W O R K B O O K
value cr
01 l4vc
self-oriented
+
• The product should sell
itself • We are easy to do
• Marketing generates business with
leads
mindset
+
• Features, benefits, • Support and service
advantages differentiate
• Objection Handling • Provides better
• Storytelling experience
• Closing
skill set
tool kit
•
•
•
Catalogs
Sell sheets
Traditional marketing
deck
+ •
•
References
Proof providers
20 OUTCOMES PLANNER
2 Level 4 Value Creation
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reation other-oriented
+ +
• We resolve your existing
pain • I compel change
• We generate tangible • I am the value
results proposition
• ROI
+ +
• Discover • Business acumen
• Diagnosis • Situational knowledge
• Negotiation • Ability to lead change
+ +
• Insights
• Sales process • Playbooks
• Sales methodologies • Modern insight-based
deck
• Research
21
Level 4 Value Creation 3
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LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
4 Level Four Value Creation
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LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
LEVEL OF VALUE
CLIENT (OR DREAM CLIENT) CURRENT TARGET
(L1,L2,L3,L4) (L1,L2,L3,L4)
STRATEGIC OUTCOME REQUIRED:
Level Four Value Creation 5
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Notes
NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
6 Notes
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NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
Notes 7
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02
Mindshare
02.01
Mindshare
Why should your dream client change what they are doing now? What should be compelling
them to change directions? What are the implications of doing nothing, retaining the status
quo? These are the questions you must be able to answer for your client in order to capture
their mindshare, help them discover something about themselves, and create an opportunity
to displace your competitor.
02.02
SuperTrends
What are the trends that are affecting your dream client now—or soon will be?
What proof is there that this is true?
What facts or figures provide the data to back up your assessment?
SUPERTREND
PROOF FACTS & FIGURES
NOTES
Mindshare 9
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SUPERTREND
PROOF FACTS & FIGURES
NOTES
SUPERTREND
PROOF FACTS & FIGURES
NOTES
10 Mindshare
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SUPERTREND
PROOF FACTS & FIGURES
NOTES
SUPERTREND
PROOF FACTS & FIGURES
NOTES
Mindshare 11
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02.03
Implications
What are the implications of doing nothing?
What strategic outcomes are at risk—or will put at risk in the nest 18 to 24 months?
What are the implications of changing now? How does the client benefit from taking action?
SUPERTREND
IMPLICATIONS
CHALLENGES OVER NEXT 18–24 MONTHS
BENEFITS OF CHANGING NOW
NOTES
12 Implications
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SUPERTREND
IMPLICATIONS
CHALLENGES OVER NEXT 18–24 MONTHS
BENEFITS OF CHANGING NOW
NOTES
Implications 13
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SUPERTREND
IMPLICATIONS
CHALLENGES OVER NEXT 18–24 MONTHS
BENEFITS OF CHANGING NOW
NOTES
14 Implications
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SUPERTREND
IMPLICATIONS
CHALLENGES OVER NEXT 18–24 MONTHS
BENEFITS OF CHANGING NOW
NOTES
Implications 15
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SUPERTREND
IMPLICATIONS
CHALLENGES OVER NEXT 18–24 MONTHS
BENEFITS OF CHANGING NOW
NOTES
16 Implications
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02.04
Views and Values
What do you believe about these trends and the implications?
What are the values that you believe should be driving the decision to change?
What course of action do you believe is necessary—or critical—to producing the strategic
outcomes your dream client needs?
SUPERTREND
Your Views: Your Values:
YOUR RECOMMENDATIONS
NOTES
Views and Values 17
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SUPERTREND
Your Views: Your Values:
YOUR RECOMMENDATIONS
NOTES
18 Views and Values
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SUPERTREND
Your Views: Your Values:
YOUR RECOMMENDATIONS
NOTES
Views and Values 19
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SUPERTREND
Your Views: Your Values:
YOUR RECOMMENDATIONS
NOTES
20 Views and Values
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SUPERTREND
Your Views: Your Values:
YOUR RECOMMENDATIONS
NOTES
Views and Values 21
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Notes
NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
22 Notes
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NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
Notes 23
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03
Professional
Pursuit Plan &
Cadence
03.01
How to identify your
non-Dream clients
• A non-dream client would transact, refusing to let you create
additional value.
• A non-dream client would believe that you are a vendor and
what you sell is a commodity.
• A non-dream client may spend a lot in your category but
make it minimally profitable, if profit is even possible.
• A non-dream client would be immature as a client, treating
you as the source of their problems and refusing to make
the changes they need to make to produce results.
T R A I T S T O a v o i d
▷▷ Commands lowest price ▷▷ Will blame you for their lack of
investments in results
▷▷ Will change to save a few pennies
▷▷ Pays bills late
▷▷ Full of difficult personalities
▷▷ Poor communication
▷▷ Believes all the people who sell to
them are vendors ▷▷ Adversarial instead of collaborative
▷▷ Is not really interested in changing ▷▷ Runs through a lot of vendors
Pursuit Plan 25
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03.02
How to identify your
Dream clients
• A dream client would recognize what you do as value worth
paying for.
• A dream client would find what you sell to be strategic, not
a commodity.
• A dream client would spend a lot of money in your category.
• A dream client would be mature as a business partner,
working with you to develop and execute a solution.
T R A I T S T O a t t r a c t
▷▷ Will invest in better results ▷▷ Is willing to make changes
▷▷ Loyal to their partners ▷▷ Takes responsibility for the
challenges they create
▷▷ Collaborative contacts
▷▷ Pays on time
▷▷ Believes their best suppliers are
partners ▷▷ Excellent Communication
26 Pursuit Plan
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A-List Clients B-List Clients
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.
7. 7.
8. 8.
9. 9.
10. 10.
11. 11.
12. 12.
13. 13.
14. 14.
15. 15.
Pursuit Plan 27
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C-List Clients
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
28 Pursuit Plan
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03.03
Dream Clients worksheet
Use the following exercise to map out a plan to nurture each of your dream clients.
Client: Deal Value: $
Contact 1:
Name: Title:
Phone: Email:
Contact 2:
Name: Title:
Phone: Email:
Contact 3:
Name: Title:
Phone: Email:
What insights do you have that would help you make the case for your dream client to change?
#1 #2
#3 #4
Pursuit Plan 29
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What do you believe might be their compelling reason to change now?
#1 #2
#3 #4
What do you know about this client specifically that would
help you create and win a new opportunity?
What content can you share to nurture these relationships in front of an opportunity?
(Case studies, white papers, blog posts, journal articles, news stories, etc.)
30 Pursuit Plan
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03.04
Pursuit Plan
How you will win strategic clients and increase wallet share by professionally prospecting.
Phone first and Follow up Only ask Perform 9 touches
always leave a voicemail with an email by phone over the next 13 weeks
TOUCHES
WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13
PHONE
EMAIL
NO ASK
LINKED IN
NO ASK
BLOG POST
NO ASK
DIRECT MAIL
SHOW UP
COMMITMENTS GAINED
1. Time: 6. Invest:
(MM/DD) (MM/DD)
2. Explore 7. Review
(MM/DD) (MM/DD)
3. Change 8. Resolve Concerns
(MM/DD) (MM/DD)
4. Collaborate 9. Decide
(MM/DD) (MM/DD)
5. Build Consensus 10. Execute
(MM/DD) (MM/DD)
Pursuit Plan 31
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Notes
NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
32 Notes
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NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
Notes 33
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04
Integral
Discovery
04.01
Integral Discovery
Integral Discovery 35
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04.02
Individual Interior
VALUES EVIDENCE NEEDS
04.03
Individual Exterior
What is the person doing that we can see and measure?
What are they doing that may be causing them to produce a different result than what they need now?
What new action do they need to take now? What should they stop doing now?
36 Integral Discovery
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04.04
Collective Interior
What is the cultural level of the organization?
What evidence do you have of this shared value system?
What are the shared experiences that might sustain this level?
What shared worldview might sustain this level?
04.05
Collective Exterior
What are the systems and process this organization follows?
Where does their strategy rub against outside forces?
What is changing in the environment that should be causing them to change?
Integral Discovery 37
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04.06
Advance Consensus
Stakeholder Title Role
38 Advance Consensus
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Present Goal Reason
Value Level Value Level Preference Engagement to change Authority Influence
Advance Consensus 39
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Who is the CEO of the Problem?
Who are the decision-makers or buying committee?
Who is most susceptible to engaging us about this project?
Who has the most to gain from making a significant change?
Who has the most to lose by maintaining the status quo?
Who is likely to oppose this initiative? Why would they oppose it? What would they gain?
40 Advance Consensus
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What evidence is likely to persuade the stakeholders we know to move forward exploring this idea?
What proof can we provide? What facts and figures?
How do we address the cost of this change initiative?
Who do we know that would help engage the stakeholders we need to create an opportunity?
In what order does it make sense to engage these stakeholders?
Advance Consensus 41
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Notes
NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
42 Notes
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NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
Notes 43
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05
Insights,
takeaways, &
Actions
05.01
Insights, Takeaways, & Actions
Write down your biggest insight and takeaway from this workbook.
What new action will you take?
MY BIGGEST INSIGHT
MY BIGGEST TAKEAWAY
NEW ACTION I WILL TAKE
I n s i g h t s , Ta k e a w a y s , & A c t i o n s 45
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Thank You!
Connect with Anthony
[Link] [Link]/iannarino
[Link]/iannarino [Link]/thesalesblog
[Link]/in/iannarino
Books by Anthony
The Only Sales Guide
Eat Their Lunch
You’ll Ever Need
The Lost Art of Closing
46 Thanks!
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Notes
NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
Notes 47
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NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
48 Notes
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NOTES: NOTES: NOTES:
334 OUTCOMES PLANNER 334 OUTCOMES PLANNER
Notes 49
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C o p y r i g h t 2 0 1 8 B 2 B S a l e s C o a c h a n d C o n s u l t a n c y. A l l r i g h t s r e s e r v e d .
