The Power of 'Why Change, Why Now' in Sales

In the world of sales, it's easy to get caught up in showcasing product features and benefits. However, the most successful salespeople understand that focusing on the customer's need for change and the urgency driving that change is paramount. This approach, often referred to as "Why Change, Why Now," shifts the conversation from a product-centric pitch to a value-driven dialogue that addresses the customer's specific pain points and goals. In this blog post, we'll explore the power of this strategy and how it can lead to more meaningful conversations and ultimately, increased sales success. This post expands upon insights shared in our latest podcast episode. Give it a listen here!

Featuring Kevin Dixon: Expert Insights on Value Selling

To delve deeper into the "Why Change, Why Now" philosophy, we had the pleasure of speaking with Kevin Dixon, a seasoned sales executive and company founder, on our podcast. Kevin brings a wealth of experience in value selling and highlights the critical importance of understanding the buying team, mapping their relationships and dynamics, and crafting a plan that addresses their individual and group concerns. He emphasizes that the "Why Change, Why Now" conversation is significantly more productive than simply focusing on "Why Us" or highlighting the cool features of a product. Kevin's expertise provides valuable insights into how to approach sales with a customer-centric mindset and drive meaningful results.

Understanding the Buying Team: Mapping Relationships and Dynamics

A key element of the "Why Change, Why Now" approach is understanding the composition and dynamics of the buying team. In today's complex sales environment, purchasing decisions are rarely made by a single individual. Instead, they involve a group of stakeholders with varying roles, responsibilities, and perspectives. To effectively navigate this landscape, salespeople need to identify the key decision-makers, influencers, and users, and understand their individual needs and priorities.

Mapping the relationships between these individuals is also crucial. Who reports to whom? Who has the most influence? Are there any internal conflicts or competing agendas? By understanding these dynamics, salespeople can tailor their messaging and approach to resonate with each stakeholder and build consensus around the need for change. This involves active listening, asking insightful questions, and demonstrating a genuine interest in understanding the customer's business challenges and goals.

Furthermore, understanding the buying team also extends to recognizing potential gatekeepers or blockers who may hinder the sales process. These individuals may have their own reasons for resisting change, such as fear of job security or a preference for the status quo. By identifying these potential obstacles early on, salespeople can proactively address their concerns and build trust, ultimately paving the way for a successful outcome.

The Power of 'Why Change, Why Now' vs. 'Why Us'

The traditional sales approach often focuses on "Why Us," emphasizing the features, benefits, and advantages of a particular product or service. While it's important to showcase what your offering can do, this approach can fall flat if the customer doesn't perceive a need for change. The "Why Change, Why Now" approach, on the other hand, flips the script by focusing on the customer's pain points, challenges, and opportunities.

By starting with "Why Change," salespeople can create a sense of urgency and highlight the potential consequences of inaction. What are the costs of sticking with the status quo? What opportunities are being missed? By framing the conversation around these questions, salespeople can help customers recognize the need for change and become more receptive to exploring potential solutions.

Once the need for change has been established, the "Why Now" component comes into play. Why is this the right time to address the problem? What are the potential benefits of acting quickly? By highlighting the urgency of the situation, salespeople can motivate customers to take action and move forward with the sales process. This might involve showcasing market trends, competitive pressures, or upcoming deadlines that make it imperative to address the issue now.

In contrast, the "Why Us" conversation becomes much more impactful once the customer understands the need for change and the urgency behind it. Instead of simply touting product features, salespeople can now explain how their offering specifically addresses the customer's pain points and helps them achieve their desired outcomes. This approach positions the salesperson as a trusted advisor who understands the customer's business and is committed to helping them succeed.

Three Steps to Effective Engagement and Sales Success

Kevin Dixon emphasizes a three-step process for ensuring effective engagement and eventual sales success, all rooted in the "Why Change, Why Now" philosophy:

Step 1: Relationship Mapping - Understanding Buyers and Identifying Gaps

The first step is to thoroughly understand the buying team and map their relationships, as discussed earlier. This involves identifying key stakeholders, understanding their roles and responsibilities, and mapping the relationships between them. It also involves identifying any gaps in knowledge or understanding that may hinder the sales process. What information do key stakeholders need to make an informed decision? What are their concerns and objections? By identifying these gaps, salespeople can proactively address them and build trust with the buying team.

Step 2: Outcome Enablement Plan - Creating a Mutual Action Plan

The second step is to create a mutual action plan, or as Kevin calls it, an "outcome enablement plan." This is a collaborative document that outlines the steps both the salesperson and the customer will take to achieve the desired outcome. It should include specific milestones, timelines, and responsibilities for each party. By creating a mutual action plan, salespeople can ensure that everyone is on the same page and working towards a common goal. This also helps to build accountability and commitment from the customer, increasing the likelihood of a successful outcome.

The outcome enablement plan should also address any potential obstacles or challenges that may arise during the sales process. This could include internal approvals, budget constraints, or technical issues. By proactively identifying these potential roadblocks, salespeople can develop strategies to overcome them and keep the sales process on track.

Furthermore, the outcome enablement plan should be regularly reviewed and updated as needed. This ensures that it remains relevant and aligned with the customer's evolving needs and priorities. By maintaining a dynamic and collaborative approach, salespeople can build strong relationships with their customers and drive long-term success.

Step 3: Learning from Engagement - Soliciting and Acting on Feedback

The third step is to learn from the engagement by soliciting candid feedback from the buying committee and taking action on that information. This involves asking questions such as: What went well during the sales process? What could have been done better? What are the customer's overall impressions of the salesperson and the company?

By actively soliciting feedback, salespeople can gain valuable insights into the customer's experience and identify areas for improvement. This also demonstrates a commitment to customer satisfaction and a willingness to learn and grow.

It's important to note that feedback should not only be solicited but also acted upon. This means taking the time to analyze the feedback, identify patterns and trends, and implement changes to the sales process as needed. By continuously learning and improving, salespeople can enhance their effectiveness and build stronger relationships with their customers.

How Boxxstep Aids in Relationship Mapping and Sales Enablement

As Kevin mentioned, he created a powerful tool called Boxxstep. Boxxstep provides the capability to map relationships, share that information across the sales team, and to poll individual buyers post-engagement to determine where sales enablement can provide support to improve individual sales people skills and capabilities. Tools like Boxxstep can provide sales teams with a tangible method to put Kevin's suggestions into practice.

Selling as a Team Sport: The Baton Hand-Off Analogy

Kevin reiterates that selling is a team sport, just as Tammi Warfield described it as a baton hand-off from one teammate to another in a previous podcast episode. This analogy highlights the importance of collaboration and communication within the sales team. Each member of the team has a specific role to play, and it's crucial to seamlessly transition from one role to the next.

For example, the initial contact might be made by a sales development representative (SDR) who qualifies the lead and sets up a meeting with an account executive (AE). The AE then takes the lead on understanding the customer's needs and developing a solution. As the sales process progresses, other team members may become involved, such as subject matter experts, technical support staff, or legal counsel.

Effective communication and coordination are essential to ensure a smooth hand-off between team members. This involves sharing information, providing context, and ensuring that everyone is aligned on the customer's goals and priorities. By working together as a cohesive team, salespeople can provide a better customer experience and increase the likelihood of a successful outcome.

Conclusion: Embracing the 'Why Change, Why Now' Approach for Increased Sales Success

In conclusion, the "Why Change, Why Now" approach is a powerful strategy for driving sales success. By focusing on the customer's need for change and the urgency behind it, salespeople can create more meaningful conversations, build stronger relationships, and ultimately, close more deals. This approach requires a deep understanding of the buying team, a collaborative approach to developing solutions, and a commitment to continuous learning and improvement. As Kevin Dixon highlights, selling is a team sport, and by embracing the "Why Change, Why Now" philosophy, sales teams can work together to achieve greater success. Be sure to listen to the full conversation on the Thoughts On Selling podcast!

Connect with Kevin Dixon

To follow up with Kevin, you can reach him on LinkedIn or via his website.

Engage with the Thoughts On Selling Podcast

To provide feedback on this podcast or to suggest additional topics or guests, please visit The Thoughts On Selling™ podcast website.