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.

Do Challenger Sales Reps Do Demos?

Product Demos | Challenger SaleInspired by a very good question in the CEB Challenger Sale forum, I decided to write an article on the topic of product demonstrations relative to the Challenger Sale, addressing some of the questions around this particular subject.

The question posed to the group, was in essence, “What conditions would need to be in evidence before a good Challenger sales rep would initiate a product demonstration?” Excellent question!

Derivatives of the question throughout the forum discussion evolved into whether or not Challengers should conduct product demonstrations at all. Equally good questions! Following is my take on the two questions — Do Challengers do product demonstrations, and if so, where in the sales process would be the appropriate time to do so.

Do Challenger’s Demo?

The short answer to whether or not a Challenger Rep does product demonstrations is a qualified “Yes,” but with some caveats. Let’s look at a couple of them.

  1. Demos don’t define Challengers. Challengers define demos. Not all products require demonstrations, which you already understand. When they are pertinent as part of the sales process, the Challenger conducts at the appropriate time, anchoring back to what the customer didn’t understand about their business or industry in the first place. To be clear, the Challenger Rep is not defined by whether s/he does a demo. They are defined by their behaviors throughout the sales process …with or without a demo.
  2. Challengers don’t win the sale with demos. This will be, perhaps the most important point I make here. If the sale were won at the point of product demonstration, something went wrong earlier in the process as this has just become the Features and Benefits sale. True Challengers shape demand before a prospect ever knew they wanted or needed a solution, then continue to expose problems, consequences, etc. through commercial teaching/insight. Challengers effectively win the sale by selling the problem prior to a product demonstration. Furthermore, the effective Challenger rep will have been leading TO their solution throughout the sales process, thereby making the product demonstration merely ‘confirmation’ of the sale.

When Do Challengers Demonstrate Products?

As a quick rehash of the Challenger choreography, following are the key stages:

  1. Warmer – Prospect Response: “S/he knows my industry/business”
  2. Reframe – Prospect Response: “I never thought of it that way before”
  3. Rational Drowning – Prospect Response: “I’m familiar with the story s/he is describing”
  4. Emotional Impact – Prospect Response: “S/he is telling my story”
  5. A New Way – Prospect Response: “What should I do?”
  6. Your Solution – Prospect Response: “Will your product address these problems?”

With my paraphrase of the Challenger choreography above, the answer to when a Challenger rep should do a product demonstration is quite straight-forward…At the end of the choreography.

To add a little bit more color to this though, following are a few key elements of Intentionality that must have taken place with your prospect prior to a product demonstration occurring:

  • You taught them something about their business or industry (commercial teaching/insight), that they didn’t appreciate or anticipate before
  • You effectively led them to the center of their own story (Emotional Impact) and created a compelling need to change
  • You remained disciplined and left product/solution out of the discussion in stages 1 – 5 of the choreography

There is certainly more to it than these three areas, but these tend to be the primary areas where lack of intentionality and discipline show up in a rep’s process. That said, when a rep has effectively met the aforementioned criteria, the prospects are prepared to confirm their selection of you as their supplier once the demo is complete.

As a bit of an exaggerated visual picture for what this looks like, consider what the audience members looked like each time Steve Jobs was unveiling a new product. It was the Jerry McGuire version of, “You had me at ‘Hello’!” as the audience, both physical and virtual, has already said ‘yes,’ and are merely waiting to see what they have said yes to.

Repeatable Success Tip

Intentionality. Staying disciplined to the process, despite the prospect’s tendency to try to remain outside of their own story and talk about product requires tremendous intentionality on the rep’s part. In fact, for a great illustration on commitment to the process, see the following article on Zappos’ CEO, Tony Hsieh.

To practice intentionality in this area, consider doing the following. In your next conversation with a prospect, pay specific attention to how quickly you begin speaking about your own product/solution. It doesn’t matter if the prospect initiates discussion on product. If you engage and proceed to discuss your solution, prior to the other 5 stages of the choreography taking place it counts. Furthermore, it will typically cost you for reasons I will describe in my upcoming article on The Consequences of Introducing Solutions Prematurely.

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.

The Wrong Question: PowerPoint or Whiteboard?

Whiteboard PowerPoint PresentationsA question I frequently hear raised in sales forums is whether a person should use PowerPoint or a whiteboard for their presentation.

I would like to suggest a different question, as asking which tool to use places inappropriate focus on the tool.

Lesson from the Woodworker

Imagine approaching a skilled woodworker and asking him, “which tool should I use, a hammer or a saw?” His response would be quite predictable…”What are you trying to build?” Depending on your answer, he may suggest one, both or neither. The key, of course, rests upon what you are trying to ‘build.’ So a better question is, “What are you trying to build?”

The Presentation Trap

Let’s look at a common scenario. A prospect or customer asks you to come and deliver a presentation to their team. We won’t get into it in this post as to why this might be a yellow flag, if not a red flag. For this example, let’s assume it is appropriate for you to meet with their team to present.

The prospect, knowingly or unknowingly, predetermined your communication to be a “presentation.” As a result, you are enticed to look through the lens of “presentation” and subsequently question whether you should use PowerPoint or a whiteboard. If this sounds familiar, you have fallen into the presentation trap.

TIP: When asked to do a presentation, don’t be hemmed into the same format your competitors will use. Ask the prospect if by “presentation,” (s)he means the ‘tool’ you should use (e.g., PowerPoint) or instead, means to effectively achieve the mutually predetermined outcomes in a way that will resonate with the audience. The question alone, begins to set a refreshing contrast between you and the competition.

Reps can get so excited by the opportunity to ‘present’ that what gets emphasized is the presentation, subsequently compromising your opportunity to present the case for change.

Common Mistakes

As a result, sales reps invited to do presentations will often prepare by addressing three areas – The audience, the message and the presentation. The three areas aren’t the problem, but rather the focus within those areas and the amount of time given to each is generally the bigger problem. For example, reps I encounter across a variety of industries often place inappropriate focus and time to each area:

  • 60% on Presentation: Building/designing the presentation, provided the same message isn’t used for everyone
  • 30% on Message: What’s intended to be communicated (e.g., Info about your company, product, solution)
  • 10% on Audience: Identification of audience members (e.g., Who will attend and what is their title/role?)

While the percentages are merely illustrative, not recommendations, I often see even lower time given to the audience with much greater time given to designing presentations.

Change the Focus

Instead of focusing mostly on the presentation and tool, and the least time on your audience, change your focus and amount of time spent in each area. Consider something more along the lines of the following:

  • 60% on Audience: While knowing titles/roles is necessary, it is not the goal. Know your audience well enough that even with a mixed audience of finance, operations, sales and marketers, you can tailor and speak specifically to the problems they face from their respective areas.
  • 30% on Message: The message should clearly demonstrate that the pain of staying the same is greater than the pain of change. The proposal for change should ultimately lead to the areas your organization is uniquely able to solve.
  • 10% on Presentation: Shift your focus from building presentations to building a case for change (i.e., The message). The presentation of your message should heighten the case for change. If the tool doesn’t do so, don’t use it.

Important to note is that if you have not created a core message* that demonstrates the pain of staying the same is greater than the pain of change that generally addresses the problems of the industries you work with, the percentage of time spent goes up greatly for the message the first time you create that. This is not only appropriate to spend more time here, but is critical to your success.

*By ‘core message,’ I mean that given the industry you work in and the common issues those within your industry struggle with are at the core of the industry. The representative ‘30%’ indicated above is therefore, referring to the amount of time it will take to tailor your core message into a specific message for your prospect, given the audience and unique problems they face.

In Summary

Don’t think and act like your competitors. When they hear “presentation,” they think ‘tool’ or ‘output’ (i.e., What do I want to present and in what format?). Instead, when you hear “presentation,” you think about the unique problems each of your audience members are facing from their respective areas, and ask, “What will be the most effective way to build the case for change that will lead directly, and exclusively back to my solution?”

Upcoming Posts on Presentations

Over the next two days, we will take an unconventional look at the unintended consequences of using PowerPoint and whiteboards for presentations. For quick reads on each, see the posts here:

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.

The Problem with Whiteboard Presentations

Presentations, Whiteboards, WhiteboardingNow that we have taken a look at just a few of the Problems with PowerPoint presentations, let’s take a look at three of the problems whiteboard presentations can present if not intentional in design and approach.

Let’s be honest. When we see the work of masters at whiteboarding like RSA, whose work is pictured to the left, we think, “That’s cool!”

The way they marry the work of incredibly competent whiteboard artists, with a compelling story is second to none. But notice the two requisite points necessary for a compelling whiteboard presentation – 1.) Competent Artists and 2.) A Compelling Story.

The absence of either one of the two can compromise the whole presentation. For example, trying to deliver a compelling story with poor whiteboard skills, merely becomes a distraction. This distraction compromises the story by shifting focus from the story, to the clutter on the board (See picture below). On the other hand, even with an incredibly competent whiteboard artist, without having a compelling story, the value of the presentation is merely tied to watching an artist work. The takeaway from this kind of presentation is, “Wow, s/he can sure draw!” This is the wrong outcome.

Three Warnings on Whiteboard Presentations

To be clear, I am not against whiteboard presentations at all. I am quite the fan and personally use them for certain types of presentations, but my use of whiteboards has to meet the criteria I defined in my post on the Wrong Question: PowerPoint or Whiteboard?. Let’s take a brief look at two areas to consider before presenting by whiteboard.

Warning #1: Skills. This should go without saying, but it is amazing how often this point gets overlooked when a sales professional approaches a whiteboard presentation. In fact, it would appear that very little thought is given here at all, as if the rep’s thought is merely, “What’s there to think about…I will simply write on the board whatever I am talking about.”

You do not need to be as talented as the team at RSA to use a whiteboard, but you do need to have competency…and practice…telling your prospect’s story via whiteboard. The team at Corporate Visions have done some great work in helping people think through communicating stories with simple images via whiteboard.

WARNING!!! Without forethought on what to whiteboard and specifically how to present that thought, you are setting yourself up for a poor outcome!

Warning #2: Proficiency. This one is important. If you are not proficient at telling your prospect’s story through whiteboarding, you are likely to compromise the presentation in one of two ways. Either you will take too long to draw the ideas on the board, which creates some really awkward dead air, or you will be too quick to be effectively represent your point in the drawing like you see below.

Bad Whiteboarding | Whiteboard PresentationRegarding my previous point on taking too long, think of it this way. Imagine showing up to your prospect’s meeting with your laptop connected to a digital projector and saying to them, “I am going to build this PowerPoint on the spot while I present to you.”

WARNING!!! Without being proficient at whiteboarding, whiteboard presentations are analogous to creating a PowerPoint real-time in front of your prospect!

Warning #3: Message. The last area of caution is with regard to the message. Of course, this is critical regardless of what method you choose for presenting, but the criticality increases with whiteboarding quite simply because you are  developing the presentation ‘real-time.’ At least with PowerPoint, people have an image or slide in which to direct their empty stare while they think about what they need to get done once the presentation is over. Therefore, you need to make sure your message is spot on and finely tuned to the prospect’s story, and their focus should be squarely aimed at disrupting their status quo.

WARNING!!! Without proper attention to delivering a compelling message, your prospects will likely remember your whiteboarding skills…or lack thereof, since that is where you are directing their attention!

Repeatable Success Tip

Whiteboarding can be an incredibly effective way to lead prospects to the center of their own story in a visually compelling way. Like anything in life in which you want to improve, it takes practice. ‘Practice’ falls under the category of being Intentional, which is one of the three characteristics of the Repeatable Success model.

Our profession of Sales is a noble one. Great intentionality must be given on the front end of your presentation…from preparation through delivery. Those that have consistently repeatable success in presentations aren’t scripted, but choreographed. Prepare in a manner worthy of the outcome you are working to achieve. You are worth it…and so are your prospects.

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.

The Problem with PowerPoint Presentations

PowerPoint PresentationThere is an old adage that warns those ‘speaking’ that no learning about, or from, your audience occurs when you are doing the talking.

The premise for this assertion, of course, is that when a person is doing all the talking, they learn no more than what they already know. This makes sense.

But how does this apply to the sales professional in which presentations are a key part of their sales cycle?

We like to poke fun at PowerPoint and those that use it for presentations, as the cartoon above suggests. The aim of this post, however, is not to admonish against the use of the tool, but rather to point out problems sales and business professionals alike, may create for themselves when choosing PowerPoint for meeting with others.

Four Pitfalls of PowerPoint

In my previous post on ‘The Wrong Question: PowerPoint or Whiteboard?,’ I spoke of determining first, what you are trying to build or create as a result of the presentation, then prioritizing your preparation differently for where to focus and how much time to devote to each category. After this has been firmly settled, you can determine which tool — PowerPoint, Whiteboard or other — should be used.

Assuming you have a solid handle on your objective of the presentation, which should be more than a “closed sale,” as that is a byproduct of behaviors, let’s look at a few of the pitfalls or unintended consequences that PowerPoint can create.

  • Pitfall #1: Static vs. Dynamic Content. PowerPoint slides obviously need to be created, designed and prepared in advance of doing the presentations. Problem: If the rep’s presentation includes their solution, they are often doing so prematurely without having ever spoken with most of their audience members. Question: How would you respond, if someone approached you and said, “I know we have never met, but I have a solution for you?”
  • Pitfall #2: Orientation to Screen vs. Status Quo. The rep’s graphic-laden presentation has successfully captured the focus…or at least the place where eyes rest…of your audience. Don’t believe me? Try inserting a blank slide and watch how many people continue to stare at the screen while you speak. Problem: Eyes glued to the screen does not equal engagement. More often it is a conduit for concealed disengagement whereby the audience does not have to confront their biggest issues. Question: Is PowerPoint the most effective way to get your prospect to look at their status quo? Sometimes yes, but more often, not.
  • Pitfall #3: Defending Your Point vs. Their Point. Let’s face it. Once you put something on writing on your PowerPoint, you’re committed. Problem: If you have posed a point of view devoid of understanding how the prospect may counter, you are stuck to either defend your point of view (the typical course of action), or admit that you hadn’t considered their point of view when creating the presentation. Question: Have you created a presentation without knowing the problems your prospect will present?If so, you have no business presenting at all, especially if your solution is included.
  • Pitfall #4: Presentation vs. Conversation. I am currently working with a company who is looking to solve why people don’t go to church anymore. One of their key findings in the declining attendance is due to one-way conversations of pastor to congregation. Important to remember is that talking isn’t necessarily teaching, nor is listening necessarily learning. Problem: Research by the University of Texas found that people will only remember about 10% of what they read or hear, but remember up to 90% of what they experience. Question: Are you creating an experience worth remembering through your PowerPoint presentation?

“Talking isn’t Teaching, and Listening isn’t Learning!”

Tips for Presenting with Repeatable Success

We all can fall victim to ‘presentation bias’ as we tend to concentrate more on what we want to say, than what a prospect needs to hear. If we continue to emphasize the presentation vehicle, then the only reason for prospects to choose one supplier over another comes down to whose presentation was best.

There will always be a better presenter, or a better designed PowerPoint. Therefore, if I am to focus on where to be the best, I would rather focus my energy on helping my prospects get to the center of their own story. This is the place where the prospect sees themselves in a situation that is completely untenable, and realizes that their pain of changing pales in comparison to the pain of staying the same.

When I choose PowerPoint as the vehicle best fit for disrupting how prospects see their own circumstances, I do these three things:

  1. Use presentations to tell ‘A’ story and use conversations to tell ‘their‘ story. The difference between the two is often the difference between what their industry faces, whereas THEIR story focuses on them within their industry.
  2. Use an image [and words, only when necessary] in the presentation to enhance the emotional connection to the story. Heads nod in agreement when the story about their industry is on track. This primes them for leading them to the center of their own story.
  3. Keep the presentation to just a few slides to prepare them for the conversation we are about to have and use the blackout function at key conversational points. I aim for one iconic image to anchor our conversation to, that will allow me to point back to something tangible that will resonate with the prospects in grappling with their own story.

In my next post, I will look at The Problem with Whiteboard Presentations.

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 Sale: Is it okay to let prospects struggle?

Butterfly struggles to emergeHe watched every day, waiting for the butterfly to emerge. One day it happened, a small hole appeared in the chrysalis and the butterfly started to struggle to come out.

At first the boy was excited, but soon he became concerned. The butterfly was struggling so hard to get out! It looked like it couldn’t break free! It looked desperate! It looked like it was making no progress!

The boy was so concerned that he decided to help. He ran to get scissors and snipped the chrysalis to make the hole bigger. With that, the butterfly quickly emerged!

As the butterfly came out the boy was surprised. It had a swollen body and small, shriveled wings. He continued to watch the butterfly expecting that, at any moment, the wings would dry out, enlarge and expand to support the swollen body. He knew that in time the body would shrink and the butterfly’s wings would expand.

But neither happened! The butterfly spent the rest of its life crawling around with a swollen body and shriveled wings.

Don’t Lessen the Prospect’s Initial Struggle
I am not the author of this story, nor will it be a new story for most of you. But it appropriately sets the stage for this very important question. Is it okay to let a prospect struggle?

We hate to see anyone struggle, and for many, the temptation to bail prospects out after asking a difficult question is more than some can bear.

For The Challenger Sales rep, this is most common at the point of the Reframe. In fact, this is intentional as this triggers the Constructive tension that needs to occur in order for the Status Quo to be disrupted. But for the rep that is still learning the Challenger Sale, you may feel your Reframe was inappropriate because the prospect squirms to answer or respond.

Sure, after hearing our different point of view, we would love to hear them say, “I never thought of it that way before” as they look upon us with amazement for our brilliance and intellect. It rarely happens that way.

The veteran Challenger knows that the aforementioned phrase more often sounds like, “I am not so sure I agree with you,”  or “Hmm. I need to get my mind around that.” 

These are signs of constructive tension as the prospect begins to struggle with their current circumstances and that which you have just shared that caused them to rethink everything. Allowing this early struggle to happen is a great sign as it ripens people to hear truth.

For example…
Last week a colleague and I met with the owner of a very successful organization. She is about to release a ground-breaking book, and asked for us to consult on her launch plans for a successful release. In evaluating the initial plans for release, I quickly saw that the current course would result in a book launched on an ill-prepared audience.

She immediately disagreed, sharing that the audience has been dying for an answer, and the research they had done would be the solution to their problems. As difficult as it was for her to hear, I shared honestly with her that she had the wrong perspective as her focus was too squarely placed on selling the book. She agreed that it was with a hint of, isn’t that why we are meeting.

I shared that I was more concerned in establishing her as an authority on the issues that she would address in the book. Without doing so, the book would be introduced to readers that didn’t know they should read it. She still pressed that this audience was ready for the answer.

I responded that while the target audience was indeed, ready for an answer, they were not ready for her solution. I proceeded to lay out some action items that would build a foundation and a platform for her to speak. This would be followed by a hungry audience clamoring for her solution by the time of release.

She listened intently, pressing back at points, but like most high-powered owners and Chief Creative Officers, they are doers. “Give me the action items and timeline necessary to sell my book!”

When debriefing with my colleague after the meeting, he asked me questions around her hesitancy with our proposed next steps. I explained that the hesitancy was that she is trying to sell a book, and we are trying to sell her as a credible authority to have written the book.

She sees herself as credible and an authority from her own perspective, but her perspective is still narrow. In order to broaden her view, I had prescribed steps that she committed to, which would expose the vulnerabilities in her thinking.

Simply explaining what will happen won’t work. She needs to experience that and struggle with that to ripen her for what she really needs to do. Reducing her struggle would result in a poor book launch and threaten her credibility as the authority in this area.

Don’t keep prospects in the Biosphere
As one final illustration of the benefit of the struggle, I would like to share a story stemming from the Biosphere 2 project erected in Oracle, Arizona in 1987.  Following is an excerpt from Dr. James A. Danoff-Burg, Associate Research Scientist at Columbia University, on the unintended consequences to plant and tree life due to the absence of wind.

There are many beneficial effects posed by wind for plants. Wind helps to pollinate many species of plants, spread seeds, remove harmful gasses, bring in many species of animals that are wind-dispersed, and many other forces. Wind is also necessary for creating hardy and strong trees. When it was first created, there was no wind inside of Biosphere 2. Plants grew relatively quickly, but they frequently fell over before they were of reproductive age. After some intensive observations and experimentation, it was determined that the lack of wind created trees with much softer wood than that species would normally make in the wild. They grew more quickly than they did in the wild, but they were harmed in the long run as a consequence. — By Dr. James A. Danoff-Burg, Columbia University, original article here

In summary…
What does it look like to shelter prospects? This may come in the form of answering [or changing] your question to the prospect because they appeared uncomfortable. A more subtle form of sheltering a prospect from the ‘struggle’ is to keep the conversation agreeable throughout your dialogue. Remember, the Biosphere was agreeable and as a result, also detrimental. The lesson of the trees from the Biosphere is that quick and fast growth, does not mean sustainable growth.

Question: Are you sheltering your prospects in the same manner the trees in the Biosphere were sheltered? If so, the consequences to them can be quite severe.

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.

 

Challenger Sale: Do you Reframe in 3-D?

Magic EyeDo you remember when the Magic Eye pictures were all the rage back in the 90’s?

For those unfamiliar with Magic Eye artwork, a 3-D image was embedded into a picture that otherwise appeared to be nothing more than colorful, repeating patterns.

However, to the trained eye, when looked at in a different way, the 2-dimensional image would suddenly, and magically, ‘pop’ into a stunning 3-dimensional reality right before your very eyes.

There were two camps with these Magic Eye pictures – Those that could see the images and those that couldn’t. For those in the latter camp, they found it difficult…frustrating. In fact, it reminds me of how prospects often feel when Reframed to see a radically different picture of their own circumstances. They can really struggle at this stage…which can be very good!

A Different Picture of the Reframe
When considering Magic Eye art and comparing to the Reframe, there are some great parallels that may bring clarity to your understanding of what the Reframe does and how it feels to your prospect when they finally see what you want them to see. But first, a lesson on how to see the picture in this Magic Eye image above.

Viewing the Magic Eye Picture

There are two prescribed methods for seeing the picture in 3-D (i.e., A clipper ship in this case), although knowing you are looking for a clipper ship will not help as much as you think. Regardless of the method you choose, start by clicking the picture to enlarge and open in a separate tab of your browser.

Method 1: Relax your eyes and get real close to the screen as you stare at the picture. Don’t try to focus on the picture, but simply gaze through it in the same way that you do when you daydream. Begin to back away from the picture slowly after 5-10 seconds. You should start to notice your eyes feeling almost as if they are crossed as you move back, because the image will be out of focus. Once you are about 12″ away from your monitor, the hope is that the image will snap into view for you.  If not, be patient.

Method 2: This is the method I prefer. Position yourself approximately 12″ away from the image and look through the image, rather than at the image. For example, if there is a wall directly behind your monitor, look upon the image as if you were able to see through it like a window to the wall. This will relax your eyes and allow the magic to happen. Give it 5-10 seconds without blinking. One trick that helps me recognize when the image is about to snap into place is I slightly move my head from side to side (i.e., just an inch or two). If the image is still appearing flat, like a 2-D image, your side to side motion will reveal nothing. However, if your lateral movement starts to show some depth in the picture, it is about to happen for you.

For those that experienced the mysteries of the Magic Eye artwork for the first time, congratulations! It is truly amazing! For those that still can’t see it, practice. Most people fail to see the image because their natural tendency is to focus on the detail of the flat image itself. It will come once you start to learn the skill of looking through the picture.

Similarities between Magic Eye and the Reframe
What I love about this illustration of the Reframe is how analogous it is to conversations with prospects. From our perspective, having been trained for what to look for in our prospect’s circumstances, we see things more clearly…more deeply than they are able to see.

We may even be inclined to get frustrated ourselves because what is so clear and obvious to us, our prospects just can’t see in the same way. It is as if they are staring at the surface of the Magic Eye picture and all they can see are repeating patterns. But seeing the patterns alone will not move them off the status quo. It is deeper than that. See the similarities to a Reframe?

One Final Note about Reframes….
Being able to properly Reframe a customer is important, but it is not the goal. It is the entry point to getting deeper in conversations. If we don’t practice discipline in this area and recognize that fact, we can take a perfectly great insight and not move any further through the choreography.

Focusing on the insight alone is like staring at the surface of the Magic Eye picture. It is 2-D. Instead, look at the Reframe as looking through one stage to another…from how they have inaccurately seen their picture (Warmer) to the consequences of not changing their picture (Rational Drowning).

Here are a few tips to keep in mind:

  • Focusing on your insight puts you at the center of the story instead of the prospect
  • Instead, use the insight to focus on teaching prospects a new and different way to see their picture
  • Prospects will see the deeper picture at different times and in different ways; Be patient
  • Seeing the deeper picture for the first time requires discipline in looking at things differently
  • It is possible for a Reframe to be 2-D; This happens when you try to tell prospects what to see
  • Concentrate your Reframe instead on how to see for a 3-D experience they will never forget

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.

Implementing the Challenger Sale, Visually

Making a Powerful Impact, Visually

In January 2012, I was giving a keynote address on becoming a ‘Challenger’ to a room full of highly competent sales reps, who were self-described as Relationship Builders in their selling approach. In fact, this approach was reinforced by the whole organization as it had been centered around relationship building for more than three decades.

To create an impetus for changing what had been endorsed as the preferred selling approach (a.k.a., status quo) for decades, I had to create a constructive tension in a visually compelling way.

This post is aimed  at showing how I did so in a way that resonated with 5 different sales teams that didn’t know this was a problem.

Background: The Sales Team’s Profile
As aforementioned, the 5 various team types (i.e., B2B, B2C, B2I, 501(c)(3), and licensing/franchise sales), were comprised of highly competent professionals. Most of the team had tenure between 5-20 years and knew their customers, their issues and aspects about how the products, services and solutions would benefit customers more significantly than any competitive offering.

Due to a very unique, well-defined marketplace that is not very large, the relationships that had been formed over many years with customers were very strong. From the customer’s point of view, the reps were highly regarded. Furthermore, these reps were instrumental in taking market share from competitors year after year.

Why Change?
After a deep dive into the metrics, processes and behaviors, I saw an opportunity to go from good to great, especially after identifying that the intentional behaviors were not leading to predictable and repeatable results. As a side note, whenever I see leaders and/or teams that don’t have these 3 characteristics (intentionality, predictability and repeatability) in their performance, I see risk and ripe opportunities.

Additionally, having worked years ago with a 100 year-old company who mistakenly believed that relationships were key to their successful sales, I saw this as the Achilles heel, that not only would bite them, but already had some overlooked signs of performance drains.

Relationship Builders
When it comes to the Relationship Builder, statistically, this sales profile has the lowest probability of success for becoming high performers, particularly in a higher complexity sales environment. According to the Sales Executive Council’s research, only 4% of Relationship Builder’s are likely to be high performers in a complex sales environment, whereas the Challenger profile, at 54%, was very likely to succeed in a complex sales environment. (See Fig. 2.4 from the SEC below).

Challenger Sale Effectiveness

A Visual Case for Change
As with any change effort, it is never just one thing. There are many aspects to leading a successful change effort, much of which is not described in this post. That said, I wanted to share of one specific and practical way to illustrate your point in an experiential and visual way.

With the data shown above in Fig. 2.4, and my diagnosis of where these teams stood to make transformational improvements in their performance, I did the following. I made a life-size bar chart on the stage as the backdrop for my keynote address. I used stacks of the company’s products to make the representative bars for each respective sales type (i.e., One stack for the Relationship Builder, one for the Problem Solver, and so on for the Hard Worker, Lone Wolf and Challenger).

Each product represented 5% within the stacked bar . I took the organization’s most iconic product, which measured approximately 14 inches high in its package, and made the graph with the Relationship Builder profile at 4% on one end and the Challenger profile at 54% on the other end.

There were two aspects of the visual representation that made the effectiveness of each sales profile particularly hit home:

  1. First, the Challenger bar stood over 10 feet high, towering over me as I made my points
  2. Equally as stunning, was the Relationship Builder bar – The fact that I had to cut 20% of the product off the top to accurately represent 4%, since each product represented 5%, had a sobering effect

The stark contrast between the two ends of the life-sized bar chart not only was visually stunning, but resonated with each of the reps who recognized the gaps between what had been and what should be for them.

Challenger Profile Statistics

Life-size bar chart of Challenger statistics

The Results?
A year after The Challenger introduction and implementation, performance improved across all teams. Following are some stand out achievements from three different teams:

  • Team A had a 22% performance improvement from the year prior with all reps far exceeding quota, and within 1-2 points from one another
  • Team B sells registrations, of which post-sale cancellations are also expected. They used the Challenger approach to reduce cancellations, which led to the lowest cancellation rates they had ever seen
  • Team C had an individual from the team that went from being ranked dead last in performance, to consistently #1 or #2 for 6 months in a row by changing to Challenger behaviors

Reflections:
Many leaders wait until they see problems before they initiate a change effort. How about you?

  • Do you know what to look for?
  • If so, do you know what to do about it?
  • Are you challenging the status quo?
  • Does your team know which behaviors to be intentional about that lead to predictable, repeatable results?

An answer of “No” to any of the questions above can have dire consequences if not addressed. If that describes you, seek out a trusted resource, colleague or other business professional with a solid track record of improving performance in these areas.

If you would like to receive other insights on The Challenger Sale and how to get intentional, predictable, repeatable results from your team, follow my blog.

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.