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[Music] hi there welcome welcome today i'm going to be talking about how to apply spice for medic alumni and what an incredible step that is matic has done a phenomenal job over 20 plus years and has been a tool commonly used by sales professionals doing deep enterprise sales today i'm going to talk about how you can leverage that experience and move into the recurring revenue world that is the key for that i have developed this agenda that i'm going to be taking you to and i'm excited so let's get started okay first and foremost let's get started with understanding what spice is i know that some of you may come to this video not completely understanding what spice is and why it is there so let's start with that spice is based on the understanding that historically sales is growth comes from winning more deals closing more deals and there's nothing wrong with that it is fantastic but what happens after the deal is often considered a secondary impact it hands is handed off to customer sales obviously we know that if it's software it needs to be installed and if it's restored there needs to be renewal and so on but the the primary mindset for those who are focused at generating a lead and converting that lead into an opportunity and that opportunity into a win is don't lose my deal post sales i took me a lot of effort to do that so don't lose that that is the mindset of what happens after what we when we close the deals that is a challenge because in modern growth of recurring revenue engines that growth and increasingly growing amount of growth that exceeds the growth of new deals starts to come from what happened after the deal and what happens not just because of renewal and not just because of a good score and customer loves you it comes from actually us helping the customer to achieve the impact and as they achieve the impact they keep buying more this is based on a different first principle and this first principle of recurring revenue is that recurring revenue is the result of recurring impact if you deliver the client value again and again then they will keep buying from you again and again they go to first impact and to recurring impact that is the exciting part that we see with recurring revenue how do we get there how do we get to that journey that is a journey that the customer takes because it's so impact centric it is automatically customer centric if we make it customer achieve impact we get a recurring revenue that makes it customer centric and as you see down there in that customer centricity that impact at the client that's it's at the heart of the recurring revenue engine part the right side of the bow tie what we know is that that bow tie once we start spinning that and the client gets more and more revenue that gener more and more impact that that generates more and more revenue now how do we get to impact for that we have the spice framework spice is a diagnostic framework and as you see down here it goes through the letters it's an acronym s stands for situation p stands for pain situation and pain is a lead-in to diagnose what the client's impact are critical event is directly related to impact this essentially is critical event is impact as a function of time if i want something by a certain date i have a critical event if there is a negative impact associated with that if i don't have an applicant tracking system by the time i start recruiting 50 people i'm going to be in trouble right if i don't have an expense management system by the time all my people start traveling i'm gonna have a challenging problem with that the critical event indicates that it is impact as a function of time and there you have the spy framework the acronym is nothing where it's situation paying impact critical event and d stands for the for the decision and it entails the decision criteria the decision maker the decision process and so on and so forth what we notice is that when we use that diagnostic framework we cannot only apply it to a diagnosis in order to to see if a client actually is interested in our impact we can also use it to make sure that we deliver that impact to verify are we delivering that impact your situation was this your pain was that are we delivering the impact it helped us to qualify a prospect beforehand it allows us to do all kinds of things that same spice framework can be applied in other forms as well it can be used in order for us to tell our story to pitch a solution for example and in this case using a story to pitch a solution using the spice framework allow us that there's interoperability not only do i now have spice in order to diagnose i can use the same attributes of what i diagnosed on to deliver the client what they seek and to help them outline that not only can i pitch that in this case i can use it for a customer use case story you know where in a customer success organization or i can use it in order to describe an interest in an icp up front i can help social proof via social there's a lot of things what i can do with that now what you'll see in this case is that because these two stories that you see down here both of them have spiced the storyline starts to connect that blue line starts to propagate do you see that it propagates through the entire bow tie through the entire journey and there you have the key elements the bow tie is the structure it replaces the funnel it complements the funnel with a customer success part impact is the goal deliver recurring impact and you shall get recurring revenue and the way we do that we use a spiced framework for doing that voila that is the primary goal and the primary mindset behind spiced it goes across the entire customer journey all departments legion lead development sales installation onboarding team and so on all the way up to account management that is very different later on as we see a specific sales methodologies or qualification methodologies now it doesn't mean that this is a one-way journey the great thing about this journey is that you have depicted down here that it has growth loops in them for example unhappy customer can generate a new you know like hot lead or as so many of us have you know you may see is if we work long enough of a customer our customer themselves is changing the job and that in itself is generating a new lead or a happy customer can be sharing their experience at the stage as a speaker or on linkedin and so on and so forth and by socializing your their experience with you online they're generating again leads for you that is that is what we call growth loops these growth loops again are customers using using their impact that they've achieved to generate new leads for you that is what we stand for at winning by design for those who don't know me my name is jacob van decoy i am the founder of winning by design and i came up with this idea based on my experience in deep enterprise selling i was selling originally equipment for earth satellite ground stations to some of the largest media and entertainment networks and television operators in the world and i learned from them that it was not about how great of a sales pitch i was giving or how excellent uh of negotiation skills i had it is the understanding of their problem that made made me interact with them and the ability to help them achieve their impact that is the reason why i invented spiced and that is the reason why today you're watching this video now how are we going to apply that spice where does it fit in in order to do that i first have to lay the groundwork of water qualification and sales methodologies and process and actions and skills all that right what are the difference on that i'm going to explain that along the following sequence you see up here above first of all what is a sales process a sales process is a series of actions that are taken what makes it a process is when we take them in the right sequence in other words if we take the same actions they have the same result now in order to give the client a phenomenal experience we put these actions into stages and we say in each of these stages there's a series of actions so diagnosed may have a discovery call in them may have a demonstration a trial whatever it is in there it may have certain things in there different actions these sales actions are essentially what we do every day out we set up a meeting we send emails we communicate via voice calls and so on and so forth these actions may have individual micro skills so think of that for example as how to ask questions and so here you have a micro skill sales skill of diagnosis in a situation by asking questions and so you may have heard of the spin selling methodology by the who the weight institute a phenomenal approach that i grew up on that opened the world and my eyes to the way how we ask questions being a form of guiding a client in the right way that is a sales methodology that is applied to a sales skill there are many more of these methodologies but they apply to different areas for example to a qualification methodology many of you may have heard of band band is primarily used as a lead qualification methodology they act and perform as a gate banned acts and performed as a gate that once you pass that gate once you have been qualified on that the kingdom is yours go into all the rights the park is open you've passed the gate and that assumes that your way of reviewing and qualifying a client is a one-time event this is really where mata came in the experts at matic realized that essentially we cannot we cannot see qualification as a one-off time it is a persistent thing that happens across all stages with every action and as a result the matic acronym came to be to make sure that we constantly qualify and apply the methodology correctly that is a deal qualification methodology if i compare medic and band medic is a deal qualification methodology where band is a lead qualification methodology as a lead qualification methodology it often is only applied once but matic as a deal qualification methodology is applied across the entire sales process from beginning to end as many of you have come to to to understand there are other methodologies and you many of you may say but jocko where does where does challenge yourself fit in and where does consultative selling fit in well let me help you sales methodologies are based on the buying experience we create for a customer if a customer comes to us and have done the research already on the problem completely understands the problem understands various solutions and simply wants to learn from us what are the two to three options that i need to consider here that is called solution sales all we need to do is spit features and benefits no we cannot pepper the customer with questions because they will be fatigued folks already done all the research on this i already know what you folks do can you just tell me will you integrate with my crm and marketing automation system that's all i want to know right i don't need a full-on demo discovery call i just want to know that that is a solution sale high velocity and with simplest solution solution cell is obviously a fantastic answer if i have a little bit more of a questions i want to learn if there are specific things that it does says okay it integrates with my crm but is it dynamic is it real time what happens here which fields will update it in my marketing automation system will the value get come across blah blah blah if i learn that and i want to learn more about that i start to enter the field of consultative sales in consultative sales i'm really progressing an opportunity by asking questions by analyzing a situation and making sure that i manage to stakeholder process because most likely multiple people are going to be involved in in the situation consultative selling one of the core uh tenants of that is really diagnosing and asking good questions however we can't wait for a customer come to us or for a customer to understand the situation when you sell innovative solutions like so many sas companies are we're very innovative we're selling in of the solution you enter the realm of provocative selling you're there to tell the client they're doing something currently wrong it's not the right way of doing it you're losing out the money some significant loss is happening when you do that one of the key tenets of provocative selling is that you actually know your market really well and within that know and understand your customer very well you cannot provoke a client and tell them they're doing it wrong if you have not analyzed a situation if you're not cannot correlate it back if you steal to a ceo if you're doing it wrong uh you should be doing something different versus i spoke to mary on your team she gave me some of the details and i have to say i think that there's a bigger opportunity if you do it this way are two different things one is with insight and contacts the other one is just bravado telling them they're doing it wrong last one don't do it that way one of the key tenets of the the provocative sales methodology is not only that you provoke the client that you do analyze that you provoke the client but that you're able to manage very well a stakeholder meeting where multiple people are bringing in their ideas and and what they intend to do with it now what we see with these methodologies is that historically there was a really set place of these methodologies for example solution sales was primarily high velocity selling and provocative selling was primarily platform sales done you have a hundred thousand dollars two million multi-million dollar deals when those software deals of those multi-million dollar software deals that were originally one-off on-prem perpetual software deals when they suddenly became sas services it entered the field of the high velocity in sas sales but we didn't have the time and energy to take the customer through such a provocative and and approach and today what you now see is that in today's world you may find yourself having a conversation with a customer and you have to master not one not two but all three of these sales methodologies you may start the conversation with one or two questions then you provoke the client and letting them know you know their market and as the client asks you two or three questions yes i know what you're telling me but most because most vendors don't have this this feature this benefit you have to say but we have and here's the reason why we have that feature and so on so you got to be able to ask questions to provoke provocative statement and to pitch all at the same time and often in a span of several minutes those methodologies and what we see for today is that it is not either or you have to do all of them in real time on the fly that has made things significantly more complicated what we see and what i want to leave you with as you as you watch this is like this is the overview of what we're having we have the we have the bow tie we have the journey through it and we have cell moments in there where medic is primarily focused on a sales part of the business and it's primarily focused on the enterprise part selling where as you've seen as i said before with spice i have to cover it all i have to cover multiple operator multiple departments creating what we call an operating model it has to it has to support the customer success processes it has to support marketing action and campaign it has to support smb enterprise smb sales skills versus enterprise scale sales skills it have to support uh provocative selling consultative selling and so on and so forth this is more relevant to recurring revenue business because it happens at a higher velocity and because so many of the perpetual software businesses have become sas businesses now how can we do that where can we fit that how can we work both with medic and spiced in the same world and they can that is what i'm going to depict you next to get you started matic was conceived by or as you know as as the saying goes jack napoli being the godfather of that i strongly encourage that you point your phone at this qr code that will bring up a youtube video where he describes why he did this and why he needed this and it's a phenomenal point that he makes it's a point that is still relevant to today the reason why jack napoli decided that they needed something like medic and growing their business so in a world where their business was growing so quickly is because they needed the common language and not only did they knew a common language they wanted to achieve adoption through engagement not just telling them they actually had had to focus on doing it third part is he focused on like look this is really about activity not results if we do these right action then the result will automatically follow take these steps prepare research and so on yeah like if you know the decision criteria and you know the decision process and you know the economic buyer then you will get to the result that is a key tenant of one of these thoughts and the last one the fourth one being look i cannot just expect you to to do this i need to inspect you to take these activities and this is where it's such a great deal qualification tool it assists sellers sales leaders to make sure have you done this it inspects it and not just expects it that was these all these forecasts are exactly super relevant to what we are running in today now what we do notice because of the time it was invented you know we're talking about 20 plus years ago when perpetual sales and on-prem uh equipment sales was the norm and particularly in in the world where it came from it came from perpetual software sales it was seller centric and what do i mean with seller centric is that it primarily focused on closing the deal and in those days that was how you grew a company you win more deals you sell the software obviously today what we see that recurring revenue is what happens after you close the deal the point has shifted spiced is based on that mindset the mindset that recurring revenue is a result of recurring revenue it looks at it from the customer's perspective not from the seller perspective you can find this back because if you look for example at all these acronyms what they stand for they generally relate to how the buyer is selling and particularly to sorry how the seller is selling and so for example i took this one particular case when we are looking at it from from the moment of hey what kind of metrics are we we're delivering historically those metrics were how does our solution provide more impact than our competitors right whereas with impact it as where as with spice we would say what kind of impact does it deliver for the customer it's a different perspective not better not worse it was in those days it was the most advanced way to looking at it it was already further ahead than what in those days was banned what you'll see is because of that mindset a strong mindset that was developed originally or medic around the decision process it was all driven on the decision who's the economic buyer what is that decision criteria what is the decision process we go to help identify the the champion and you know like make sure that we we can assist them with the decision it was all decision decision decision and again in those days rightfully so that today with some of the you know additions to what we have seen latest revisions and derivatives we noticed that there's only been more and more of a focus on that decision although there's nothing against that we have to go back and say like what we really are seeing is like that in recurring revenue just winning the deal is not necessarily helping growth it is an element of it but winning the right deal that renews and creates recurring revenue that really is the ultimate goal and that can only be achieved if we sell based on impact just selling to the decision and closing the deal is not good enough we may be spending more and more resources after we close the deal and if the client insurance within 12 months that alone would already be a significant issue on average the client acquisition costs take 21 months to recoup for the top 50 sas companies in the world 21 months and the average ratio to make that a successful profitable customers three to one that means that most customers need to be for five plus years a customer to make it worthwhile that means that we cannot just win any and all deal and then let customer success deal with the retention we need to make sure we're winning the right deals that are going to stay with us that makes us impact driven that makes us automatically customer centric to be impact driven as you've seen before you know like i got to diagnose that impact and so what you'll see with spice is not only a stronger focus on impact you'll see also a focus on how to identify and dissect and diagnose that impact and make sure that we deliver against this this is not one or the other both can coexist i'm just depicting to you where the focus of each of these methodologies lies on in that case what we see with spice is similar to what what the the founder of medic says see the decision as a causality if you perform the right action then the decision will automatically fall out one will result in the other so too do we believe in spiced that the automatic part if you do the impact correctly that the decision will follow that doesn't mean that decision is less important not at all the understanding of the decision process and the decision criteria and the decision maker is very very key what we now see is that you know like that what's spiced and medic is different is the focus of them and the regions from them the origins of medic is in perpetual software sales and therefore they're very focused on the decision the origins of spice is in recurring revenue and therefore the focus is very much on achieving recurring impact of the customer do this get that how can we apply this mindset for those of you who are medic alumni it is actually once you start understanding it it is it is relatively easy and you i hope you will walk out like like my gosh is it that it is that easy i'm gonna depict as i explain how we hook these two systems up to each other i'm gonna try to explain what are the differences so you can go like ah it works here but you need to add that and it works here but you need to do that so in order to make medic compliant with recurring revenue machinery we need to realize that medic primarily looks at metrics as that of revenue growth and dropping cost that is what we refer to as rational impact and rational impact is measurable it is impact that we can use increasing revenue reducing costs something goes fast or something costs more money and so on however what we have noticed and what we have discovered since those days is what we call emotional impact and why is that emotional impact is the is the qualitative kind of the impact where rational impact is the qualitative a quantitative part i can measure it an emotional impact is the qualitative have you ever worked with a solution where he goes like look oh man this is a hard product too many clicks this is too complicated this website is too complicated i'm i'm out of here that is an emotional response that's not a rational response that website may have given you cheaper tickets but you just can't get to it because it is like all kinds of issues with it emotional impact is important particularly in sas because so many of us look at the product and go like i'm not feeling it it's just not a cool product that is the emotional impact now the emotional impact and the rational impact have a relationship and this relationship will help us very shortly both of decision criteria and decision process these are three points i want to clearly make to you so that when you when when you think about it you go like ah because medic only looks at rational impact and spies look at rational and emotional impact certain of these things are different but you can apply them to medic there's no problem with it you just have to identify it first is emotional impact benefits a person not a company if i'm saving the company a million dollars of course as a buyer i don't get to pocket that million dollars myself that million dollars goes to the company not to me but if i help you save a headache because the ui in ux is so much easier if i do that that emotional impact of doing something better easier make it easier on the eyes that is an emotional impact that i as a buyer the person on the other side of the slack the other side of the zoom session the other side of the phone call the other side of the email that's the benefit that that person gets that's emotional impact emotional impacts benefits the person first and then the company whereas rational impact benefits the company first and then the person because of course if you save the company a million dollars of course you're probably you know like if you do that a lot of times i hope you're gonna get a promotion right and that's an emotional impact now the emotional impact often varies per person when we're dealing in an enterprise sales we're dealing with multiple people involved in the decision a user may have a very different ux experience than a manager or an executive that that chooses it because it's a cost benefit emotional impact varies per person whereas rational impact often is the same in typically per segment so for example the rational impacts for schools is all very much alike although the rational impact for medical institutions may be different although the rational impact looks a little bit different within each segment but you know rational impact overall is very very similar across all everybody is coming to you saying we need the solution to solve the money but emotional impact very different per person and lastly third point most human beings make an emotional decision first which they then rationalize with facts and figures you see it you like it i want to learn more about it and then you learn about the rational impact you think about i need to have i i want to buy a car and we were thinking about oh i want to drive it on the beach you're in the mountains or in the snow or no i love to drive it at speed on the highway that is an emotional decision that you make and then you start rationalizing that decision oh what's the miles per gallon what's the insurance cost you know what's the and so on and so forth you make first an emotional decision those three start creating a different kind of approach to how we're going to make decisions because i can now start thinking about how i'm going to make a decision but how do i dissect this how do i get to emotional impact how do i get to rational impact well m stands from metrics i'm in matic and now what i've just explained those were emotional impact and rational impact how do we get there we get there via the iomatic identify pain you've seen this before earlier today this particular blueprint helps us identify that i've already gone over it so i'm skipping that but in this case we have a direct relationship between pain and impact that is reflected with this blueprint this is the diagnostic blueprint this is again using of spice i know that there's emotional rational impact and this approach helps me identify that let's say i have identified this impact how am i going to apply this into the decision process again we're now moving to the d of of mavic the decision process and look what i do down here i have here on the left the cellar and further down i'm going to have the champion a buyer number one and the cider which is the tier number two and let's assume this is a high velocity seal this is not deep enterprise sales yet this is a high velocity sale i can get to the champion but i can get not get to the decider and i'm on a like a three month sales cycle what i do is i learn from the champion what is their emotional interest oh they want to do something faster they want to have reports they want to get this and that and what do they want from the com what does the company want the company wants to save money and to increase speed or something like that what you cannot do which you see with the red cross down there what you cannot do the internal champion cannot go to his or her boss and say like i want to buy this solution from jocko because it helps me get my weekend back because i don't have to create reports on sunday in a weird way your boss is not too worried about that like they go like well i you know like you should be able to do that in a work week what your boss is very responsive to is how much money it is saving how much more money it is generating that is the rational impact we need to learn from our champion their emotional impact and we need to do that so they can help us understand the rational impact then we need to teach them to tell their boss yes i'm buying a solution from jocko because it's going to save us 2 million xyz we are teaching the champion to sell the rational impact to the decider and so when they come back the solution is bought not sold that is the concept of the decision process that applies this approach that i said a second ago that of an emotional and rational impact it shows you at which point in time you're working with the person on the other side an emotional impact and when you have to escalate it into the company on rational impact there's more to this a lot more to this after the decision process i am now going to go into this into the decision criteria and again here there is a difference between what medic originally originates from and what we see in recurring revenue when medic came to be it was primarily multi-million dollar software sales that software was bought on on a budget and why most companies would buy you know let's say microsoft as its office uh a suite for example maybe once every three years or four years they would make a different buying decision they would just keep renewing you wouldn't move go from x to y or a marketing automation system you buy a solution you would stick with that and in when you buy that once a year and it's a multi-million dollar you may buy one or two pieces of software a year with sas this completely changed why because with sas you know like i'm buying multiple when i buy a multi-million dollar package of software i need budget and so the decision criteria on budget was super important when i'm buying 50 sas services a year i'm going to buy a priority because all these sas services all each one of them singularly will fit well within my budget there's no budget issue of course there's no budget issue and second they all have a fantastic roi everybody will say you only need to close one more deal you know only to do one more thing and it will have a positive roi that's what everybody is saying every sas service by definition of coming in at a fraction of the original cost has a positive roi and there's budget for everyone but as a buyer i'm buying lots of these every year and so i need to know is this a priority right now not just budget is this a priority you may recall what i said earlier is there a critical event associated with it because if there's no critical event associated with it then there's really no reason to buy it right now we can wait and i'll give you an example if you are selling and then if you are selling uh an applicant tracking system and you're hiring people in the next month you're probably in a hurry to get there so the decision criteria will be based on priority not just on budget let me step you through what that means historically we go through decision criteria in this way and this is what is called the priority-based decision criteria we're asking our clients what is the most important what's the second most important ratio is what you're really looking for in your order and they go folks you've been here as probably as long as i have um and i hope you don't have as many wrinkles or as little hair as i have because of it but every customer will say price is the most important thing price price price price is the thing no price no good on price no good never nobody says hardly anybody says jocko price actually is not an issue we just want to make sure that that your service is fantastic you never hear that right hopefully a little bit more nowadays but it's pretty much this is called priority tell us what your order of priority is you can also say let me compare you to a competitor and now what i say is like hey i already know both of you are within the price range they are slightly cheaper than you you have a better feature but they have this benefit but your service is better right and so you get this comparison-based decision criteria one versus the other what you'll see is that what we often encourage companies is to think that it's not only your competitor that you compete with but you actually compete with no action we know that the most common way of losing a deal is going dark and substitute they're solving it in a different way so for example instead of buying a product they may hire a person to do the job that's a substitute they spend the budget but on a way that is not directly related to you are a competitor this creates a decision criteria and by by ranking everyone in there you get an id who would be the winner out of this and i could i could see that the no action down here right i got you know it's not going to cost me um you know like i may have xyz in there you know like whatever that is this gives you kind of like yeah your product you're rated as the most expensive of course you know like most of you are representing the most expensive product so how do you do this in this world now you know like we can say well let's uh provide a weighting to it right price is 10 of the decision feature xyz is 30 of the feature benefit is 20 percent and the service is the remaining 10 to have uh i forgot 30 is the remaining 30 percent right and so that is how you would decide that but what did i just tell you impact right impact what if we would find out what is the impact of each of these i can tell you that many of you will know and your engineering department and your product management team have specifically focused that work on that one feature that they're so proud about because that feature makes the company a lot of money or your service organization is doing such a great job because that service down here saves the customer so much money you've built these services you built that product you represent that product by saying is that feature will save you this money makes you this amount of money that service will help you save these costs that is showing the impact and based on that you will commonly see that price has only a one-time impact annually and that essentially is not as much of an impact as all the increase in revenue that they are getting and the in cost that they're getting that's how that balances out decision criteria is now translated into impact again something that we know recurring impact recurring revenue now we can we can use that we now have a framework in order to start teaching our sales professionals or coaching our sales professional what to do down here we can do prioritize price with what i just said right we simply make sure that the impact that we demonstrate the impact the price it gets deprioritized we can prioritize a new feature we're saying like folks we have this brand new feature no one has in the market and it's going to make you more money than anyone else or save you more money than anyone else that feature now becomes important it is prioritizing or we can re-prioritize they said our service department was or they integrated earlier service department doesn't have that much impact but oh my gosh let me show you why our service department is so important and how much impact it can have on you this is a thing that we can coach and we can teach them on it sits within the medic framework it is the decision criteria for sure it will impact the decision process and here's how you do that there's three options de-prioritize prioritize or re-prioritize right like like seriously but now i need to work this into the decision process right you're like jocko i just saw you had a two-stage decision process none of my carriers are buying that i'm a deep enterprise sales rep i'm using medic to inspect my deals there's a lot more going on and i go like oh you're talking about champion champions i got stakeholder meetings how do i put this all together well what you have here is a winning by design blueprint on you know like a buying center in this case the buying center that i reflected down here represents not only the multiple people that are involved but how they interact with each other how an initiator sets up to the champion and so on and so forth you see the different roles and their correlation to each other now what i'm going to do is i'm saying it's like look the second part that we have down here is that we say a matic champion is a decide and we see that on the left champion but champion has multiple roles we see the initiator role in that we see that the user can act as a champion we see the the traditional more conventional uh champion a person who's who visits you at uh an event that stops by at your booth and and takes it forward and on the back end we have the economic buyer the decider the executive buying team potential the influencer the gatekeeper which may be for example the cfo saying we're not going to spend money on that or maybe a gatekeeper that says we've already picked the decision similar to that let's let's work with what we've got we see that the the variety of roles because this in this decision process explains the relationship with each other it allows us to start explaining that to our team to coach our team on that if you want to go you you know if you have an initiating event somebody came to you via linkedin wanted to learn more about you you may have reached out to them but you have initiated you've started the conversation your discovery call is there to help you identify a channel a champion and when you have identified a champion you're looking to make a provocative statement and the provocative statement needs to get to the decider what makes the decider different than the champion the champion wants it for his or her personal interest but the decider needs it because they got a critical event coming up sometimes they're the same sometimes they're different sometimes they're changed during the deal was it decided to becomes a champion who was a champion becomes a decider or was it the side of a cubs a gatekeeper what do i mean with gatekeepers well we sorry before i go there this is not the only path into the decider the the other path into the sider and what we see more commonly for example of product like growth is the important role that the user of your product and service has they want to need this they go like oh i love this i need this and they may tell their the site of that i need this right now this compiler is fantastic this developer platform this uh expense management system they've done a trial they tested it out they're giddy they want this and they start influencing and acting as an initiator towards that decider if the decider wants to make a decision they're going to run into some gatekeeper that could be as simple as theirs you know like we have the the cfo says this is not a priority right now we got other things to do or it could be a person who has a vested interest in the alternative solution we need to tackle that by figuring out what is the vested interest and that's where our influencer comes in long stories on that i'll leave that for our session that we have dedicated to this that you can look up on our youtube channel the outcome of that is all that we have a stakeholder meeting the champion the decider the influence of the gatekeeper we all meet and we decide whether this is the right thing or not to move forward what we notice is that today's decisions are no longer made just by an executive it is not the role of an executive to make a buying decision it is the role of the executive to make sure that the right decision process was followed that the right people were involved in the decision that they stepped to the process correctly that is the role of the executive they have a voice but it cannot be the determinant voice because in general when that happens the user are going to revolt against that later on if it's not the product that they want they simply are not going to use it churn imminent and so that stakeholder meeting brings all of them together lets everybody have a voice and that is a super important part of the process what we see here is that the role of priority as i pointed out very much before that doesn't mean it's only just important for them it's important for you to learn that so the additional role of a champion and often a misunderstood role is that it is up to your champion to decide if this project has legs is this going to go far or are we all just you know going through the motion and this never is going to be a priority folks give you an example we're here in california you know like uh you know like if if fire season comes up then selling fire insurance is going to be a priority or buying a fire insurance is going to be a priority if you just bought a cabin in the mountain it's a high priority if you live at the ocean and you live on an island with with no trees then you know like we don't then this selling fire insurance probably is not going to be a priority for the same reasons right so i just want you to see we need to early on establish with the champion is this a priority that decision process that i've depicted down here if we correlate that back to medic we see down here it has the economic buyer in that it has a decision process and it has the overall champion all these things are involved and correlative relationship of it and the ability to coach our staff in the field in real life at the front lines on what to do with it beautiful right you see it you see how we started to connect the dots but let me help you connect the dots i'm going to sit out i'm going to go underneath here and here we go if i now build this up and say like how do these two things connect with each other how do they work with each other look what i'm going to do first i'm going to say i need to start with identifying the pain and once i have really identified the pain and i can identify the impact what i can then do with it i can learn which individual person inside the company has a different kind of impact i have i'm able to navigate that decision process and i can from that determine what the decision criteria and the impact of that will be and re re-prioritize de-prioritize or prioritize right i can do all that that means that with these just these three blueprints just with these three blueprints all based on spice i am now becoming making medic recurring revenue compliant you'll see this because it has priority in there it's impact driven it talks about rational and emotional impact you just extended medic to be ready for recurring revenue now that means whatever i say next obviously this uh yeah folks this is this is the simplification of that if i have a seven-stage sales process let me get i'll get a picture down here if i have a seven-stage decision process like down here i can now map cmi let's say that in this particular case you as a sales leader have mapped the letter c and the letter m and letter i of the medic process to the first three stages well we know that you know metrics means impact we know that uh c stands for champion and that's you know like i need to learn how to identify that we know that that these things connect with each other right and so all i now say is map situation pain and impact to that same letters it's no different you just say it's like ah i need to get the situation in pre-qualification is this the right kind of client for us do they fit within the region within the size of the business within the vertical market do they have a pain and if they have a pain you know like is there an impact can we help them achieve what they need if you don't if you cannot have that same way with cmi then there's no need to go to stage four if you go to stage four and you go into negotiation we want to make sure that there's a critical event associated with it we want to make sure that we have a decision process in place so we can understand what essentially what is happening to whom and by the time we start negotiating we want to make sure what the decision criteria are so we can trade things if you you know like if you don't have as much money or you don't want to spend money on that we're going to take this feature package deal size services whatever it is off the table and here comes the beauty you do all this do all this then you can hand this off to customer success and say good to customer says this is the situation this is the pain this is the impact that the client won by this particular date that they wanted by and these were the people involved in the decision each with their emotional impact that they want that is how easy it is right i just gonna you know like that that's it like we now have your stages you're very familiar with medic all you now do is you connect to each letter what blueprint it is and you can run this this process it is that simple what we just done for you is we helped you not only that decision process is important you can inspect it but it we help you deliver that into the field so the client now knows what to do your your rep now knows what to do this points out to you that there's an importance of coaching skills this is another change that we have been drastic that that that medic and where it origins from caused a big difference in the late 90s early 2000s i became a sales director and in that sales director role i had a bunch of what they call in those is gray foxes or grey tops this was relating to a person that is very old that has gray hair or not very old that has gray hair and that has lots of years of seniority on me and so i was a junior sales relatively junior sales director with people that had 20 plus years experience on top of my experience that i was managing and that was you know like and so and that was normal but like like folks do you really think that when that rap and the role of that rap being managing the customer do you really think that it was advisable to me to go tell a person that's 20 years old my senior right 20 years old and not senior in age senior in skills these folks have advanced skills how to navigate an organization two free phone calls you know like simple things that they were able to do these were in real life sales skills do you think that as a person i could go tell them another job heck no there was a certain way that i would have a revolt from and a lack of respect from them instead what they counted on me being a sales director they go like look let us work with the customers we know do that jocko you manage to forecast you manage the headquarters you manage the office for me and so as a manager i was my primary responsibility was manage the forecast accuracy and forecasting and make sure i kept headquarters off their back so they they could do their job they had all the in real life sales skills they experienced in it and i've learned so much from them from those experiences you see that back in those blueprints i just shared with you right but today we have a different situation with many of you when we're looking at the composition of your sales team we do not see people with 20 plus sales years of experience experience years right we see people that have a little bit of experience and not only that is their experience even applicable because we have gone through so many changes in go to market motions and you know like so many things have happened that if we look at that we really see that the outcome of that is that today we see a lack of in real life sales experience and the the frontline reps are no longer stiff-arming the sales leadership and saying like don't mess with what i'm doing i know what i'm doing nowadays more and more reps and the lion's share of them says no no no give me step-by-step guidance give me help i need help out here give me not only enablement but not only training but but but coach me right and that is a very different skill set that we now see not only do you as a manager and as a sales leader need to manage the forecast and keep the headquarters off their back so these folks can actually keep keep doing and stay productive they're asking you make me more productive remember i said those blueprints with those step by step their actions voila which is french for there you have it voila there you have it those blueprints now deliver that exact impact it allows you to coach them it allows you to coach on this this is a very different thing we can no longer just use mavic to manage the forecast our teams in the field are and not only want us to inspect their deals they want us to help them the deals and guess what if we help them with these skills we automatically help them to improve the forecast because the results will be better that is a beautiful thing that is the thing i want you to realize that this importance of in real life skills is where we have a gap which we can solve now that puts you know puts me on the stage of a summary and which is where i was we'll bring it all together for you once more right we saw this bow tie this bow tie and the responsibility of spies to cover this entire bow tie not just the the sales team but the customer success team and the marketing team and how do we get an abm campaign to interface with a medic based sales campaign and how do we make sure that the medic-based sales team that sells into enterprise is interacting with the band sales team that sells to smb right the s b sales team that uses bands sorry i should put it that way and so we do that by creating a bow tie and in that bow tie we'll look at it from the customer perspective this is not about how we sell this is how a customer buys and what is the customer buying they're buying impact from us that means that what we're going to create we're going to create a uniform language from all the way off the left across all roles that impact is the primary goal impact to the customer do that and we get recurring revenue how do we get to impact we use spiced an acronym that relates to how do we get to impact how do we get from impact to a critical event and how does that impact the decision whether that is an expansion decision whether it's a decision to click on a button and become an mql or whether that is a decision to commit to a mutual agreement where we're going to achieve growth for our both our companies that is what all that stands for what we map to that is a sales process what many of you are comfortable with is mapping that sales process to that and go like okay part of the journey is the sales process on that sales process i'm inspecting and using medic as my deal qualification methodology what we now do this is all you know like in this world we simply map the blueprints to the letters we say like oh for metrics you're going to use this blueprint for decision criteria that blueprint for decision process that blueprint um and so on for diagnosing pain we're going to use the discovery blueprint right and so you map to that and what you essentially are doing you are mapping that process back to your to your to your process this works this is proven to work now some of you may ask you know like i don't have a medical agreement i've just taken it from a previous company do i still need it technically speaking you will not need it i'll come back to that in a second technically speaking we can connect it directly now what we see down here this allows me still to manage the forecast by using manix to do the deal inspection while at the back end it also helps me using the spice in order to coach them on the blueprints look this is the best of both worlds really right and then like i said you asked me do i really need matic yeah look if you're comfortable with it and use it but if you're already moved on from that then know that it has integrated the mindset of medic deep within it but that the mindset off right is that the goal behind it is you know it's the same we want to create a uniform language and so on and so that creates the overall approach that you see depicted down here and we're just yeah that is like hey manage the people on the process but coach them under the individual skills what i have hoped to have given you is an idea on how all this can fit together you may ask jocko i like these three blueprints are there more folks you already heard it the stakeholder meeting has a blueprint associated with that right if we start creating and have created what we as a company have we have created all these individual blueprints and these individual blueprints allow us to connect it all together so for example i can now say hey i diagnosed that blueprint that goes to that all these things are connected including the stakeholder meeting and the proof of concept and so on and so forth all these things connect it's an entire approach that you can now deploy and grow from that is what we are here and what we have established at winning by design that mindset of how do we help how do we integrate with matic i'm a band and with abm campaign and with customer success organizations and with you know like uh handoff sequences all that is included in that that's it i know you if you want to learn more we have a wealthy uh youtube channel with youtube.com slash winning by design hundreds of videos that explain different concepts methodologies science behind all this individual blueprints explained you can find it all there and if you're interested to sign up to learn more the signs of revenue.com go to that website no gates no nothing you can you know what you'll do is you sign up you get a license to use it with a creative common license so you can start right away you get frameworks mailed to you all that is ready for you to use as well well with that said i hope to have given you an exciting future that if you're a medic alumni you'll have a leg up on integrating this spice integration i'm wishing you much luck with that and yeah i really appreciate you uh spending time with us today with that have a wonderful time [Music]