Turn Your Next Deal Into Your Best Deal

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Turn Your Next Deal Into Your Best Deal

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Every salesperson has a few deals that made them want to stay in this career.

Maybe it was because of the size of the deal, or how easily it flowed. Maybe it was the type of decision maker. Or the doors it opened to other referrals.

Unfortunately, most salespeople wait years or decades before coming across these ideal situations again. They don’t take the time to ensure their next deal matches the profile of their best deals.

The key lies in adopting a consistent process that removes the element of hope from your approach.

To unravel the secret of replicating our best deals, we turned to Joel Stevenson, CEO of Yesware. With an extensive background in sales and a proven track record in coaching sales professionals, Joel generously shared the process he uses with his clients to ensure their next deal is their best deal.

Because we’re trimming hope from our sales strategy, we’ll use the acronym TRIM to guide us through creating a system with a trigger, ensuring it’s repeatable, building in ways to improve it and of course, ensuring it’s measurable and getting us results.

T – Trigger: The trigger for replicating your best deals starts before you begin scheduling meetings with prospects. In fact, it starts before a prospect even enters your pipeline. Joes advocates we take the time to define what a ‘great deal’ looks like for us. Take your ideal client profile and then ask, “What would it take for that ICP to become my ideal deal?”

What would that prospect have to be going through personally and professionally to mirror your best deals? What background would they have? How long would they have been in their current position? What KPIs would they have that would easily connect with what you sell as a way for them to reach their goals?

Only by understanding what your idea deal looks like can we hope to be able to replicate it.

R – Repeatable: Once you’ve pinpointed the qualities you’re looking for in an idea deal, the next step is to systematize the approach. This means looking at your past ‘best deals’ and mapping out their elements.

How does a good deal flow to you? Where does that lead come from? Is it inbound or outbound? Does it come through your website, social media, or a referral network?

How long does it take to close? How engaged is the prospect throughout the sales process?

You may not have a pipeline full of those ideal types of deals, but this is where the second step of this process comes in.

Next, Joel says to look at your existing pipeline and ask, “Which deals resemble some of the qualities of an ideal deal?” There may be none that match perfectly, but many of them will have a decision maker with the same job title as your ideal prospect, they may be as engaged as you’d want your ideal deal to be, and there are some who have come in the way your ideal buyers do.

Once you’ve identified your ‘usual suspects’, it’s time to share what you’ve learned.

The final step in this process is to take your research to your marketing team and let them know about the criteria and workflow that your best deals travel along. Marketing can make a massive impact in taking your template and creating more prospects who meet your ideal criteria.

If you’re operating without a marketing team, you can do some of their heavy lifting by asking where leads like the ones you’re looking for work, live, and play – both online and in-person. That will give you some targets for where to spend your time in networking and conducting outreach.

I – Improvable:  As with any system, what works today might not work a decade from now. Therefore, it’s essential to improve instead of reacting. Joes says when we’re improving the way we create more ideal deals, it means assessing whether our definition of an ‘ideal deal’ has shifted. If we’re selling a different product line or a market shift means an area of opportunity opened that we want to pursue, then our definition of an ‘ideal deal’ may change as well and we want to make sure we update our process so we’re not generating what were great deals but are no longer in our sweet spot.

M – Measurable: One straightforward way to measure success the success of this system is to measure your ‘idea deals’ against the rest within your pipeline. Your ideal deals should have much faster pipeline throughput than your non-ideal prospects. If you notice that there’s a group of prospects who move faster through your sales process but aren’t your ideal type of deals, ask yourself what characteristics your ideal buyers might share with those faster-moving prospects so you can begin to shift the balance.

Don’t wait to stumble into your ideal type of customer – instead, make your next deal your best deal.

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