It was my understanding there would be no math

Transcription

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2 It was my understanding there would be no math

3 Invisible forces that shape human decision making How people frame value and make choices Neuro science Behavioral Economics Social Psychology Decision Sciences

4 47% Of buyers rely more on content to make buying decisions this year 75% Place higher emphasis on the trustworthiness of the source 34% Consider vendor content trustworthy

5 93% Want content providers to curb the sales messages

6 Customer Sales Process Buying Centric Journey Prospecting Awareness Qualification Interest Evaluation Demo Proposal Negotiation Purchase Ongoing & inevitable 60% No Decision Journey ends here 70% Acquisition

7 Even a 5% boost in customer retention can increase profits by 25% or more!

8 Customer DECIDING Journey Customer Buying Journey WHAT they do WHY they do it Awareness Interest Evaluation Proposal Negotiation Purchase Why Change? Why You? Why Now? Why Pay? Why Stay? Why Evolve?

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10 Anticipated Regret/Blame Preference Stability Status Quo Bias Selection Difficulty Perceived Cost of Change

11 Anticipated Regret/Blame DISRUPT Preference Stability Status Quo Bias Selection Difficulty REINFORCE Perceived Cost of Change

12 Customer Expansion Customer Acquisition Infographics & ebooks Solution Briefs Whiteboard & Coaching Guide Call Prompter Executive Briefs Case Studies Business Case Justification ROI Analysis Newsletters & Proprietary Experiences Quarterly Business Review Industry Briefs Needs Assessments & Capabilities Updates

13 Why Change? Messages & Content

14 WHY CHANGE MESSAGE MODEL Unconsidered Needs New Safe Path Introduce problems or missed opportunities they didn t even know they had to de-stabilize current preferences Flaws in Current Approach Show clear contrast with a new safe path to resolving the unconsidered needs in a way they can t today Before & After Hero Story / Likely Outcome Expose the flaws, gaps or limitations in their current approach to show cost of staying same Show the likely positive outcome of making a change to overcome anticipated regret

15 Demand Gen Why Change? ebook Unconsidered Needs New Safe Path Flawed Approach Likely Outcome

16 Unconsidered Needs Relevant trends, coupled with a so what insight to destabilize preferences

17 Flawed Approach Flaws, gaps & limitations in current approach to show the COST of the Status Quo

18 New, Safe Path Resolution of the unconsidered needs to overcome anticipated regret & blame

19 Likely Outcome Likely positive outcome to overcome anticipated regret & blame

20 Why You? Messages & Content

21 WHY YOU MESSAGE MODEL Business Challenge Value Provided Identify business problems you can solve in a unique or advantaged way Change Needed What this means to their success if they can make this change and do this better Unique Capability Get them to see what they need to do differently than they are doing today in order to accomplish their desired outcomes What it is you offer in a unique or advantaged way to help them make the change and realize the value

22 Why You? Solution Brief Business Challenge Value Provided Change Needed Unique Capability

23 Business Challenge Business problem you can solve in a unique or advantaged way

24 Change Needed What do they need to DO differently to overcome the challenge?

25 Value Provided What making the change will MEAN to their success?

26 Unique Capabilities Differentiated capabilities that can help them make the change and realize the value

27 Why Stay? Messages & Content

28 WHY STAY MESSAGE MODEL Document Results Reinforce Preference Stability Mention Risk of Change Reinforce Perceived Cost of Change Detail Your Competitive Advances Review Prior Decision Process Reinforce Anticipated Regret and Blame Highlight Cost of Change Reinforce Selection Difficulty

29 WHY STAY RENEWAL PRESENTATION Document Results Prior Decision Process Risk of Change Competitive Advances Cost of Change

30 Document Results Reinforce preference stability by detailing progress to date

31 Prior Decision Process Reinforce preference stability by reminding them of the thought (and pain!) of their decision process

32 Risk of change Reinforce Anticipated Regret & Blame by reminding what s at stake if something goes wrong

33 Cost of Change then tally up the financial costs a change would incur

34 Competitive Advances Make the case that a new provider would bring parity at best!

35 What s Next?

36 But what about the upsell? Why Change? Why Evolve? Why Stay? It s Essentially a Hybrid Framework

37 The Winning Why Evolve Message More to come!

38 What Do You Want to Do? What do you want THEM to do?

39 Decision Diagnostic (Intent of Asset) DISRUPT! ACQUISITION Decision Why Change? Why You? Why Now? Intent / Purpose Help a prospect see that their status quo is unsafe and they need to do something different. Help a prospect see a clear difference between your solution and what they are doing today and between you and the competing alternatives. Generate a sense of urgency so executive decision makers buy into your story and your business case, usually by sharing quantifiable results. REINFORCE! EXPANSION Why Pay? Why Stay? Why Evolve? Overcome pricing pressures to avoid unnecessary discounting to make sure you get more profitable deals. Help a prospect see that their status quo (YOU) is SAFE and that they should NOT do anything different. Sell additional solutions by getting customers to pay more and/or buy more.

40 Questions?