Ian Altman 0:00
We all get frustrated with these deals that linger on forever. And the key to this is getting back to the notion of the Same Side Quadrants, which is, people often say to me, well, how do we create urgency in our accounts? And you can't create urgency in your accounts, but you can help your clients become aware of something that's urgent. So that comes from when someone calls in asking about our products and services, that comes down to us asking, saying, okay, so that's the issue, you have which is the upper left quadrant, in the Same Side Quadrants. What happens if you don't solve that? What other things have you considered pursuing? If this doesn't work out, what alternatives do you have? How important is this compared to other things on your plate? And then what does success look like? So if we gave you, using the example that John and Amy presented early on, if you don't have this great booth, if you've got just what you had before, what does that likely mean for your sales at the event? And the person who's reaching out to you is probably going to say, oh, it could cost us a lot. Well, you couldn't quantify that, could you? I mean, how much in sales do you think you col actually lose just because of the booth? Oh, it could be huge because there are all these other people. We need to attract attention to our booth. Okay. So if you were wildly successful, and now we get to the results side, if you were wildly successful, what do you think will be the difference at your booth? Well, I could generate another $100,000 in sales. Okay. Well, now the beauty is that our sales cycle becomes a matter of us reaching out and saying, see, you mentioned that you'd have an extra $100,000 In sales, and you mentioned that you'd probably lose at least $50,000 in sales with your existing booth, not even counting that $100,000. So it's a $150,000 difference. How much do you guys actually believe those are the real numbers? And if the client really believes it, they're going to spend the money to solve it because if they actually believe that it will make that much of a difference, they'll spend ten grand to get 150. But it's about making sure that we get to that type of information. And then the lower right quadrant in the Same Side Quadrants is this idea of who else is impacted? Who else needs to be involved? Because oftentimes, we just don't have the right players involved. So in the case of John and Amy's example, it would be, so last time when you did something like this, who else did you include? And they might say, Oh, well, it was this person, this person, and that person. Really why those people? Well, this person's the marketing person. This is so and so. And our CFO always gets involved in this. Okay. What's the best way for us to include them in a way that's comfortable for you? So that way, we don't get blindsided by somebody who doesn't show up? So Hey, John, they didn't get back to you, did they?
Unknown 2:42
Yeah, he did. It's kind of perfect timing for what you're saying, too. I guess what we didn't do is get the business partner involved in this because he just said, thanks for following up. I've been crazy busy. My partner found a booth for us for a certain amount of money, so we bought it, so he went ahead and bought it on Monday. This past Monday. So I said, Okay, no problem. I'll see you at the shows. We're going to be at the show. I'll stop by and say hi. He said, Absolutely. I'm really looking forward to meeting you. That's the end of it.
Ian Altman 3:09
Okay. Okay. So, the good news is we came up with something and got a response in what was it? Five minutes? Something like that, John?
Unknown 3:21
Yeah, a few minutes.
Ian Altman 3:22
Yeah, a few minutes. Okay. So we've been trying to reach them for weeks, we crafted a little bit differently, and now we got a response in a few minutes. Our goal was to get to the truth. So even though we don't like that answer, because we would prefer they bought it from us, at least now, we're not going to waste time pursuing it. And the question that you could have from now is, look, if you know, if you still want to include something that's catchy from a graphic standpoint, you know, are the graphics going to captivate the people? Now you've got the booth. Is the design exactly what you hoped for? Or do you want to try and get something that's going to attract more people? And so, if he says, yeah, it's got everything we need. Great. I'll see you at the show. If he says, you know, actually, yeah, he got us this booth but, you know, it's not exactly what I would want, but it'll do, then you might have an opportunity to do some other stuff for them -- but just throwing that out there. But the idea is this idea of shortening the sales cycle so that fourth quadrant is something we often overlook, which is, well, who else is going to care about this? Who else is going to be part of this process? Not, who makes the decision? Because if we ask that, it's kind of, it's very adversarial. It's like saying, So John, no one would possibly entrust you to make this decision. Right? So who is the decision-maker? So we can't ask that question. But we can say, so who else would you probably include in this? Who else is input would be really valuable for us to have in this process? And the reality is that they were probably thinking, oh, well, what you guys were offering was more expensive than we wanted to buy, so instead of coming back to you and saying, hey, what can we do at a lower price point, they just went bought probably a secondhand booth online or something like that.
Unknown 5:04
We'll find out.
Ian Altman 5:06
Yeah. So, but that that gives you some idea. I'm just, I'm thankful that either they got back to you and you shared that or that you made it up and made me look good that we gave you something they got a quick response -- either way. I'm good.
Unknown 5:21
He actually got back to me. I can guarantee that.
Ian Altman 5:23
Yeah. Awesome. Cool. So.
Unknown 5:26
Thank you.
Amy 5:26
I have a picture of the text. It's proof.
Ian Altman 5:29
Perfect.
Unknown Speaker 5:33
Yeah, when you were saying find out who else is involved, apparently the business partner was the one that just did it.
Ian Altman 5:38
Yeah. So, and that stuff happens, and it happens because, and here's the scary part. Oftentimes what'll happen is the person who reaches out to us, it could be the CEO and our thought process because old school was this notion of who's the, quote, decision-maker. So the CEO reaches out, and we're like, well, I'm talking to the CEO, so I don't need to include anybody else. But nowadays, especially, very rarely do people make unilateral decisions without consulting their team. So if you say, when you've done booths in the past, who typically gets involved. He probably would have said, well, me, my business partner, this person, that person. Okay, great. And when you, when in the past when you've spent, let's say the booth was $20,000, but I don't know what it was, but let's say it was 20 grand. In the past, when you spent 20 grand, is that something that you usually included other people in that discussion? Yeah, you know, I'd probably talked to my business partner about it. Okay, what's the best way for us to include them in this conversation? And now, we might have had a conversation with them, and you know, obviously, this would have happened weeks ago, and then it might have decreased the chances of just going out and getting something else. What I always say is that when we lose a deal one of two things can happen. We can either lose the deal, and be upset about it, or we can lose the deal, and I've learned something in the process. I would just assume that we learned something in the process. So we want to make sure that we're going through that step and thinking about, okay, what can we learn from that deal that'll help us on future deals. And part of it is including, making sure we include other people, and part of it as being a little bit skeptical when we get those people who say, oh, yeah, we're dying to do this deal. We need to get a booth right away. We do all this work, and then it goes silent, mostly because we're not taking those extra steps to get the additional qualifying information upfront.
Transcribed by https://otter.ai
Ian Altman 0:00
We all get frustrated with these deals that linger on forever. And the key to this is getting back to the notion of the Same Side Quadrants, which is, people often say to me, well, how do we create urgency in our accounts? And you can't create urgency in your accounts, but you can help your clients become aware of something that's urgent. So that comes from when someone calls in asking about our products and services, that comes down to us asking, saying, okay, so that's the issue, you have which is the upper left quadrant, in the Same Side Quadrants. What happens if you don't solve that? What other things have you considered pursuing? If this doesn't work out, what alternatives do you have? How important is this compared to other things on your plate? And then what does success look like? So if we gave you, using the example that John and Amy presented early on, if you don't have this great booth, if you've got just what you had before, what does that likely mean for your sales at the event? And the person who's reaching out to you is probably going to say, oh, it could cost us a lot. Well, you couldn't quantify that, could you? I mean, how much in sales do you think you col actually lose just because of the booth? Oh, it could be huge because there are all these other people. We need to attract attention to our booth. Okay. So if you were wildly successful, and now we get to the results side, if you were wildly successful, what do you think will be the difference at your booth? Well, I could generate another $100,000 in sales. Okay. Well, now the beauty is that our sales cycle becomes a matter of us reaching out and saying, see, you mentioned that you'd have an extra $100,000 In sales, and you mentioned that you'd probably lose at least $50,000 in sales with your existing booth, not even counting that $100,000. So it's a $150,000 difference. How much do you guys actually believe those are the real numbers? And if the client really believes it, they're going to spend the money to solve it because if they actually believe that it will make that much of a difference, they'll spend ten grand to get 150. But it's about making sure that we get to that type of information. And then the lower right quadrant in the Same Side Quadrants is this idea of who else is impacted? Who else needs to be involved? Because oftentimes, we just don't have the right players involved. So in the case of John and Amy's example, it would be, so last time when you did something like this, who else did you include? And they might say, Oh, well, it was this person, this person, and that person. Really why those people? Well, this person's the marketing person. This is so and so. And our CFO always gets involved in this. Okay. What's the best way for us to include them in a way that's comfortable for you? So that way, we don't get blindsided by somebody who doesn't show up? So Hey, John, they didn't get back to you, did they?
Unknown 2:42
Yeah, he did. It's kind of perfect timing for what you're saying, too. I guess what we didn't do is get the business partner involved in this because he just said, thanks for following up. I've been crazy busy. My partner found a booth for us for a certain amount of money, so we bought it, so he went ahead and bought it on Monday. This past Monday. So I said, Okay, no problem. I'll see you at the shows. We're going to be at the show. I'll stop by and say hi. He said, Absolutely. I'm really looking forward to meeting you. That's the end of it.
Ian Altman 3:09
Okay. Okay. So, the good news is we came up with something and got a response in what was it? Five minutes? Something like that, John?
Unknown 3:21
Yeah, a few minutes.
Ian Altman 3:22
Yeah, a few minutes. Okay. So we've been trying to reach them for weeks, we crafted a little bit differently, and now we got a response in a few minutes. Our goal was to get to the truth. So even though we don't like that answer, because we would prefer they bought it from us, at least now, we're not going to waste time pursuing it. And the question that you could have from now is, look, if you know, if you still want to include something that's catchy from a graphic standpoint, you know, are the graphics going to captivate the people? Now you've got the booth. Is the design exactly what you hoped for? Or do you want to try and get something that's going to attract more people? And so, if he says, yeah, it's got everything we need. Great. I'll see you at the show. If he says, you know, actually, yeah, he got us this booth but, you know, it's not exactly what I would want, but it'll do, then you might have an opportunity to do some other stuff for them -- but just throwing that out there. But the idea is this idea of shortening the sales cycle so that fourth quadrant is something we often overlook, which is, well, who else is going to care about this? Who else is going to be part of this process? Not, who makes the decision? Because if we ask that, it's kind of, it's very adversarial. It's like saying, So John, no one would possibly entrust you to make this decision. Right? So who is the decision-maker? So we can't ask that question. But we can say, so who else would you probably include in this? Who else is input would be really valuable for us to have in this process? And the reality is that they were probably thinking, oh, well, what you guys were offering was more expensive than we wanted to buy, so instead of coming back to you and saying, hey, what can we do at a lower price point, they just went bought probably a secondhand booth online or something like that.
Unknown 5:04
We'll find out.
Ian Altman 5:06
Yeah. So, but that that gives you some idea. I'm just, I'm thankful that either they got back to you and you shared that or that you made it up and made me look good that we gave you something they got a quick response -- either way. I'm good.
Unknown 5:21
He actually got back to me. I can guarantee that.
Ian Altman 5:23
Yeah. Awesome. Cool. So.
Unknown 5:26
Thank you.
Amy 5:26
I have a picture of the text. It's proof.
Ian Altman 5:29
Perfect.
Unknown Speaker 5:33
Yeah, when you were saying find out who else is involved, apparently the business partner was the one that just did it.
Ian Altman 5:38
Yeah. So, and that stuff happens, and it happens because, and here's the scary part. Oftentimes what'll happen is the person who reaches out to us, it could be the CEO and our thought process because old school was this notion of who's the, quote, decision-maker. So the CEO reaches out, and we're like, well, I'm talking to the CEO, so I don't need to include anybody else. But nowadays, especially, very rarely do people make unilateral decisions without consulting their team. So if you say, when you've done booths in the past, who typically gets involved. He probably would have said, well, me, my business partner, this person, that person. Okay, great. And when you, when in the past when you've spent, let's say the booth was $20,000, but I don't know what it was, but let's say it was 20 grand. In the past, when you spent 20 grand, is that something that you usually included other people in that discussion? Yeah, you know, I'd probably talked to my business partner about it. Okay, what's the best way for us to include them in this conversation? And now, we might have had a conversation with them, and you know, obviously, this would have happened weeks ago, and then it might have decreased the chances of just going out and getting something else. What I always say is that when we lose a deal one of two things can happen. We can either lose the deal, and be upset about it, or we can lose the deal, and I've learned something in the process. I would just assume that we learned something in the process. So we want to make sure that we're going through that step and thinking about, okay, what can we learn from that deal that'll help us on future deals. And part of it is including, making sure we include other people, and part of it as being a little bit skeptical when we get those people who say, oh, yeah, we're dying to do this deal. We need to get a booth right away. We do all this work, and then it goes silent, mostly because we're not taking those extra steps to get the additional qualifying information upfront.
Transcribed by https://otter.ai
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