MODULE 4

Customer Success

LESSON 4.2b

How To Present Your New Messaging (F2F)

Using Your Message To Target New Customers

Now that you've made contact, it's time to demonstrate the value of your business and solution. Your approach should reinforce your initial message but be customised for each customer. 

This method is simpler than it seems and helps you lead and manage a successful conversation instead of letting the customer take charge – giving you the greatest opportunity to win this customer, at your price. 

START HERE

Last lesson, 2a, we reviewed the message we created for the Healthcare Industry, in the Performance module (Lesson 5) and then walked through the message itself and understanding who of the key personal we need to target or avoid. 

In the next lesson, we’ll look at how to target these people, what information you are going to give to them and whether you will invite them to an event you might run or target them directly for a face-to-face meeting.  

This lesson, 4b, we’ll assume you’ve been able to target a new customer, and they have accepted a meeting with you. Well done! 

But like our GTM message, we need to approach it with our solution value, not with products and a price. 

Many of the points listed could be specific discussion points that could be raised in your discussions. 

How To Start Your Conversation 

A typical conversation with start with introductions and then you can proceed. 

Depending on the audience size and initial feeling during the introduction, discussions may be formal or informal. 

If more formal, more likely when a group of people are present, you will want to reiterate the key GTM message, along the line of: 

Less informal, might be:  

or

In both instances, you want to get them to talk while you listen and respond. 

• They talk, you listen, asking open ended questions

• They talk, you listen, waiting to hear for a specific issue to dig into to

• They talk, you listen, digging in on the specific issue you’ve heard

• They talk, you listen, then expand on the issue – with closed questions

• They talk, you listen, then seek confirmation of understanding

• They talk, you listen, then confirm your solution to it 

This approach is important, as you want them to talk as much as possible, with you listening as much as possible… otherwise you are simply telling them what you think they want to hear, instead of getting it from the horse’s mouth.

Why Is It Important To Listen and NOT Talk? 

First, you’re not going to learn anything by talking.  

You want your mindset to be that you are there to interview them, not sell them something.  

And the more you sell solutions, and the more profitable you become, the more these meetings will become an interview; based on whether you want their business, rather than because you need their business. This put you in a strong position. 

Second, nobody likes to listen to someone talking about themselves.  

People like this are off putting, particularly when you are trying to sell something. You will come across like a used car salesperson… 

Third, their answers to your open and closed questions will subconsciously sell your product to them, you won’t need to do that yourself. It will be their idea to take you on and implement your solution! 

What Might A Conversation Go Like? 

The group / person you are speaking with brings up (obviously) that patient data is a huge problem for them. Let’s go down this rabbit hole… 

This is a great closed question to ask at this point – demanding for a YES or NO answer, and a question the customer probably want to answer, and you need them too.  

Awkward pause alert! 

Boom! Just what you want to hear! 

Again, another good, closed question and something that will be defining question to this conversation.  

If it’s a No, then document and chalk that one up for the good guys, and decide whether to continue asking another closed question or two,  

If it’s a Yes, then with their patient data, while important – isn’t their biggest concern, just an obvious one. At this point, you need to go back to the start and ask again. 

Based on the initial statement, you could potentially pivot to the auditing they mentioned or how they believe they are a target, and go from there.  

It’s amazing what titbits of information people give, when you ask, and then sit back and listen. 

Now About Those Awkward Pauses – Use Them! 

Finding information out may be harder with some people, than others. Sometimes the information is there, but people won’t want to offer it willingly. 

If / When this is the case, don’t be afraid of the awkward pause.  

Ask that question and wait for their responses, literally. Awkward pauses are just that – awkward for everyone, not just you! 

However, if your goal is to elicit a response, the awkwardness of the situation can cause them to become flustered and feel compelled to say something anything inadvertently. 

It's natural, but learning to embrace the awkward pause is crucial. The first person to break the silence loses control of the conversation, and you want to be in charge. 

It's also crucial to collect as much information, about every concern as possible – awkward or otherwise, so when price discussions arise, you have the information needed to counter attempts to undervalue your solution. 

The Pricing Discussion – The Elephant In The Room! 

Now, you’ve concluded the discussions and sent a proposal, pricing will now come to the forefront. However, the deal is not over the line just yet… 

To this point, value has got them to the table and value has them seeing you as their potential new provider.  

Therefore, don’t fall at the last hurdle and turn this value into a negotiable commodity – otherwise you defeat the purpose of differentiating yourself, in market and against your competitors. 

How Does Value Flip the Script on Price? 

Understanding value ensures you can approach pricing discussions with confidence.  

You’ve outlined you know what they need, they’ve confirmed with you that this is what they need, and but guess what, your price is what makes the magic happen! 

Let’s put this into context for the customer. 

State a handful of them, for effect, if needed:

If you can articulate a potential cost of a breach, then reiterate it here 

This isn’t anything other than being honest about the situation and making sure that the customer is clear of what you expect, and that you want them to be clear about what they expect also – and if that is price only, then at least you know what you are dealing with.  

Regardless, at this point - your price is the price you are expecting them to pay, and whatever you do, don’t go into bargaining mode.  

You will not offer the best price you can get, save that for a ‘reflective’ offer in a few days, and they will get a bargain by forcing you into a much lower price on the spot. 

It's another awkward pause moment, except they are in control, not you.   

If it gets to this, say nothing and be prepared to walk out of the room.  

Where Is The Discussion At? 

You are close, but there is some psychology at work you need to understand. 

• The customer excepts you to cave – not caving, gains you credibility. 

• The want your price, because what you offer is valuable.  

What happens from here is important… 

If you do ultimately win them, the die has been cast on your relationship… 

• They win on price; they will only ever deal with you on price.

• You win on value; then they will deal with you on value.  

The difference for your business is going to be substantial, not just to your bottom line. 

Pricing generally means difficult, time sucking customers and push back on everything. 

Value generally means the customer understands you are there to improve them and accept there is a relative cost for this in return. 

What Happens Next? 

The meeting will likely be at is natural conclusion at this juncture, therefore there are two things you can do.  

If you think value will ultimately get you over the line:

Or if you believe price is their only concern, and you need time, then:

With both approaches you aren’t compromising (again psychology at play), rather giving them or you an opportunity to think. 

What If Price Is A Barrier? 

Two things may have happened: you haven't demonstrated enough value, or the price was their main concern.  

Take time to consult key team members for their insights, as they might see the situation more clearly.  

Be transparent about your observations; everyone should understand how a customer was gained and the nature of that relationship.  

The outcome will be either compromising for the business's benefit or collectively deciding to hold firm, potentially walking away.  

There's no right or wrong choice, but your business can take the opportunity to win a new customer, on the terms you are ultimately happy with – not the customers. 

Next Lesson: 

We’ll look at a GTM Strategy and how you can target, attract and win new customers to your business through delivery of industry based round table events.