Sales Becomes Dead Easy Once You Understand THIS
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If you're doing the five things I'm going to cover in this video, then you are, well, you're sabotaging your chances of sales success. The crazy thing is having trained over 2,500 sellers in my salesman.com academy program, most of the salespeople and the small business owners that I've worked with over the years were making these deal killing mistakes. So give me 10 minutes of your time and your deal closing rate is going to skyrocket on the back of

Okay, so let's think big picture here, right? Because big picture, the thing that kills deals is a drop off in what's called buying temperature.

Now most conversations when you do outbound with the prospect, even if you do an inbound, most conversations start off in the yellow zone where the buyer is just gathering a bit of information but they're not committing to change. So your only goal is to help them move towards the green zone where they have the confidence and the certainty to say, basically sod it, let's get on with

Now, the issue is that most sellers kill deals by, well, proactively removing buying temperature from deals without realising it and absolutely tanking the temperature into the red zone.

So if you send emails to just check in with the buyer, if there's no value being exchanged in your meetings, if your prospect doesn't have clarity on their current reality, their future reality, and how you can help them move from one side of the realities to the other, then you are, whether you realize this or not, you're inadvertently perhaps sucking buying temperature from the deal every time that you speak with them.

And this happens all of the time. You've got to be so careful of this. Basically, you've got to become conscious of every interaction that you have with the buyer. And if you feel like the buying temperature is going down, you need to do something. You need to do anything basically to get that buying temperature back up to the point where they're in a position to say, "Yes, let's move forward." So think about doing the inverse of what most sellers do.

Before you do any activity, you book a meeting, you do some outreach, you send them a PDF of something that they really don't care about. Ask yourself the question, will this activity increase the buying temperature of the deal? You know, stick it on a post-it note, stick that on your monitor as you're doing all your sales activities. And if the answer to that question is no, then don't do it.

Just stop the activity that you're gonna do and stop probably spamming people with crap that they don't care about. Now, if you want something that is proactive, that does increase the buying temperature, then we need to look at business cases. If you can't build a business case for a deal, then that deal is dead. You just haven't realized it yet. You haven't admitted it to yourself.

Now, business cases, that sounds quite fancy, right? But they don't have to be fancy. But they are incredibly important to B2B deals that are, quote unquote, complex. As in, they've got more than one decision maker or a decision maker and a bunch of influencers below them that they're actually listening to. That's what makes a deal complex.

And business cases are important in these scenarios because the business case becomes the single source of truth across the entirety of the accountant, the deal cycle length, and the deal itself. Having a business case, which is the single source of truth, will this instantly eliminate a lot of the mess of sales communication and different priorities, which we're going to come on to in a second, but all the mess that comes with large, complex B2B deals that often just kills them.

Now, I cover how to build a quick and super effective business case in the Seller Made Simple book. You can grab a free copy of this over at sales.com or clicking the link below. There's a whole chapter on building business cases. But business cases don't have to be complicated, but they have to exist. And you have to get buy-in that everyone agrees that this is the thing that we're doing. This is the challenge that we're overcoming, and this is probably the way that we're going to go about doing it.

Now, once there is a business case in place, the next thing that kills deals is a lack of a compelling reason to take action, not just at some point in the future, but to take action right now. Sellers often just absolutely kill deals because they're unable to identify a compelling, what we call, trigger event. Now,

A trigger event is an event that changes your product from a nice to have, something that would be useful, something that would be exciting to work on, into a frigging heck, we've got to have it right now. And for large, complex B2B deals, if you don't identify a trigger event, if the buyer isn't aware of that trigger event, then the deal is likely lost.

If you deal lots of outbound sales, it's very likely you're generating meetings where there is perhaps interest in your product or service, but maybe the trigger event hasn't happened yet and so the buyer hasn't been pushed through the pain threshold that is needed to get a deal over the line. Essentially, the buying temperature hasn't gone into that green zone and they're not ready to get a deal done. Now, this is not your fault. It's just a matter of timing, right?

So if you have done your outreach, you've booked a meeting and the trigger event didn't just happen to have occurred three minutes before your call so that the buyer is super, the buying temperature is super hot in the conversation and they're ready to get the deal done on that phone call itself at a one call close, then again, it's not your fault. It's just lock, right? All these stars didn't align.

However, what isn't luck and what is in your control is to keep an eye on the account after you've done the initial outreach, after you've built the business case with them perhaps. You've got to keep an eye on the account so that when a trigger event occurs, you can be right in their face with the solution to their problem so that when they reach that pain threshold, you are there, you're the one, you take control over the entire situation and you help them take action to solve the problem.

Many sellers kill deals that would have probably happened just because, well, they don't stay on top of them with follow up. They're not continually adding value to that account, to the individuals within the account. And so when the trigger event comes along, they just miss it completely. And this leads us onto another way that sellers kill deals. And that's by, and this is pretty basic, right? This one, this is not understanding that the market that the buyer is within is constantly moving.

Right, if you want to stop killing deals, drill this into your brain.

What a buyer tells you they need today might be irrelevant tomorrow. And I see this happen all of the time within sales.com academy when I'm coaching salespeople, right? Whether you're the brand new to sales or whether they are highly successful and very well tenured in multiple decades of sales, many salespeople kill deals, especially these longer deal cycle lengths by failing to adjust what they promised the buyer in the first instance against the buyer's changing needs. I want you to think about it like this, right?

Your buyer's business doesn't live within a vacuum. They've got their own competitors, they've got changes in legislation that's happening all of the time, there are new technologies hitting the industry, there are lots of these variables happening all the time and it becomes an absolute mess if you try and map all these out. But the thing to note

is that if the buyer's business stands still, they slowly get dragged towards the inevitability of the business failing. If they don't update products, if they don't do their own prospecting, if they don't look after their current customers, eventually any business that doesn't adapt, change, grow, all businesses get pushed by this tidal force and end up in bankruptcy.

bankruptcy. So your goal is to help them swim against this tide and also to out swim their competitors. That means that the product that you offered them 12 months ago, and let's say your deal cycle length is 12, 18 months, well, what you offered them then, well, the whole market has been dragged back by this tidal force. And so they've got to take a leap forward to just stay ahead of the competition. What they needed back then might not be what they need right now. It might not be compelling anymore. So

So you've got to keep updating your offer to your buyer's current needs. Otherwise, you're going to risk killing this deal off altogether. And it's not just letting your offer go stale that kills deals. It's sharing the wrong offer. I say this all the time with the wrong person. Lots and lots and lots of sellers get confused between what's called the major ICP and the minor ICP. And this kills deals quicker than anything else. Now,

A major ICP or a major ideal customer persona within their account is the individual who is able to make a purchase decision. It's going to be a CEO, an executive. It's going to be someone who has the budget. A minor ICP, on the other hand, are folks within an account that might be able to influence a decision, but they're not the ones making the decision at the end of the day. This might be someone who's using the tool or the software or the hardware or the person implementing it.

or the person that is, for example, if it's a financial software solution, it might be the accountant on the other end of that piece of technology. Now, what people get wrong is that a major ICP wants different things from you and your product versus the minor ICP. And you've got to take this into account, otherwise you're just going to kill deal after deal after deal. The major ICP is thinking short to medium term. This is the biggest differentiator. The minor ICP is thinking about

Right now, today, this instant, they're in pain right now. The major ICP is looking to how do we improve the efficiency of the business? How do we improve profitability of the business? How do we reduce legislative risk or legal risk? These are all the things that your major ICP are thinking about. So you've got to differentiate between the two because they just want different things. Additionally, the scale of these two ICPs is different as well. The major ICP has a focus on the company. The

the market that the company sits within, and if they're an executive, they're probably thinking about their legislative landscape and a whole bunch of other things as well. Whereas your minor ICP, they're probably panicking about some seemingly small problem that is insular within the company, the department, their day-to-day life at work.

work. So to avoid killing your deals, you've got to understand who are you speaking to and you've got to communicate what they want to hear rather than just the general message about your product or service. And this is one of the differences between sales and marketing.

You can't listen to what marketing tell you as a salesperson or as a small business owner. Their message is one to many. What we're doing is communicating one to one. So our message has to be appropriate and specific to the individual and compelling to the individual that we're engaging with. So if you're engaging with a major ICP, it's got to be specific to them. If you're engaging with a minor ICP, it's got to be specific to them.

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