The best salespeople are genuinely curious. They make progress because of their choices and decisions, which come from asking smart questions.
This session will touch on three key areas requiring excellent questions from sales and inside sales reps. How good are the questions YOU ask?
This document provides information about Dr. Krishnanaik Vankdoth and his background and qualifications. It then discusses digital logic design topics like digital circuits, combinational logic, sequential circuits, logic gates, truth tables, adders, decoders, encoders, multiplexers and demultiplexers. Example circuits are provided and the functions of components like full adders, parallel adders, magnitude comparators are explained through diagrams and logic equations.
This document provides an overview of the data link layer. It discusses several key topics:
1. The data link layer is the second layer of the OSI model and receives data from the physical layer and sends it to the network layer. It makes the physical layer appear error-free.
2. The data link layer is responsible for moving frames from one node to the next. It provides error control, addressing, framing, and flow control.
3. Error control techniques include error detection using parity checks, cyclic redundancy checks, and checksums. Error correction uses retransmission or forward error correction.
The document discusses various number systems including binary, decimal, octal and hexadecimal. It covers how to convert between these number systems using techniques like dividing by the base, tracking remainders, and grouping bits. Examples are provided for converting between the different systems. Common number prefixes like kilo, mega and giga are also explained in the context of computing.
This document discusses using records to store collections of data more efficiently than parallel arrays. It defines a BMI record structure with fields for height, weight, and BMI. It shows how to declare a single BMI record variable, assign values to its fields, and calculate the BMI. It then demonstrates declaring an array of BMI records to store multiple records, assigning values to fields of individual records, and calculating BMI values. Finally, it presents using a loop to efficiently input multiple records and calculate BMI values.
One of the most popular Internet services is electronic mail (e-mail).
At the beginning of the Internet era, the messages sent by electronic mail were short and consisted of text only.
Today, electronic mail is much more complex. It allows a message to include text, audio, and video.
It also allows one message to be sent to one or more recipients.
Thinking BIG: Building and Running a Global Sales Development OrganizationRalph Barsi
One size does NOT fit all when it comes to sales development teams. There is no black and white formula. However, there are core principles and frameworks to lean on when leaders face adversity scaling and running growing organizations.
How to Motivate the Hell Out of Your TeamRalph Barsi
Presented for InsideSales.com's Sales Acceleration Summit. March 13, 2014
The daily rejection and lack of attention Inside Salespeople face would deflate and demotivate the toughest executives. Learn how the best, most productive Salespeople stay fired up!
5 Barriers that Block Salespeople from Hitting QuotaRalph Barsi
If you're missing quota, it's your own fault. It's not the fault of your company, industry, prospects, or your comp plan - it's you.
This presentation gives clues for fundamental changes required to hit your number, over and over again.
This template will help Sales Development Reps (also known as SDR's, BDR's, SR's, EBR's, or ISR's) prepare strong quarterly business reviews.
It includes examples of important areas to cover in a one-hour QBR presentation.
Sales Prospecting: How to Plan Your Work and Work Your PlanRalph Barsi
Regardless of where salespeople are in the quarter or the year, taking full ownership of their “business within the business” is imperative.
Sales activity without structure is as productive as children playing at recess. This presentation will cover planning the work and working the plan; and will help salespeople achieve their goals.
Part 2, Best Sales Development Tools to Use in 2015Ralph Barsi
At the start of 2015, ten powerful, effective sales development tools were unveiled on a webinar hosted by BrightTALK. Sean Kester from SalesLoft, Andrew McGuire from Zendesk, and David Dulany from Infer, joined me in a panel discussion on tools and technologies our teams were benefiting from.
This is the 2nd part of that presentation, which was shared via webinar midway through 2015.
Applying Constant, and Never-Ending Improvement to Your CareerRalph Barsi
Presented at ConnectCon 2014 in Las Vegas, Nevada (9/24-25), for Salesforce's Data.com audience.
If you plan to bolster your sales career, and you've decided that THIS is your profession, then you must aspire to master it.
These 7 tips will help Sales Development Representative (SDR) candidates nail the face-to-face interview, and ensure a next step in the hiring process.
Hiring for the Modern Sales Development RepRalph Barsi
This was presented at SalesLoft's Rainmaker 2015 in Atlanta (January 2015). It centers on key components for attracting, hiring, and retaining the best Sales Development candidates on the planet.
Apply These Five Philosophies to Your WorkRalph Barsi
The document provides five philosophies for work:
1. Raise your standards and strive to become an expert in your role by learning, applying knowledge, and helping others.
2. Success comes from bringing value to others, not pursuing it. Become an attractive person through the value you provide.
3. Take initiative, ask questions, and find purpose in your responsibilities. Treat your role like running your own business.
4. Give your best effort every day and share your unique gifts with others rather than letting them go to waste.
5. Encourage others when you feel discouraged yourself.
The Art (and Science) of Sales PlaybooksRalph Barsi
This presentation unveils the growing popularity of Sales Playbooks in today's B2B organizations. Where Sales Playbooks are not yet in place, the presentation provides a helpful guide to get you started.
Prepared for the AA-ISP Inside Sales Conference, November 12, 2013, Dallas TX.
Presenters: Dionne Mischler & Ralph Barsi
If You're in Sales Development, You MUST Represent!Ralph Barsi
If you are in a Sales Development role, then you represent a rapidly growing sector of sales professionals. For God's sake, make us look good.
This presentation addresses how sales leaders and representatives can both serve the greater good.
Ralph Barsi presented these slides exclusively for the Betts Recruiting-Sales Hacker Conference on Sales Development, held July 29, 2014 in San Francisco.
Sales Mastership: The Difference Between Good and Great Sales ProfessionalsRalph Barsi
This deck supports a talk I did in San Francisco on January 18, 2016. The audience was comprised of sales reps, sales development reps, and sales leaders.
The document outlines the agenda for a quarterly business review meeting. It includes sections to discuss wins and positive metrics, areas still needing improvement, progress on joint goals, short-term goals for the next 1-3 months, long-term goals for the next 3-6 months, new products and features in development, and getting feedback from the customer on where the company's product stands currently and for renewal. The meeting aims to review performance, identify opportunities, and make plans to further goals.
This is a Quarterly Business Review Template to be used by Customer Success Management organizations.
One of the most important activities your Customer Success Managers (CSMs) will perform is the Quarterly Business Review (QBR).
QBRs are sometimes known by different names – Business Reviews or Executive Business Reviews – but no matter what they’re called, they’re incredibly important and the agenda and flow are largely going to fall on the CSM, so it’s critical to help them prepare for, and perform QBRs, the right way.
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
Developing a digital marketing strategy to drive business growth - LexisClicklexisclick
This document outlines an agenda for a digital marketing strategy workshop. The workshop will cover how to build a brand and influence people, and how to develop a digital marketing strategy. It will include an introduction to LexisClick, the company facilitating the workshop, and an overview of their vision. The presenter, Stephen Bavister, will then discuss key aspects of developing a digital marketing strategy, including defining the brand promise, buyer personas, customer journeys, values, pricing, and creating a marketing plan. Participants will complete a worksheet to assess their current strategy and develop an action plan.
Developing a digital marketing strategy to drive business growth - LexisClicklexisclick
This document outlines an agenda for a digital marketing strategy workshop. The workshop will cover how to build a brand and influence people, and how to develop a digital marketing strategy. It will include an introduction to LexisClick, the company providing the workshop, and an introduction to the presenter Stephen Bavister. The workshop aims to help attendees develop a written digital marketing strategy to drive their business growth.
This document provides an overview of a sales training presentation focused on transforming sales organizations for success in 2014 and beyond. Key points covered include:
- Selling to small/medium businesses is challenging as they are contacted by around 39 sales reps per month and may be confused about who to trust.
- Successful sales requires understanding the customer's perspective and industry, asking the right questions to identify needs, and customizing solutions rather than immediately discussing price or features.
- Many sales organizations and reps contribute to a "perfect storm" by being impatient and pushing products before understanding customer needs.
- To be a trusted advisor, reps need to thoroughly research the customer's business and industry, ask the right questions, and
Personal branding involves differentiating yourself and standing out from others in your field by identifying your unique value and leveraging it consistently across platforms. It can help enhance your reputation as an expert, advance your career, and build confidence. Developing an effective personal brand involves defining your strengths and weaknesses, vision, competition, and target customers. It means communicating your distinct value proposition clearly in all professional interactions and platforms like LinkedIn to ensure potential opportunities and customers know who you are. Maintaining a personal brand requires continually refreshing your message as your experience and the market evolve over time.
The document provides an overview of a presentation on attracting ideal customers. The presentation covers:
- Keys to attracting ideal customers such as understanding customer needs and having a clear marketing strategy.
- Developing a clear understanding of who the target customers are, what problems the business solves for them, and the benefits provided.
- Implementing a lead generation system to actively attract potential customers through activities like content marketing, social media, and community involvement.
Smarter Marketing: Using online intelligence to inform customer developmentKate O'Neill
The document discusses how leading companies are using online data and testing to optimize their marketing efforts. It highlights how companies can build competitive advantages by learning from online data through hypothesis-driven testing and optimization. It also provides examples of how to measure key online marketing metrics like awareness, engagement, and conversions to continually improve marketing strategies.
Chelsea Consulting provides management and IT consulting services to help organizations solve problems using people, process and technology. They have expertise in outsourcing, managed services, software as a service, and areas like change management and project management. The management team includes Jim Love as CEO, Darrel Berry as COO, and Ken Rowley as VP of Sales. The presentation discusses developing a successful consulting practice through strategies like differentiating services, networking, and using metrics to track business performance.
The Agony and Ecstasy of Building & Scaling Inside Sales Central Desktop
The document discusses building and scaling an inside sales team. It defines inside sales as phone-based sales that can be effective for high-volume, lower priced products. It provides examples of inside sales structures and metrics to measure success. The key aspects are hiring the right sales leadership and reps, focusing on lead qualification, outbound prospecting, account management, and iterating based on metrics like customer acquisition cost and lifetime value.
Slides from CTA Conf 2018 hosted by Unbounce
- How and when to invest in product marketing
- How product marketing work with other teams
- Positioning, messaging and go-to-market frameworks
The document provides guidance on defining and promoting a staffing firm's brand. It discusses conducting research to understand a brand, such as interviewing clients and candidates. It also offers tips on using LinkedIn to promote a brand, including building out personal profiles, engaging connections, and using the company page and status updates. The goal is to develop a brand identity and message and effectively communicate it through social media and other channels to attract both clients and candidates.
This document provides a guide to improving sales skills. It discusses the importance of investing in professional development even when busy. The guide outlines the main steps of the sales process from researching products and prospects to qualifying leads and conducting sales calls. It emphasizes understanding prospects' needs and pain points to effectively position products as solutions.
Optimizing Your Sales Tech Stack for High PerformanceVeelo
This document provides an overview of the sales technology stack and considerations for implementing a sales tech stack. It begins with defining the scope as focusing on improving sales performance, not customer retention or marketing. It then discusses how the sales tech stack has grown significantly in recent years. The document outlines a 6-step process for implementing a sales tech stack and provides a framework organized around the sales process. It gives examples of business problems that can be solved at each stage of the sales process and what technologies could address them. It concludes by encouraging focusing on the business problems rather than specific vendors or categories.
Milton Keynes Hubspot User Group MK HUG Powered by Klood DigitalMark Orr
Klood Digital is a Top Milton Keynes based Inbound digital marketing agency. Every 3 or 4 months they host the Milton Keynes Hubspot User Group better known as MK HUG. I really recommend these events.
Moving from NOW to NEXT in the Marketing of Insights FortuneCMO, LLC
Insights Marketing Day | #IMD15 | 9-21-15 | by Steven Cook
Every business vertical today is experiencing rapid disruption of business models, value propositions, products and services & customer expectations. The Market Research industry is similarly facing big changes. It is more important than ever for insights businesses to understand & use state-of-the-art marketing & brand building approaches to better engage with customers, prospects & strategic partners.
The document contains an agenda for a two-day training covering customer experience mapping, persona profiling, and using customer reviews. The first day includes sessions on customer experience mapping from 10:30-11:30 and 12:30-1:30, and using customer reviews from 5:00-5:55. The second day covers customer experience mapping from 10:35-11:35, persona profiling from 12:30-1:25, and using customer reviews from 2:30-3:25. Each session will be presented by Danielle MacInnis and provide guidance on the relevant topic.
The document provides an introduction to field marketing from Kinzie Trompak, an Associate Field Marketing Manager at HubSpot. It discusses what field marketing is and how it works with sales and marketing teams to impact the sales flywheel. Key areas where field marketing has impact are identified as the early stages of the flywheel. The document then provides explanations and examples of lead scoring strategies, benefits of lead scoring, and quick tips for getting started with lead scoring. It asks questions about whether an organization needs lead scoring and discusses Lists/Views and Playbooks functionality in HubSpot.
Content Marketing: Publishing is the New MarketingJoe Pulizzi
The document discusses content marketing and how it has become essential for businesses. It notes that consumers now spend more time online and on social networks than with traditional media. As a result, businesses need to become publishers that provide valuable content to attract and engage customers. The document provides tips for developing an effective content marketing strategy, such as understanding customer needs, creating a content calendar, and distributing content where customers spend their time online. The goal of content marketing is for businesses to become trusted resources and thought leaders in their industry.
Similar to The Best Sales Development Teams Ask These Questions Every Day (20)
This Is Your Year to Shine | Ralph BarsiRalph Barsi
This document provides talking points for a talk on succeeding in your career. It encourages the audience to [1] decide today to be hugely successful, [2] raise their standards of excellence, and [3] execute and deliver results through developing a plan on a page with priorities, goals, owners and status updates. The document suggests developing an attitude of gratitude as well as mental toughness through committing to a challenging 75-day program. It profiles examples of excellence from industries like hospitality, the military and Amazon that can be modeled. The overall message is that this is the audience's year to shine by committing to professional growth and high performance.
Success Principles for Today's SaaS LeaderRalph Barsi
The document provides success principles for today's SaaS leaders based on a virtual sales development conference presentation by Ralph Barsi. It outlines ten principles: (1) begin with the end in mind, (2) connect the dots, (3) be resourceful, (4) play the long game but make your world small, (5) seek principles everywhere, (6) communicate like a boss, (7) be a contributor of value, (8) success is sequential, (9) have an attitude of gratitude, and (10) master your craft and sacrifice. The document concludes by providing Ralph Barsi's contact information.
Studies prove that prospecting has gotten harder over the years. Despite the evolution of technology, prospects are still tough to contact and engage. It's time to zoom out and consider three legit approaches to prospecting, centered on mindset, attraction, and execution.
Resources and Resourcefulness - Rainmaker 2019Ralph Barsi
Resources are around you and within you. How resourceful are you at leveraging them all? This deck shares tips on how to become more resourceful in five key areas.
Attracting A-Players to Your Team - AA-ISP San DiegoRalph Barsi
To attract top talent ("A-players") to your team, you must first decide as a company to invest in top talent. Aim high when deciding what an ideal candidate looks like. Communicate clear criteria to hiring teams and cast a bright signal into the marketplace to attract talent rather than pursuing it. Help new talent reach "The Breakeven Point" quickly by providing a deep onboarding and learning experience. Show a well-lit career path with expectations of time-in-role and examples of alumni who have progressed. Finally, aim for world-class standards by continuously raising standards around integrity, ethics, and reputation.
These slides are from a presentation given at the Digital Growth Conference in San Francisco. The conference was hosted by Sales for Life on March 29, 2016.
TOPO Summit 2018 - Plan the Work and Work the PlanRalph Barsi
Too many salespeople think they know the company or team's mission, let alone the mission of their prospects. This is far from the truth.
This presentation from the TOPO Summit on March 21, 2018 in San Francisco highlights table stakes to consider for teams unclear on the mission.
Rainmaker 2018 - The Secret to Becoming an A-PlayerRalph Barsi
There's a philosophical dilemma behind the common question - how do I become a Sales A-player? On one hand, salespeople want to improve their game but genuinely don’t know what they need to do. On the other hand, deep down, they really do know the answer but seemingly can't apply what they know. This presentation imparts a few rules to consider if you aim to level-up.
Revenue Summit 2018 - How to Prospect Using the BasicsRalph Barsi
This is a PDF of the slide presentation Ralph Barsi delivered at Sales Hacker's Revenue Summit 2018 in San Francisco. It covers fundamental areas to draw from when prospecting, cold calling, and driving an outbound campaign into a prospective marketplace.
The presentation includes several helpful links to downloads, websites, and other useful resources.
Effective Communication at Scale - TOPO Summit 2017Ralph Barsi
These slides include a framework for a communication plan. When each component of the plan is optimized, the simple framework becomes an effective launch pad for driving change in a large organization.
This deck supported my presentation at the 2017 TOPO Summit in San Francisco.
5 Barriers that Block Salespeople from Hitting QuotaRalph Barsi
Ralph Barsi is a VP of Field Operations and writer/speaker who shares advice on social media about sales development. He advocates for making outbound prospecting a priority through strategies like calendar blocking time for prospecting calls, asking open-ended questions to learn about prospects, and focusing conversations on prospects' needs rather than one's own product. Barsi also emphasizes the importance of self-improvement and motivating one's sales team.
Best Sales Development Tools to Use in 2015Ralph Barsi
What's in your stack of tools and technology? What is your Sales Development organization using to improve productivity, response rate, and timing of outreach?
It's a very hot topic in Sales Development - right up there with playbooks, metrics, and compensation.
These slides are part of a 40 minute webinar, where some of the top Sales Development leaders joined me to highlight the best tools in use today.
You can watch the webinar, on-demand, via this link:
http://bit.ly/BestSalesDevTools
The document provides 7 tips for sales prospecting from Ralph Barsi. The tips are: 1) Automate your outreach by scheduling emails to be received during quiet times, 2) Use no more than three sentences in emails, 3) Have intelligence on prospects and companies pushed to you through technology to save time researching, 4) Send pre-emptive emails to prospects to set expectations and elicit a response, 5) Attract prospects by adding value to your industry through content creation and sharing, 6) Make rapid-fire calls by following templates and tracking your outreach, and 7) Practice constant and never-ending self-improvement.
3. #IS2016
The
wise
man
doesn’t
give
the
right
answers,
he
poses
the
right
ques9ons.
Levi
Strauss
bit.ly/chklstmnfsto
3
types
of
problems:
Simple
Baking
a
cake
from
a
mix
Complicated
Sending
a
rocket
to
space
Complex
Raising
a
child
The
What
If
Analysis:
bit.ly/thnkrtys
What
if
I
Sold
to
monks?
What
if
I
Was
limited
to
45
words?
What
if
I
Couldn’t
speak?
5. #IS2016
On
People
(There’s
a
reason
this
is
first)
How
do
I
aJract
and
hire
the
best
talent?
What
can
I
do
to
build
and
promote
our
team’s
brand?
How
do
I
maintain
a
culture
of
engaged
employees?
What
are
effecOve
ways
to
mo9vate
and
inspire
my
reps?
How
do
I
drive
behavior
and
execuOon?
Why
do
reps
want
to
work
for
me?
What
value
do
I
add
to
the
organizaOon?
How
can
I
influence
referrals
to
our
team?
How
solid
is
the
career
growth
path
I’ve
developed
for
my
reps?
How
high
are
my
standards
of
performance?
Are
my
standards
clear
to
the
team?
Who
is
my
successor?
6. #IS2016
On
Process
(This
is
Step
1
for
measuring
progress)
How
can
I
influence
consistent
volume
of
high-‐quality
leads
for
my
reps?
How
can
I
ensure
reps
a)
quickly
follow-‐up
on
leads,
b)
adhere
to
our
SLAs
(service
level
agreements),
and
b)
convert
a
larger
percentage
of
leads?
What
are
the
essen9al
answers
we
a)
want
from
prospects,
and
b)
want
to
provide
prospects?
What
do
our
buyer
personas
and
ideal
customer
profiles
look
like?
How
do
I
onboard
reps
so
they
ramp
faster
and
contribute
value
sooner?
What
are
our
10
most
effec9ve
emails,
social
media
statuses,
voicemails,
and
conversaOon
starters?
7. #IS2016
On
Tools
and
Technology
(Extensions
of
your
work)
How
do
I
measure
and
monitor
my
key
performance
indicators
a)
both
lead
indicators
and
b)
lag
indicators?
What
comprises
my
sales
technology
stack*?
• CRM
• Prospect
Data
-‐-‐>
Pre-‐Call
Research
-‐-‐>
SDR
Outreach
• SDR
Live
Call
-‐-‐>
Nurture
-‐-‐>
Analysis
What’s
the
best
way
to
keep
my
finger
on
the
pulse
of
the
latest
tools
and
technologies?
What
is
our
process
for
evalua9ng
tools
and
technology,
and
who
are
my
stakeholders?
*TOPO,
bit.ly/stack-‐emerges
9. #IS2016
On
Professional
Development
(What
am
I
becoming?)
Why
do
I
want
to
pursue
sales
as
my
career?
Where
can
the
marketplace
learn
more
about
me?
Can
people
see
my
work
online?
How
good
am
I
at
wri9ng
down
my
goals
every
single
day?
How
am
I
measuring
my
progress?
How
do
I
become
the
best
at
my
craQ?
What
am
I
doing
each
day
to
serve
the
marketplace?
What
am
I
doing
outside
of
work
to
shape
my
brand
and
reputaOon?
How
great
is
my
aRtude?
10. #IS2016
On
Inbound
Lead
Qualifica9on
(When
people
come
to
you)
How
many
leads
are
in
my
queue?
How
are
they
scored?
Are
there
duplicates?
Do
they
look
familiar?
What
source
delivered
them?
How
well
does
this
source
convert?
Is
anyone
in
my
network
connected
to
this
company
or
person?
Have
I
thoroughly
checked?
(The
Emes
I’ve
goFen
this
call)
What
pieces
of
relevant
info
can
I
menOon
or
inquire
about?
How
can
I
best
start
the
conversa9on?
What’s
my
opening?
What
do
I
want
to
accomplish?
What
are
the
disposi9ons
of
my
leads?
Have
I
really
tried
to
reach
these
people?
11. #IS2016
On
Outbound
Prospec9ng
(When
you
reach
out
to
people)
What
are
the
Top
10
companies
or
people
I’m
most
determined
to
reach?
Why
are
they
in
the
Top
10?
How
can
I
have
a
face-‐to-‐face
conversa9on
with
my
prospects?
Have
I
aJempted
to
reach
this
person
once
or
25
Omes?
How
much
am
I
willing
to
tacUully
persist?
Why
would
my
prospects
want
to
speak
with
me
at
this
moment
in
9me?
How
well
do
I
know
my
territory,
verOcal,
customer-‐prospect-‐suspect
mix?
How
strong
is
the
rela9onship
between
my
outside
sales
rep
and
me?
Do
I
add
value
to
their
work?
How
o_en
do
I
look
for
and
model
best
pracOces?
Can
I
truly
get
to
anyone
if
I’m
determined?
13. #IS2016
Why
do
we
go
to
market?
How
will
we
benefit
from
having
SDRs?
Why
our
product
or
offering?
What
are
our
goals,
prioriOes,
and
desired
outcomes?
How
do
we
solve
our
customers’
business
problems?
What
exactly
is
our
soluOon?
What
is
our
average
sales
price?
What
is
our
mix
of
inbound
vs.
outbound?
Why
can’t
every
prospect
respond
to
our
emails
and
calls?
How
do
we
aJract
new
business,
over
and
over
again?
How
do
we
determine
the
size
of
our
team?
How
can
our
team
minimize
the
average
sales
cycle?
How
can
our
team
increase
the
average
sales
price?
How
can
the
business
ensure
reps
progress
in
their
careers?
How
do
we
differen9ate
our
approach
from
everyone
else?
How
do
we
build
repeatable,
scalable
revenue
pipeline?
How
do
we
conOnue
to
find
and
retain
excep9onal
reps?
15. #IS2016
Layering
and
probing
ques9ons
Tell
me
about...
What
do
you
mean...
How
so...
Why
is
that...
What
does
that
mean
to
you...
How
would
you...
Elaborate...
Give
me
some
examples...
I
don’t
understand...
Barry
Rhein,
Selling
Through
Curiosity*
What
else
ques9ons
What
other
things...
What
else...
What
addiOonal
items...
What
are
some
other
reasons...
In
what
other
ways...
PuRng
it
back
in
their
lap
ques9ons
How
does
this
/
that
compare
to
what
you’re
ideally
looking
for?
How
does
this
/
that
compare
to
your
ideal
situaOon?
*sellingthroughcuriosity.com
16. #IS2016
Jeffrey
Gitomer,
Smart
Ques5ons
Lead-‐in
ques9ons
What
makes
you
think..?
How
do
you
select
or
evaluate?
What’s
most
important
to
you
about?
Where
do
you
see..?
How
have
you
employed..?
What
has
been
your
experience
with..?
If
you
could
change
one
thing
about..?
How
would
you
improve..?
What
plans
have
you
made
to..?
How
will
you
do
that..?
Closing
ques9ons
Can
you
see
any
reason
not
to..?
What’s
the
risk?
What’s
the
reward..?
Fair
enough…?
Can
you
see
any
reason
not
to
proceed..?
How
will
you
deal
with
that..?
How
will
your
toughest
compeOtor
react?
How
are
you
taking
advantage
of..?
*gitomer.com
17. #IS2016
Jill
Konrath,
The
Buyer’s
Matrix
Posi9on
/
Title:
C-‐level,
VP,
Sr.
Director,
Director,
Manager
1. Roles
&
responsibili9es
What
are
they
in
charge
of
or
expected
to
manage?
2. Business
objec9ves
&
metrics
What
do
they
want
to
achieve?
How
is
success
measured?
How
are
they
evaluated?
3. External
challenges
What
external
factors
or
industry
trends
might
make
it
more
difficult
for
them
to
reach
goals?
4. Strategies
&
ini9a9ves
What
likely
strategies
or
iniEaEves
are
in
place
to
help
them
reach
goals?
5. Internal
issues
What
likely
issues
does
the
organizaEon
face
that
can
help
or
hinder
them
from
reaching
goals?
6. Primary
interfaces
Who
are
the
peers,
subordinates,
superiors
and
outsiders
with
whom
they
frequently
interact?
7. Status
quo
What’s
their
“status
quo”
relaEve
to
your
product
offering?
8. Change
drivers
What
would
cause
them
to
change
from
the
“status
quo?”
9. Change
inhibitors
What
would
cause
them
to
stay
with
the
“status
quo,”
even
if
they
weren’t
happy
with
��it?
*jillkonrath.com