Reply with one question you’d want to ask Matt Dixon about the topics of his book, The JOLT Effect.
You could touch on things like how to react to particular objections, signs of indecision in the deal cycle, insight into what the best sellers are doing in particularly tough situations… or anything at all on your mind that Matt could weigh in on.
On Thurs. 9/28, we’ll be hosting Matt Dixon for a community roundtable called “The JOLT Effect: Live Q+A” - so we’re gathering questions/topics from the community in advance.
My question for Matt Dixon is:
How do you typically recommend bringing in the topic of discounts/perks/add-ons into deal conversations to reduce indecision and increase FOMO?
Many companies have conditioned their customers to wait till EOY or EOQ to purchase so that they can lever additional discounts. How can sellers combat this and progress their deals quicker?
If your prospects start to noticeably slow down in their response times, what approach do you recommend to follow-up? Any tips on followup frequency, wording / phrasing of messages, or how to gauge how much to chase them, or let them go?
After writing “The Challenger Sale” and “The JOLT Effect”, what would you do/write differently (Or modify) when it comes to the current challenges of macro-economic and financial downturn?
My question:
How do you recommend fishing for insights into competitors the customer may be looking into? And how can sellers best utilize any that information to try and break away from the pack and initiate a faster decision?
This fiscal I received 19 new customers that were previously in our unmanaged channel. So far, only 50% have engaged with me, but the remainder are disengaged. I have sent emails to contacts of record (after checking they were still viable in LinkedIn) and led with value in my messaging. Nothing, I reached out to CEOs and CFOs via email and LinkedIn. Nothing. I pinged them via Teams. One CIO started to respond and then stopped. Nothing. Next week I dial for dollars and then send a box of cookies. But I am running out of ideas. How do I get these outliers to engage?
During some sale cycles, we are doing exceptionally well, and there is a lot of engagement from many levels of the company we are selling to. Then, collectively, the organization and people we are selling get busy, and things don’t stop, but they don’t move forward. What practical strategies do you suggest to move the deal’s priority ahead while we are dealing with things like getting buy-off from IT and the security team?
What strategies have you used or seen when procurement processes are so tight that even with a compelling business case, clients choose to delay deal progression until their next fiscal year (e.g. all current FY budget allocated)?
