Ian Altman 0:00
We have that where people seem interested. And then they go silent, pretty common thing, right? Mike, I'm sure people never go through that.
Never, never except on days that begin with T.
Yeah. Tuesday, Thursday today, tomorrow.
Yeah, pretty much every day.
Ian Altman 0:17
Exactly. Or, as I like to say, it only happens on days that end in a Why? Yeah,
exactly. Exactly. Hey, and I do have a, I do have a scenario, Sheriff we have. Sure. And actually, this, I'll share one. But I think it's kind of a common theme on some of our larger client deals that we're trying to get closed, we seem to be getting stalled in the contract negotiation phase. Okay. And so, in fact, a couple of circumstances, you know, we've, I think we've done a really nice job of engaging with the client, creating a time an agreed upon timeline, in terms of when we're going to get milestones done, and when we're gonna end up signing a contract. But in a couple of these situations, we're getting stalled. And so part of it, I think, appears that there's, you know, they're trying to get a little bit more out of the deal for in terms of, you know, financial benefits towards them, or for them, okay. But also, I sense that in these two cases, it also might be that they're having trouble becoming 100%, comfortable in what they're doing. And both of these situations, these clients are doing something a little bit out of the ordinary as to what they've done before and engaging with us. So it's new to them. And I think there is a bit of a, a perceived risk on their part. So just just trying to think through, obviously, we're working through the T's and C's, and negotiating points, but I also think maybe we're missing something on the, you know, how do you get people comfortable blazing a new trail?
Ian Altman 2:10
Okay, so So there's a couple things I want to talk about. One is I want to talk about these specific scenarios as they exist today. And the second is how we can reduce the chance of this happening in the future. What percentage of the time on these big opportunities does this happen?
Probably more probably 50% of the time, we end up in these types of situations.
Ian Altman 2:31
So when so I'm gonna I'm gonna start with the kind of strategic side of it first, which is, if we know this is part of the process, then if we map out this client success roadmap, imagine if you were talking to your prospecting, you say, well, so here's the steps, and then it goes, and then it goes to the contracting phase. So gee, gee, Mr. Miss client, if Where do you think things get bogged down the most? And they're gonna say well, on their procurement and contracting side, okay, so what do you think some of the reasons are for that? And they'll say, well, because this person does this or that, okay, what can you and I do to streamline that, because oftentimes, we'll get to this point in the process, you and I say, Oh, this is going to be great for us. It's going to help grow our business, reduce our costs, create all these great things. And then the delay every day delays is costing you money, and opportunity. What can we do together to make sure it doesn't have now if you're doing that at the second meeting, in a long sales process, then you've already defined that up front. And when it gets to that place, you say, oh, here's what we agreed we're going to do when we get to this phase. If you wait till it comes up, and you say, Oh, no, procurement is slowing things down, or the contracts, people are slowing stuff down. They're like, Well, yeah, that's their job. That's what they do. Right? In fact, we change this guy's title to the Vice President of Business prevention, that's what he does. But But instead, so So first, we want to make sure that we those things that come up all the time, we want to proactively address them before they come up on our terms. Because when when it's so far away from their clients will agree to just about anything. Oh, yeah, when that comes up, we'll do this net, and I'll get involved and, and I'll do this and that perfect. And then it comes up and you've got a you've got a document you send them that summarizes it. Remember, you said if this happened, you jump in and do abmc. Yeah, it's that time. Right. That's today. And then now we give them something to go with on this opportunity. You know, you said, Well, I think right now they have someone certainty. I think sometimes it's best just to call out the elephant in the room and say, you know, what occurs to us that you're doing some things and what we're proposing is something that's a little bit different than what you've done in the past. And for some of our clients after the fact not during but after the fact they told us yeah, we were actually really worried that it might not work out but they didn't tell us and so if that if that's going on now, we know that can totally happen. What if any concerns do you have so that way as a team We can address those. And if something is a real risk, we should both know about it. Or if there's some things that we can do to make sure you don't have that uncertainty, we're happy to do that. But I think by calling it out directly and saying, look, we realize we're doing something that's a little bit different. And so that may give people a little bit of pause. How can we work together so that we know is that a real risk? Or have we got you covered?
Ian Altman 5:28
Thank you. Okay. Is that something that's usable?
It is, it is. And I like I like the notion of saying, Let's, let's put something in place that will address, you know, address if something does does go wrong.
Ian Altman 5:46
Because that idea of the client success roadmap is to map out all the steps with your client and say, so here's our first meeting all the way through confirming results At the end, and the actual contract is a few steps before then. Okay, so it's not about how do I get you from here to the sale? It's how do I get you to verifiable results? And then once we map that out, then we say, Okay, so this looks like the process that, that that's going to work for everybody. Yeah. What do you think the biggest bottlenecks will be? And oh, this person over here is a pain. Okay? So it we often find that's the case and sometimes we work collaboratively with them. Sometimes it gets almost confrontational. If it gets confrontational, how should together you and I address that? Oh, here's what we'll do, Mike, and they'll walk you through it. Mm hmm. It's pretty remarkable. Okay, good.