from Existing clients vs. New clients?
About 88% Existing, 12% New.
So Henry, if we looked at your 2014 plan,
what did you have there as your goal?

63. I am curious Henry, how much of your current revenue
comes from Existing clients vs. New clients?
About 88% Existing, 12% New.
So Henry, if I looked at your 2014 plan,
what did you have there as your goal?
Oh, I had planned 80% existing, 20% new

64. I am curious Henry, how much of your current revenue
comes from Existing clients vs. New clients?
About 88% Existing, 12% New.
So Henry, if I looked at your 2014 plan,
what did you have there as your goal?
Oh, I had planned 80% existing, 20% new
GAP

65. The Follow-through
Where they are now
How they measure the situation
Where they had planned or hoped to be
Establish and re-establish the Gap
Quantify the impact of addressing the Gap
Quantify the impact of inaction
Extrapolate over the course of ownership/benefit
GAP Selling
Not Optional!

66. Where they are now
How they measure the situation
Where they had planned or hoped to
be
Establish and re-establish the Gap
Quantify the impact of addressing
the Gap
Quantify the impact of inaction
Extrapolate over the course of
ownership/benefit
What do you attribute that to?
Too much time with their base
Call reluctance
Dependency on marketing
Don’t deal/manage objections well
If you were at plan, what would be
different?
Bigger market share
Reduced cost per sale
Increase in higher margin services
related revenues
Over all margins improved
What’s the downside if you continue to
miss?
What's the cost of not acting?
At your objective, what would be the
potential return?
And the average tenure of your reps?

67. Building A Better Question
Generic
• If we were sitting here a 18 months from now, and you were telling me that
the team had hit a grand slam, What would that look like?

68. Building A Better Question
Generic
• If we were sitting here a 18 months from now, and you were telling me that
the team had hit a grand slam, What would that look like?
• So Why aren’t we there now?

69. In Summary
• Objectives more powerful than Pain, Needs or Solutions
• Objectives Expand your Market and Opportunities
• Actionable Definition Of Value
• Know Why Things Happen the Way They Happen
• The Right Questions are Based on the RightAnswers

70. Time To Commit
Write Down Three Things You Will Put Into
Practice
When
1)
2)
3)
tibor.shanto@sellbetter.ca
http://www.sellbetter.ca/salesforce

71. Tibor Shanto
• #8 on Top 30 Social Salespeople in the World – forbes.com
• Top 50 Sales & Marketing Influencers for 2013 - Top Sales World
• Top 25 Sales Influencers for 2013 - OpenView Labs
• Top 50 Sales & Marketing Blogs 2012 - Top Sales World
• 25 Influential Leaders In Sales – 2012 Edition - InsideView
• 50 Most Influential People in Sales Lead Management - Sales
Lead Management Association, 2010
• 2010 Top 25 Sales Blogs - Top Sales World
• 2010 Top 50 Sales Blogs - Evan Carmichael

73. The Objective Seller
Questions?
Tibor Shanto
Principal
Renbor Sales Solution$ Inc.
(855) 25-SALES
Tibor.Shanto@SellBetter.ca
www.SellBetter.ca
www.SellBetter.ca/blog
twitter.com/TiborShanto
http://www.sellbetter.ca/salesforce