Are You A Bumper Sticker Marketer?

Bumper Sticker Marketing

I was speaking with a CFO this week about his organization’s content marketing strategies and the role of social media, as his impressions of Social Media in marketing was that it has little to no business impact.

He cited some Gallup statistics from a recent Wall Street Journal article as proof points for his belief that it’s not all that it is cracked up to be:

    • 94% use Social Media to connect with friends and family Tweet: 94% of people use Social Media to connect with friends and family | http://ctt.ec/3t0F5+ | #marketing #socialmedia #content
    • 62% say Social Media had no influence on their buying decisions Tweet: 62% say Social Media had no influence on their buying decisions | http://ctt.ec/Vu4ca+ | #marketing #socialmedia #content
    • 30% say Social Media had some influence on their buying decisions Tweet: 30% say Social Media had some influence on their buying decisions | http://ctt.ec/ai4oc+ | #marketing #socialmedia #content
    • Brands reached only 6.5% of their fans with Facebook posts in March Tweet: Brands reach only 6.5% of their fans with Facebook posts | http://ctt.ec/3BUYt+ | #marketing #socialmedia #content

Are the numbers wrong? I don’t think so. At a glance, many might be quick to agree with this CFO, that Social Media is ineffective with regard to having direct business impact. Perhaps there is a different explanation for the numbers.

The Problem isn’t Social Media…

Simply looking at the first statistic cited above starts to hint at the problem when we consider why 94% of people [not consumers], use social media.

If 94% of people use Social Media to connect with family and friends, are marketers using Social consistent with people’s usage?

Both, Marketing and Sales have been guilty of looking at these huge pools of people in social arenas as prospects, and leading with their products and/or solutions in highly intrusive and interruptive ways. This problem isn’t limited just to Social Media.

Bumper Sticker Marketing

When we look at our content marketing strategy as a whole (inclusive of print, online, mobile, social, etc.), we have a specific ‘end’ in mind – drive a profitable customer action. But too often, we start with our own end in mind…“drive a profitable customer action”…rather than starting with your target audience’s end in mind.

I call this bumper sticker marketing. Similar to the picture above, we shout our own point of view, trying to call attention to ourselves, our products, solutions, etc., irrespective of what the end-user really wants or needs.

Furthermore, similar to bumper stickers, our marketing too often is a one way “push” message, that fails to truly engage with others. As a result, Marketers fall into the trap of heeding partial advice from content strategists, by delivering content more frequently and consistently. Frequency and consistency is the easy part.

The more difficult [but responsible] purpose of content marketing, according to Joe Pulizzi, is described as follows:

Content marketing’s purpose is to attract and retain customers by consistently creating and curating relevant and valuable content with the intention of changing or enhancing consumer behavior.

A few key words to pay attention to in his description are, relevant, valuable,  and changing or enhancing…behavior.

Food for Thought…

When was the last time you read a bumper sticker and subsequently changed your behaviors or beliefs as a result of reading the sticker? For example, when you see the mini-van proclaiming, “My child is an Honor Student,” do you believe your child is inferior? Of course not. Similarly, do bumper-stickers change your:

      • Political affiliations or votes?
      • Religious beliefs?
      • Moral convictions?

Probably not. That said, how might this apply to your own marketing approach? Are you trying to change someone’s beliefs or behaviors through one-way marketing?

We ALL are susceptible to being a bumper sticker marketer, unless we are intentional in determining who we are bringing value to in our marketing. Change your aim to change your results.

For more articles on similar topics, feel free to follow me on Twitter 


Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Challenger Marketing: TaylorMade

Following is an excellent Challenger marketing example from TaylorMade, that takes the conventional wisdom and turns it on its head. Of course, this is requisite for disrupting the status quo.

I’d be remiss in not calling out Corporate Visions who first brought this example to my attention in their post titled A story “TaylorMade” to win.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

3-Second Rule for Customer Insights

3-Second Rule for Customer InsightI am going to take a guess here that if you are reading this post, your reason falls into one of two groups. The first group believes that no meaningful customer insights can come within 3-seconds, and you are reading to confirm your belief. The second group is hoping against all odds that insights truly can be gleaned that quickly.

The 3-Second Rule for Insights

When speaking with your current customers, ask them this simple question…

“What are you doing three seconds before using our product?”

The answers you receive may be quite different from what you expected. What I have found over the years is that this very question gives specific insights into the circumstances that customers find themselves in when preparing to use a product, service or solution. As I would continue to ask the question of a variety of different customers across a variety of industries, similar patterns began to emerge. Let me share a few examples.

Example 1: Computer Accessory Company

In working with one organization that made computer accessories, one of their products was a Presentation Remote. I conducted a number of in field interviews and focus groups, and one of the most common responses to the ’3-second’ question was that they were looking for their flash drive with the presentation and loading it onto the laptop, then ejecting the drive to replace with the dongle for the presentation remote.

The result not only led to a better understanding of how customers used their products, but it also resulted in a whole new product that turned the presentation remote dongle into a flash drive as well. The perceived value was huge, and subsequently led to further points of separation in the marketplace.

Example 2: Curriculum Resources

Once again, applying the same process with another organization that creates Sunday School curriculum, I was leading a workshop at a national event and asked the ’3-second’ question to a room full of teachers and leaders. A pattern emerged in that one of the most common activities they do right before using Sunday School curriculum is to scramble to the supply closet to gather all the supplies necessary for the lesson.

This is a distraction from what they are supposed to be focused on…and with distractions, comes opportunity. Once again, I was able to gain valuable insight into the circumstances customers find themselves in when using the company’s products. These customer insights are what led to the creation of a Curriculum that includes everything they need “in the box.” The marketing reinforced this message and drove the point home by saying that, “The only you need to prepare is your heart.”

Summary

When you understand the nuances of the circumstances in which your customers are dealing day in and day out, you will find that you have increased your credibility when speaking with prospects.

For the aspiring Challenger Sale rep, if you are going to have any chance at getting prospects to think in new ways about their status quo (i.e., Reframe), establishing credibility (i.e., Warmer) is critical. Without credibility, even the most brilliant Reframe will be dismissed as quickly as your introduction was.

Give it a try, and keep sharing your results with me, whether in comments below or via email.

What have you got to lose? You can’t learn any less!

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Challenger Tip: The Problem with “Good Fit”

Good fit, bad fashionRon, a colleague of mine, is often counseling his sales team away from using the expression ‘good fit’ when working with prospects. His point merits repeating.

Ron’s counsel usually starts with, “Just because something ‘fits’ well, doesn’t mean it looks good or is something you should wear.”

One look at the picture to the left brings that point home, doesn’t it?

We as a society have become very accustomed to using the expression “good fit,” whether we are talking with prospects, or considering candidates for a position.

The Problem with “Good Fit”

Addressing this simply from a sales perspective, when we talk with customers or prospects in the same manner, by default, we are opening up the possibilities…and subsequently the defining criteria, to include any product or solution that also ‘fits.’ Why would we do that to ourselves? Why broaden the selection of possible suppliers to any and all that might ‘fit?’

For those that know me, you know I am a fan of CEB and their Challenger principles. One particular aspect that they continue to drive home is the necessity of delivering Commercial Insight.

In short, they speak of the progression of what is communicated. On one end is General Information, or noise that gets tuned out, and on the other end is Commercial Insight.

By definition, Commercial Insight not only disrupts [or Reframes] the prospects view of their business by juxtaposing the cost of current behavior against the potential of an alternate action, but simultaneously leads the prospect exclusively back to the supplier.

A New Way

Reps believe they have done well to truly uncover pain and save their solution to the end of the discussion. Indeed, they are doing better than many of their peers according to the statistics, but this can all fall apart if they fail to uncover the problems they are uniquely able to solve, and exclusively able to do better than any other supplier.

The link to my post on “Where are you leading?” will aid in the steps you can take to resolve this. But let’s all agree to avoid aiming for “fit.”

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Challenger Tip: Where are you leading?

Challenger Sale Principle: “Lead TO, not WITH your solution”

Pushing ProductI have the honor of talking with sales reps from all over the world who have taken a keen interest in becoming Challengers. A common issue that reps often bring up is their inclination to bring product or solution into the discussion too early.

The typical problem is that reps ask questions about prospect’s business, circumstance, pain, etc. Their asking questions isn’t necessarily the problem. Their problems ensue when they ask aimless questions hoping to pick up on keywords that their product or solutions solve, then they jump right into solution.

Two prominent problems ensue:

  1. Solution Fatigue – Prospects wear out from seemingly endless and aimless questioning
  2. Unripened Prospects – Without getting to the root, the prospect isn’t ripened to hear about change

A New Way

In order to avoid the two aforementioned problems, establish in advance where you aim to lead the call or meeting. Your questions should intentionally aim toward uncovering the problems your solution uniquely solves. As you begin to uncover the pain points, don’t transition to solution yet as you are likely at surface pain…where the problems are still merely intellectual for prospects, not emotive.

Following are three questions CEB uses for message development that will help you determine questions to ask that lead TO your solution, not WITH your solution:

  1. What are the typical prospect’s problems and how are they currently solving?
  2. What do you know about their problems that they don’t?
  3. Considering what you know, what should they be doing differently?

Understanding the answers to these questions is critical in determining where you are leading your next prospecting call.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Is ‘Status Quo’ Perception or Reality?

Disrupting Status Quosta•tus quo

/ˈstātəs ˈkwō/ - Noun: The existing state of affairs, esp. regarding social or political issues: “they have a vested interest in maintaining the status quo”

“Status Quo” – The condition we all are describing these days. Whether talking about sales, marketing, innovation or strategy, our aim is always the same…to “disrupt the status quo.” But, this is commonly misunderstood.

While my aim for this post will center around salespeople disrupting the customer’s status quo, I believe you will find this relevant in all of its uses.

The Current Use and Understanding

Many of us in the Sales and Marketing community refer to ‘Status Quo’ quite frequently, and I would argue rightfully so. In fact, two of the foremost thought-leaders in this area, from my perspective, are Corporate Visions and CEB as their research and descriptions of the conditions and need for change are quite compelling.

When we talk and read about the status quo as our biggest competitor in the context of customers, we can misunderstand what is really meant. There is a tendency to infer that the customer has two choices – stay the same or change. I would like to reframe how we view status quo, and more importantly how we help prospects understand there is no such thing as staying the same.

A New Understanding

To properly understand Status Quo, let’s reorient back to the original Latin definition – “An existing state of affairs.” What this is speaking of is a condition at a particular point in time. In other words, there are literally hundreds of thousands of things that took their course to lead a customer, prospect, business, etc. to the point where they are now…at this point in time. This all has led to an “existing state of affairs.”

Where this tends to be misunderstood, whether by the sales rep or the prospect, is to treat the status quo as a condition that will likely stay the same unless acted upon. This is a wrong understanding. In fact, the image I used above has it exactly right…Status Quo has a downward trajectory, but is most certainly not level.

Consider it from a financial reporting perspective. If you were looking at a P/L statement or Balance Sheet, you would have a snapshot of your business at ‘a particular point in time,’ which describes the existing state of affairs. While there could certainly be some predictive qualities inferred from either of those financial reports, it does not guarantee that doing things the same way will produce the same results.

On a side note, this is one of the  biggest problems I encounter when working with businesses whose growth has stagnated or declined. They tend to look back to more lucrative times and conditions and subsequently try to repeat what they had once done. This doesn’t work unless all of the other variables that were existent at the time years ago are exactly the same today. As you can imagine, this is rarely the case.

Don’t confuse what I am saying with companies that return to the fundamentals. Returning to fundamentals is often a good thing for organizations…provided their fundamentals were appropriate in the first place. I am referring more to organizations that try to recreate their past like the ‘no-longer popular’ college student that desperately tries to recreate his high-school glory days.

A Different Kind of Conversation with Prospects

With the perspective of financial reports not being a guarantee of future results, consider changing your perspective on what you are truly trying to “disrupt” when talking with prospects who are afraid to change.

Their perspective is most often one in which they believe what they are doing today is known and has some predictability that will lead to predictable results. Your conversations should help them understand that if they are not currently leading to improvements they were hoping and expecting to see, things will only get worse. You already know that if they are entertaining a conversation with you, that they are not seeing the results they had hoped for. Your proof points should be inserted at this point in your conversational choreography to bring the point home.

In Summary

If you are struggling to disrupt the prospect’s status quo, it most likely due to your failure to help them see the consequences of not changing, and leaving the prospect with the impression that what they are doing today will still work going forward. Tim Riesterer, Chief Strategy and Marketing Officer at Corporate Visions, often shares the following comments based on CEB’s research conducted with 5,000 buyers and decision makers that speak with salespeople:

86% of buyers said that the rep’s message, what they communicated in a meeting or phone call, had NO commercial impact whatsoever to them. In essence, they came away with the belief that what they are currently doing right now, the Status Quo, is okay and they themselves are okay. How do they know? The Sales Reps led them to believe that was the case because there was nothing to suggest otherwise in their communication.

When you speak with prospects, does your communication suggest any reason for change?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

6 Causes for Marketing Misses

Marketing missed target marketing

Are you finding that hitting your target market is increasingly more difficult? Especially in the age where so many aspects of marketing are changing and evolving such as content management strategies, SEO and social media.

Marketing is playing an increasingly critical role in organizations these days for a variety of reasons, one of which, as Sirius Decisions describes is that “67% of the buyer’s journey is now done digitally.”

This puts even more pressure for marketers to be well-branded and ever-present in the places where prospects are looking, then the top choice when they click thru.

Now sales is even being encouraged, appropriately so, to engage in more top of funnel (ToFu) activities in the form of micro-marketing due to this very same phenomena with the buyer’s digital journey.

As if navigating these new times wasn’t difficult enough, CMOs must be also able to demonstrate tangible, positive returns on their marketing efforts. That alone is enough to send some CMOs over the edge.

While these challenges are certainly real and legitimate, there are some more basic areas of marketing that are falling short, perhaps due to the reasons aforementioned. It’s understandable for marketers with tight budgets to cut some corners while navigating new areas like Social Media…but it is certainly not acceptable. The consequences can be quite substantial.

Therefore, let’s look at six filters that marketing tends to overlook or ignore in its marketing efforts when pressures on their time and budget mount:

6 Overlooked Causes of Marketing Misses

Regardless of your marketing vehicle, whether direct mail, email, web or other, grab a recent campaign piece and evaluate according to the following six filters or litmus tests:

  1. Clarity Test. Your marketing piece should be clearly targeted at a specific segment or customer as time pressed marketers can fall into the trap of generalizing who the marketing is aimed at versus narrowing the focus (e.g., IT versus System Administrators). Test: Can any person readily identify the intended audience of your marketing?
  2. Resonance Test. Your marketing piece will resonate more with customers when it identifies their pain points and quantifies the risk of not solving the problem or pain points. Test: Will the customer know after reading your marketing piece, the risk or cost of their inaction?
  3. Differentiation Test. The marketing piece should tap into the customer’s felt pain points by focusing on benefits or outcomes, not product features, and lead uniquely to your own solution. Test: If your logo were removed from the marketing, would the solution still point distinctly to your organization?
  4. Insight Test. Engaging marketing should grab the reader’s attention with an insight about their industry, category or business. Test: Does the marketing piece provide an insight and if so, is the insight one which could only be obtained by your experience working with many other customers like the target of your marketing?
  5. Teaching Test. Whether email, direct mail or other, the best marketing exposes or teaches the customer something about their business that they didn’t understand or had underestimated before, thus leading them to your solution. Test: Can you clearly identify the teaching point in your marketing piece? More importantly, can your customer?
  6. Advocate Test. Finally, one overlooked area of marketing is that in an era where more buying is done by committee or consensus, the marketing piece should easily enable the advocate to share internally. Test: Does your marketing evoke a desire to share with internal influencers and decision makers without explanation?

Failing in any one of these areas will have some level of impact to your marketing effectiveness. Failing across two or more of these areas will guarantee suboptimal returns.

Time and budget constraints are real for most marketers. What many fail to realize is that the shortcuts taken to get marketing out more quickly without applying these filters and tests to the piece first, has a compounding effect on marketer’s time and budgets. The ineffectiveness of any campaign requires more to be done to make up for what the last campaign failed to produce.

Conversely, putting these six filters to every one of your marketing campaigns will take major steps towards your marketing effectiveness. Greater effectiveness leads to less pressure on time and marketing spend.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Case Study: Is the Problem Marketing or the Marketer?

Lead Generation and Lead QualificationThe Phone Call…

“Am I going crazy?” Having just answered the phone, I had no idea who was calling and asking such a question of me. I responded with a courteous, but cautious chuckle saying, “Well…I think I’ll need a little more to go on. With whom am I speaking?”

She paused, told me who it was, laughed rather distractedly, then proceeded to dive right into describing her dilemma from today’s meeting with the Marketing Director from her “problem division.” She is the Sales Director of a firm in which I knew a bit about, particularly with the company’s background and this particular division’s struggle.

In summary, sales were strong across all of her other divisions and lines, each of which had their own marketing leader, while she led the Sales across all divisions. Things were great, that is for all but this one division. Sales continued to decline year over year and had high lead dependency from Marketing, thus her concerns.

The Rest of Her Story…

The sales model is B2B with an outbound sales team that sells consumer products ranging from $200 – $1,000. As described earlier, they are highly dependent upon Marketing to deliver leads.

The Division Head and Marketing Director were both new to this division in 2011 and had stepped in with a new, radical, $1M cost-reduction strategy for marketing. The new marketing mantra became for the next two years, “Less Quantity, More Quality!”

This strategy resulted in lead reduction of 60% in 2011 compared to 2010. In 2012, the leads dropped another 40% from 2011. Not surprisingly, sales had correspondingly declined steeply, more so than any other recent period. While sales did have a dramatic decline, it was nowhere near the rate of decline for the lead volume.

The Sales leader saw neither quantity nor quality from marketing, and as she describes it, the numbers supported her version of the story. Despite the numbers, the Marketing Leader and Division Head remained committed to defending their original strategy a year and a half into it with major revenue losses, and subsequently showed no openness to a different, or better strategy.

Towards the end of 2012, she managed to get a commitment from Marketing for substantially more qualified leads in 2013, although to the Marketer, ‘qualified’ apparently meant email, number and “Request for literature.”

Additionally, the Marketer’s commitment was simply to an aggregate number of leads on a monthly basis, but not by geography, firmographic, demographic, product type or other. His tactic? Email marketing….it’s part of the ‘cost-reduction’ plan.

Today, prior to the call and after her meeting with the marketing team, she made her plea for more qualified leads as the current lead quantity left her outbound team with capacity in excess of 60% going into their largest quarter of the year.

After her meeting, she shared that in addition to the quantity of leads being a third of what they needed, 80% of them were for two of  their 10 product lines. This meant that they had on average  a half-lead per rep to call on each day for the remaining products….not enough to meet the sales plan.

“A Lead is a Lead is a Lead!”

Through frustration, the Marketer responded to her plea for more balanced and qualified leads with saying, “A lead is a lead is a lead. We know that regardless of what product type we market, more than half of the prospects will want something different anyway. We could collect leads on just one of our products and it wouldn’t matter. All that matters is that you have leads of any type, then your team can determine what they really need.”

Again, the sales exec says to me…this time through tears…“Am I going crazy? Do I have my expectations set too high? Is it unreasonable to ask marketing to know the customer well enough to hit who they’re aiming at? Maybe I am the problem. I don’t feel like I am but it just seems like we need to change our approach to marketing.”

I responded, “Being crazy and unreasonable is not your problem, although your 2-year tolerance may be a part of the problem. It sounds to me like there is a much larger issue at play here…”

Change the Marketing, or the Marketer?

I speak with people in Sales and Marketing roles from all over the country. From executives to analysts to reps. Lead generation and qualification is by far, one of the most common frustrations I hear.

No matter who I am working with or from what field, I am pretty quick to keep the responsibility and accountability with each respective group I am working with. Most companies needing my help typically don’t have their respective ‘houses in order.’ Therefore, I keep Sales concentrated on their own responsibilities and Marketing, theirs so I don’t create an all out Game of Thrones. I work with the executive leadership on cross-departmental improvements before circling back to the departments.

For these reasons, offering up an anecdotal recommendation to this Sales executive to “change the Marketer” after merely an hour-long conversation would be ill-advised, no matter how apropos that may seem. There is always more to the story, especially when it comes to Sales and Marketing alignment.

What Advise Would You Give?

Given the very limited facts we all have here, what advice would you give and to whom would you target your comments? The Marketing Director? The Sales Director? The Division Head? Who would you love to spend 15 minutes with and what would you tell them?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Sales: Those that can’t close, can’t open

Prospecting Sales CallEver get bad advice? I read a post this morning that struck me as such as it advised 3 Questions Sales People Should Ask Every Prospect. The three questions [taken from a longer 'disqualification checklist' of questions] recommended asking the following questions of every prospect:

1. What is your biggest [YOUR INDUSTRY] related challenge?
2. Why is what you’re doing now not working?
3. How do you go about making a decision like this?

In my post a couple of months ago, Are Your Questions Killing the Sale, I addressed the problem of exploratory questions like the first question suggested above.

In this post, I would like not only to implore sales reps to avoid squandering opportunities with prospects through exploratory questioning, but also provide compelling stats on the need to get the message right — from the opening question, through the closing of the sale.

Do you have the right starting point?

CEB had done a survey among 5,000 executives and decision makers that deal with sales reps, in which 86% of them indicated that the sales rep’s message had no commercial impact whatsoever to them.

86% of executives/decision makers believe sales rep’s messages have no commercial impact!

According to Tim Riesterer, Chief Strategy & Marketing Officer for Corporate Visions, he describes the buyers as coming away from conversations with reps believing that what they are currently doing right now…the Status Quo…is okay and they themselves are okay. How do they know? The Sales Reps led them to believe that was the case because there was nothing to suggest otherwise in their communication.

Sirius Decisions had similarly shocking results from their PMM Survey suggesting that the biggest inhibitor to achieving quota was the rep’s inability to communicate messages of value. Not surprisingly, what we communicate and how, is of great import to our results.

Yet, so many take the approach of winging it with prospects, and exploring their way through the sale.

3 Steps to Approaching Prospects Differently:

  1. Know your prospects and know your story. Don’t call indiscriminately looking for any customer that may or may not fit your solution. Be specific and call those whose story you know and that you can help based on prior experience. Have a solid understanding of the issues those similar to them are facing in their industry
  2. Establish credibility quickly. If you have the right story and the right prospect, you will be able to demonstrate understanding of the typical issues those in their industry face. After stating your purpose for the call, open with a statement that summarizes the business issues affecting their industry.
  3. Validate with the prospect. Successful selling is not a monologue, but rather a well-choreographed conversation. Therefore, rather than assuming everybody has the same problem and moving on without them, follow your statement with a question to validate if they are experiencing any of the same issues you just described.

Putting the three steps together, the opening of your call with a prospect sounds something like the following:

“We work with businesses similar to yours from all over the country and have found that each commonly face one of three business issues, given the [current condition]. Their most common issues tend to be [X], [Y], or [Z]. Is your business currently facing any of these same problems?”

If you have a solid understanding of the typical issues similar businesses are experiencing, not only will you get quick confirmation, but often times they say they are struggling with most or all three areas. This allows you to start walking down the path to lead them to the center of their own story.

Even if they mention a different problem, you are still on a better path to zero in on their issues and create complete unrest with their status quo.

If they are not struggling with any of the issues you described in your opening, then you either have the wrong story, the wrong prospect, or both. Go back to step 1 and dedicate the time up front to get this right as you likely circumvented the full process and have just cost yourself a prospect and your credibility.

On the other hand, if you dedicate appropriate time to these first 3 steps of opening with credibility and delivering a message of value, you will see immediate improvement in your close ratios.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

A Metaphor for The Challenger Sale

Reframe HooksIn my post, Challenger: Reframing the Reframe, I spoke of the common struggles many organizations are having with the Reframe that are implementing The Challenger Sale.

The aim of this post is to provide a picture of how the Reframe functions and the role it plays within the context of Commercial Teaching and Commercial Insight.

While I hate the negative connotations that can be associated with ‘sales’ and ‘lures,’ I saw some constructive applications that may help to make the point. So let’s all agree up front, that none of us are intending the imagery to be derogatory towards customers nor the way responsible Sales professionals behave.

The Role of the Reframe
The authors of The Challenger Sale make reference to the Reframe as being the “Headline” of the insight. The goal, of course, is to attract the customer’s attention and ‘set the hook’ with an unexpected viewpoint (insight), thus the imagery of the lure.

It is at this point where the differences between Insight and Reframe can be confused as many would define the lure as the Reframe. It may help to recognize that Reframe is a verb, not a noun, but let’s define this further in the metaphorical sense. Keep in mind that no metaphor is perfect, though I hope we can have some fun with this.

A Picture of the Challenger Sale
To help get a clearer picture of how the Challenger Choreography functions with respect to Commercial Teaching, Commercial Insight and The Reframe, following are definitions and descriptions cast within the context of a fishing metaphor.

  • Lure = The Warmer: It appears attractive and familiar; Operates within and relates to the customers world
  • Hook = Commercial Insight: A part of the lure, tailored to the customer; Creates discomfort with status quo
  • Setting the hook = The Reframe: The customer is hooked unexpectedly, compelled to go a different direction
  • Line = Rational Drowning: The fishing line, or business case, ties the insight to the customer’s story
  • Reel = Emotional Impact: The reel is symbolic for drawing the customer into the center of their own story
  • Pole = Commercial Teaching: The fishermen uses a pole to skillfully deliver insight at the right place and time
  • Flex = Constructive Tension: Pole flex represents tension when drawing customers to the center of their story

The Metaphor in Action
So now that we have definitions set, here is how this looks in action.

You, the skillful Sales professional cast your lure into the specific area of the lake where your customers are known to swim. It is a place where not many other people fish, as they seem to prefer where the waters narrow. The locals call it The Funnel. You prefer being upstream, at the top of the funnel where your customers aren’t use to seeing what you fish with.

You cast your insight right on target so as not to intrude, but rather to meet them where they swim together to be social (Social Media). The others fishing the Funnel, create a splash every time their lure hits the water. They refer to this as their ‘prospecting call.’ It sends the fish into hiding every time. Those fishing are not dissuaded though, as they are known to spend inordinate amounts of time just looking for any customer that is attracted to their lure.

However, the customer you are looking for is specific and is currently entertaining your lure. Upon seeing your lure, it feels immediately  familiar and agreeable to them (The Warmer), looking like it belongs in their world and was made just for them (Tailoring). In fact, it looks quite appealing.

The customer likes what they hear as you describe the waters in which they currently swim and they start to nibble at the lure. Normally, after a nibble they drift off, but rather than needing a nap, they are engrossed with what you just shared (Commercial Insight). After all, what you just shared was that the waters where they currently swim are having a direct impact on their growth.

Being somewhat disoriented by what you revealed, and fearing you are correct as you give a little tug to set the hook, they find they are hooked (Reframe) and going in a different direction than they thought they were originally going to go with you.

You let out a little bit of line as you continue to make the business case (Rational Drowning), but never so much as to let the flex in your pole (Constructive Tension) go back to slack (Status Quo). Too much line can allow them to go in unproductive directions, getting tangled in the roots and rocks of the lake bed (False Positives).

This could cause harm to them, which was never your intention and is why you don’t reel them in too fast either (Destructive tension). In fact, you care so much for them that you are willing to endure some initial discomfort, because you know their future is better with you than without.

As you skillfully reel them to the center of their own story, they come to realize that fighting to remain where they are at…their status quo…is now untenable. They know the consequences of remaining are detrimental. There just has to be a different way… or even a New Way out of this mess.

With confidence and care, you compassionately share that which you couldn’t wait to talk to them about earlier. Your Solution. But you knew, bringing this up any earlier would be too soon for them. It would have sent them racing to the center of the Funnel to find comfort with their peers. That is why you patiently led them in a way they could follow.

In Summary…
As a humorous way to demonstrate the rest of the metaphor relative to the customer’s Status Quo and Our Solution, I thought this would fit with the metaphor…

Disrupting Status Quo | Repeatable SuccessIt has been said that the fish can only grow to the size of its fishbowl. There’s a better way. Wouldn’t you agree?

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.