The prospect’s role in the decision-making process is to collect information pertinent to their problems and find a solution to these challenges. Your stated role in this process is to provide information to the prospect that will allow them to purchase your product. Your unstated, but understood, role in this process is to affect the buyer in such a way that your competition loses the order, and you win. You are a combination of an information provider and a decision influencer.
You must give the prospect information to assist them or else they may not see value in you and may not purchase your product. You also must help them eliminate choices that do not benefit you. Therefore you must choose the information that you give them very carefully so that it not only helps them understand the benefits of you, your company and your solution but also helps them understand that your competition’s solution is not a perfect fit. It does not matter if your product is a perfect fit since it is rare for any product to be a perfect fit. You are probably familiar with the adage ‘putting a round peg into a square hole.’ Unfortunately, most prospects do not truly understand what size hole they have, or the shape. Your goal is to make them see that they have a hole that is the size and shape that perfectly accommodates your peg.
Many salespeople will assist in the decision-making process by overwhelming the prospect with too much information about their product or service in the hopes that the prospect will make the decision that they want. How many times have we shopped for hours or days for a particular product (home, stereo, TV, car, etc.) to make sure we understand the pricing schemes and the features and benefits and then end up buying from the last store that we enter? Surely it was not random fate that the first salesperson that we talked to in each case was very incompetent and could not match us up with the perfect product. Rather, what happens is we start the process by gathering information. When we understand the specifications and the issues regarding our planned purchase, we start eliminating choices, then we delve into those few remaining products that we know we like and we make a decision to purchase one. However, we rarely go back to the first person who started the education process – we buy from one of the last few. We are simply too tired to go back to the first person – we have suffered from information overload, and that first salesperson is going to lose the sale.
You probably have purchased a house/condominium or rented an apartment. Invariably, your search began by driving around neighborhoods that you thought suited your needs. You may have evaluated your financial situation and decided on a price that you could afford. You also probably started looking at properties that might fit your needs and goals.
In your search for a new living place, it is doubtful that you selected the first place that you visited. Instead, you began to evaluate your options and change your criteria based on the available amenities. You started to look at flooring options, wall coverings, the sizes of rooms, the arrangement of rooms and dozens or hundreds more choices. As you looked, it is likely that you modified your list of needs and goals as you became educated. Eventually, after days or weeks of looking and changing your list, you decided on a place. Most house hunters do not go back to the first few places to compare them to this new, modified list – those properties have lost the sale to you.
So, what does a Trapper salesperson do in this situation? It is almost impossible to get only educated buyers, and in fact, we probably do not want to be in that situation. If we only have completely educated customers, then they will only evaluate us against their pre-determined conclusions and ultimately make a decision on price, terms, and conditions. Instead, you need to position yourself to educate the prospect, but never fully let the prospect leave your control. This applies to all sales situations – the consumer salesperson knows the prospect is going to leave and needs to make sure that the prospect returns. The corporate salesperson knows the sales cycle is going to be long and it is impossible to be at every meeting. So he provides enough information early on to be seen as being valuable, doesn’t want to spend so much time on the company that he can’t close other business, and still wants to make the short list to be involved in the close at the end.
If we only have completely educated customers, then they will only evaluate us against their pre-determined conclusions and ultimately make a decision on price, terms, and conditions.
We know that there are going to be competitors on the deal, so we need to anticipate that they are going to give the prospect information. We need to structure our information as being incredibly valuable so that we are seen to add value to the prospect’s search but at the same time not spend all of our time educating the prospect on all of the minutiae. This is a delicate line, but experienced Trappers learn how to find this balance.
No one makes money by giving out information. So why do we do it? Why are we doing something for free? Simple – because we think we get value out of it. The goal should be to maximize the value that we receive. We do this by breaking our information into Bait. Bait needs to be benefit-based and not feature-based so that it is immediately ‘tasty’ to the prospect. The Bait is big enough to get our point across but not so big as to be confusing. Most importantly, Bait needs to lead to a Trap that makes the prospect think more highly of you, your company, and your product and allows the prospect to see your advantages over your competitors. In chapters six and seven of my book, Eliminate Your Competition, we discuss how to break up features and benefits into Bait.
When people make a decision to spend their own (or their company’s) money, they do so because their goals do not align with their reality. They wish that they were in a different situation and their desire to be in that situation is acute enough that they are willing to invest their time and their money to get closer to that goal.
Many people discuss ‘pain’ as the reason that people buy. This belief is not entirely true. Pain is the result of not realizing goals. Therefore, ‘pain’ is a ‘lagging indicator’ of the situation. In a competitive situation where there are no Trappers, pain may be a good driving force. Trappers try to get ahead of the situation and drive the buyer into a situation that is conducive to them winning the order. If you wait for ‘pain’ to occur, you run the risk of involving many more competitors and being much later in the sales process. Instead, you want to control the process, which means that you want to discuss the goals of both the organization and the individual people.
In addition to ‘pain’ being a secondary and lagging situation, it also has very negative connotations. It is much harder to discuss an individual’s ‘pains’ than it is to discuss the individual’s goals. Goals have a very positive feel and therefore make you a valued partner to the prospect.
A similarity from your everyday life: if you have knee pain then you may see a doctor. While you and your insurance company will likely give the doctor money to cure that pain, it does not give you a positive feeling about the doctor – it is more of a necessary evil. However, you may have a goal of getting into shape and losing weight and therefore join the local gym. You are more likely to develop a long-term friendship with that gym and its employees even though you may give them much more money over the term of your membership. The people who are working in the gym are helping you get to your goal whereas the doctor is solving a problem or a ‘pain.’
Pain means that something is broken. It is a negative. While it may be common in this age of social media to whine and complain about broken things, it does not create a feeling of excitement or enjoyment. The excitement only comes when you are trying to achieve a goal.
The athletes on your favorite sports team don’t work hard in practice because they want to avoid the pain of losing. Instead, they work hard because they want to win. Winning is the goal. The desire to accomplish a goal allows everyone to be motivated to work hard. Talking about pain with an athlete is to talk about losses, hard practices, and injury. The athlete is much more motivated talking about the game wins and the plans to win the next games. The same is true with your prospect.
Pain is also not the reason to choose one product over another. Pain may justify the purchase, or it may start an evaluation process. If all the products solve the pain, then ultimately price and ‘terms and conditions’ will be the deciding factors. However, most evaluations are more concerned about goals and achieving those goals. In my book, I give an example of buying a TV, if your pain is that you have a broken TV then any TV should solve your pain. If your goal is to watch sporting events and feature films on the best-looking and best-sounding audiovisual system on the market, then your list may be more detailed and more demanding.
Similarly, if your pain is that you cannot get to work in the morning, then hundreds of automobiles, along with some public transportation options, will solve your problem. If you have a goal of getting to work in a sporty red convertible, you will eliminate many of the choices, and the car salespeople must help you meet your goals.
The chosen product will match the goals of the prospect, not just the pains of the prospect.
In sales, we can use this to our benefit. We will center our initial questioning and needs development with our prospect on goals and the ability (or inability) to reach those goals. By doing this with the Discoverer (a role that we discuss more in my book, Eliminate Your Competition), we have the advantage of being a long-term and trusted ally. As the sales process evolves, other vendors are brought in to ascertain their possible remedies, but the prospect sees them as solutions to a problem (pain) that you have helped them identify because their reality was not the same as their goal. You, on the other hand, are a trusted confidant who only has their best interest at heart and you are willing to guide them as they explore their goals.
If you are curious about some of the terms that I use in this post, you may want to read my book. You may purchase my book, Eliminate Your Competition, from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.
There are four types of salespeople in a corporate sale. Every salesperson exhibits traits of all four types, but invariably they gravitate to one or two. The goal of my book is to help salespeople develop Trapper-like tendencies.
The four types are:
Gatherer
Farmer
Hunter
Trapper
It is possible for a Gatherer, Farmer, Hunter, or Trapper to close an order. We have all heard the old adage: “Even the blind pig occasionally finds an acorn.” Farmers, Gatherers, and Hunters close orders and can have a successful career. Trappers, however, close more orders that are larger, and they do it more consistently. In fact, the most successful salespeople may self-identify with one of the other three traits, but invariably they end up looking very similar to a Trapper.
Gatherer
In some cases, a Gatherer is naturally another salesperson trait, but at the particular account in question, they act like a Gatherer. They act like they own the account and primarily try to be a trusted adviser to the company. They are the incumbent and therefore are susceptible to trying to protect the status quo. A Gatherer can also be a senior salesperson who has sold to the prospect earlier in her career while working for another company.
Because all traits are morphed to a Gatherer, their actual tendencies can be varied. In some cases, they can even be a Trapper who has gotten lazy. Typically, a Gatherer can only work for a great company and sell a great product deployed in many different use cases. They have generally established themselves with a lot of experience. Often the company that employs a Gatherer puts this person in roles that allow them to generate repeat business rather than new business because of their tenure and familiarity with the customer.
Gatherers are incredibly difficult to beat. Multiple studies have shown that selling more to an existing client takes a fraction of the costs of acquiring a new client. This reduced cost directly correlates to making it easier to win more business with the customer. A Gatherer has a significant advantage in any sales contest and even smaller or niche competitors can be difficult to beat once they have the benefit of an existing purchase relationship.
Farmer
Farmers can be quite successful in a territory. This is especially true if the salesperson is selling a well-known product and they are familiar with the majority of the companies and individual buyers in their territory. Farmers tend to grow relationships and use those relationships to introduce new technology.
The failure of a farmer is consistency, especially with new products and unfamiliar decision makers. A farmer will take quite a long time in growing a new patch simply because there is very little targeted prospecting or targeted selling. A farmer’s revenue performance is typically shaped like a rollercoaster because they do not control the success of their prospecting and leave it up to the customer to decide the outcome of the sales campaign. Therefore they cannot regulate their successes and failures.
The Farmer is most susceptible to losing deals to “No Decision.” If you squander 30% or more of your deals to “No Decision,” then you must begin to think of yourself as a Farmer.
Hunter
Most hiring VPs instruct sales recruiters to find only Hunters. Hunters have developed the skill of ‘stealing’ to great advantage. A true Hunter doesn’t have the patience to spend time on future customer projects, but rather focuses on prospects who have already identified a need for the product. Hunters will often have extremely short sales cycles because they like to find prospects who have been cultivated by other salespeople. The Hunter steals the forecasted deal from another unsuspecting salesperson.
The revenue stream for even the best Hunters can most easily be described as a rollercoaster because they work real hard to steal, leaving them little time to work on their pipeline of customers. If there are no existing salespeople who have created a new opportunity and convinced the prospect to solve a problem, the Hunter will starve. The Hunter needs prospects to come to the conclusion that a particular type of product is needed. Once the prospect has identified a goal to satisfy, the Hunter will aggressively pursue the opportunity.
The Hunter rarely loses to “No Decision.” She rarely spends time worrying about opportunities that are not in an active buying cycle. Because of this late entry, No Decision is simply not a reasonable conclusion.
Trapper
The Trapper is a thinker, a planner, and a worrier. The Trapper is constantly worried about competitors that he knows and those that he doesn’t know. Those competitors also include “No Decision,” which is a perennial competitor in most early buying cycles. Because of this worrying, the Trapper plans for a battle with each and every competitor and lays Traps to be sprung on the most likely competitors.
The Trapper is constantly trying to understand the prospect’s business. This is second nature to a Trapper because just like a “wilderness” trapper, the business Trapper understands his quarry and understands the environment. The Trapper studies the habits and peculiarities of his prospect as well as his competitor.
The Trapper isn’t just versed in the obvious parts of the business, but also in how the prospect really makes money and, more importantly, how the prospect loses money. The Trapper knows that if he helps the prospect avoid financial losses, the funding for his project will be ensured. Also, by focusing on financial rewards and losses, the Trapper is often in a completely different relationship with the prospect than the competition.
All of this worrying and thinking requires planning. The Trapper anticipates what is going to happen and makes plans to capitalize on it. He doesn’t wait until the last minute to understand the prospect and cultivate relationships. Rather, the Trapper makes an effort to completely understand the politics and driving forces of the prospect so that he is extremely prepared when an opportunity comes up to sell more products.
As I discussed earlier on this site, I was recently interviewed on the 151st edition of The Predictable Revenue Podcast, by co-host Collin Stewart. If you go to my earlier post, you can play the podcast right here on my site. This posting is the transcript of that podcast.
Throughout the pod, Collin and I discuss how to update the traditional Hunter-Farmer sales model to better reflect the responsibilities of today’s sales professional.
Highlights include:
the problem with the Hunter-Farmer sales model [3:18],
specializing sales roles [20:11],
what does a good Trapper do that too many salespeople do not? [22:32],
the makings of a great salesperson [35:15],
my unique celebrations after closing a big deal [42:55],
and cold call with Colin for my current company, Agile Stacks, Inc. [48:46].
This article has multiple pages for your reading ease. They are:
Following is the transcript of the 151st podcast of Predictable Revenue. The podcast is a conversation between Colin Stewart, as host, and myself, Sean O’Shaughnessey, as the guest. I am doing this interview in my official capacity as the Chief Revenue Officer of Agile Stacks, Inc. and the author of Eliminate Your Competition which is available wherever books are sold.
The transcript has been slightly edited for readability but no substantial content was changed from the original recording.
Colin Stewart
Welcome to the Predictable Revenue podcast, where frontline sales leaders teach you how to build and scale an outbound sales team.
Welcome back to The Predictable Revenue podcast. I’m your host, Colin Stewart. Today I’m joined by Sean O’Shaughnessey. He’s the CRO over at Agile Stacks, and author of the book “Eliminate Your Competition.”
Sean, welcome to the show.
Sean O’Shaughnessey
Thank you very much for having me. Appreciate it.
Colin Stewart
Yeah, great having you on. I don’t know if you can hear the difference. Or you can certainly see the difference. But because we are now in self-quarantine, and everybody in the office is working from home, I am dialing in from my bedroom. I am really hoping the kids on the other side of this wall, don’t wake up and start screaming. If they do, they may come and join the podcast. Hopefully, that naptime lasts for another 45 minutes or an hour and a half would be great. But no promises. No guarantees.
Sean O’Shaughnessey
Yeah, it’s kind of amazing what we’re having to go through as an economy right now.
Colin Stewart
It’s interesting.
I’m super grateful that we had set the company up to work remotely from day one. Even though we had offices, everybody uses laptops. There’s no paper. I fought for us to never buy a printer so that people didn’t get tied to paper. And our accounting team finally snuck one in, they just went out and bought it, which is something I would do and so I gotta respect that.
We’re very fortunate that we’ve been able to transition from living in offices to being fully remote. I’m hoping everybody that is listening is doing the same, and they’re safe and healthy and happy with the transition, even if it is temporary to be remote.
Talking about the episode today, Sean, you’re not a big fan of the old Hunter-Farmer model. You actually wrote a book about the Trapper model, and the book is called “Eliminate Your Competition,” but we’re not going to go into the book here. I’m curious. What’s your beef with the old Hunter and Farmer model?
Sean O’Shaughnessey
So the traditional Hunter-Farmer model is just a bit too simplistic, and that’s my big beef with it. It’s just too simplistic in a relatively complicated world now. I’m going to be kind of forthright. I have always been involved in B2B sales. Selling products that are fairly complicated to sell. Long decision times with lots of people involved in the decision-making process. It’s not unusual for me to go six months to two years to close some deals. So the Farmer model or the Hunter model is just too simplistic.
And I’ve seen salespeople that don’t say that they’re Farmers. That’s kind of a negative connotation in sales. But they’ll say that they’re Hunters and I also see them just losing deals because of their Hunter mentality. I concluded there’s got to be a better way. That’s when I actually came up with this model. I break it down into four different categories. I contend that we still have Hunters and Farmers. But we also have salespeople called Gatherers, and we have Trappers.
So a lot of the things I talk about in my book, and when I explain this concept, I also fall back on the 1700s or 1800s generalization on being a Trapper. What does a Hunter look like? What does a Farmer look like? So I use those as my examples as I am talking about it. It’s just too simplistic to say there are only Hunters and Farmers. There are bad things that Hunters do, and there are bad things that Farmers do. On the flip side, there are good things that they do.
Colin Stewart
So talk to me about the idea of a Trapper from how we evolve and how it’s different from Hunter and Farmer. I’m thinking you’re getting into some like, “Is this person using NLP to trap them into agreeing to sales?” Help me understand your thinking because I doubt it’s that nefarious.
Sean O’Shaughnessey
So let’s use those examples from pioneer days because everybody’s a little familiar with it. You’ve watched Daniel Boone or whatever on TV. Let’s use those examples a bit. Let’s start with something that everybody knows.
“What is a Farmer?” Farmers typically have their farm. They have their 40 acres or 80 acres, whatever. They have the land that they’re working on. They are going to put a lot of work on that land. They’re going to keep going to it over and over and over again. They’re going to cultivate it. They’re going to put good seed on it. Those are all good qualities. Let’s be honest, those are all good qualities. However, you get a bad rainstorm, get a bad hailstorm, get a drought, and suddenly the Farmer is now starving.
That doesn’t mean that a Farmer doesn’t close deals. I know people that I would categorize as a Farmer, and they close deals. That’s the downside of saying the Farmers are bad. Because they do close a significant amount of deals. But they also tend to have ups and down years where things aren’t going well, their patch is not doing as well that year. That’s the problem with a Farmer.
Now, for a Hunter. Hunter sees and shoots. That’s really what the Hunter is doing, walking around the woods in the traditional Hunter mythology. He or she walks around the woods, and sees an animal or sees prey and shoots. That’s wonderful! You saw something you were able to get, and you were able to win the deal. And you closed it. That’s fantastic! Those are good traits.
However, just like with a Farmer, there are some bad things about that too. What if you don’t see anything? What if you can’t find prey to actually go after? So that’s the problem with the Hunter. The Hunter always has to have a deal to trip over otherwise what’s he going to catch? That’s a problem because if you can’t find it, then you aren’t going to be successful. So in mythology times or in pioneer days, you roam wide and far looking for game. We’ve heard about Native Americans back in the back in the day, and they would follow the bison herds across the plains. They would travel long distances. They’d have houses that were very portable so that they can follow animals around. That’s what they had to do. And that worked really well, but it had lots of problems.
That’s the problem with the model being simplistic and saying, “I’m just going to be a Hunter.” I look at the good things about Farmers and suggest, let’s turn them into Gatherers.
Let’s think about what a Gatherer is. A Gatherer is somebody that looks for berries or roots or whatever. They went out, and they kept on gathering. They have to really know their area to do that.
I categorize Gatherers, in the sales model, as people that have good relationships with high-quality companies and work for a high-quality company. So they are in the account every day or every other day. Maybe three times a week. They are constantly trying to grow the business at that account. That’s not a Hunter, you would think that’d be a great thing. But that’s not a Hunter.
It’s also a very important trait. There are whole companies that have set up their entire methodology to make Gatherers successful. They become trusted advisors, and being a trusted advisor is a great thing. A Hunter that runs around and is only trying to look for the next deal rarely turns into a trusted adviser. We all hear that trusted advisors are a good thing. We need our salespeople to be trusted advisors.
If you take all the good things for all of those personas, we turn that into a Trapper. Let’s think about what a Trapper does. A Trapper does look for game. He’s always moving around looking for prey. But he also understands the kind of prey to catch. He’s not just shooting anything that moves, he’s only trapping the prey that he can sell.
A Trapper also understands where to put the traps? How do I relate my traps to the customer? Of course, a lot of this came from the standard sales methodology of setting traps to win deals or not lose deals. So I developed that terminology because of that use case.
We have this very complicated and long sales process. You have to know exactly what you’re doing in order to be successful. And you have to think ahead about your prey. And I’m not saying that customers are prey, but my prey is going to walk down this path to get to this waterhole, and I need to put a trap there to get that right. Or, in the case of beating my competition, my competitor is going to go down this path, so I’ve got to trip him up. I need to set a trap here so that my competition does not proceed farther.
I developed those methodologies when I started to think of how to make this model better since the Hunter and Farmer terms are just too simplistic. If we look at this traditional four-quadrant chart, which is similar to what you would see in any personality test. I’m a firm believer that nobody is actually a pure Hunter, a pure Farmer, a pure Gatherer, or a pure Trapper. If we look at it, they are different instances of different capabilities. The instances are actually growing from each other. A Farmer can easily become a Gatherer if that relationship is stronger and become a trusted adviser.
A Hunter can start to become a trusted adviser when they start thinking ahead and planning again. The Hunter becomes a Trapper. A Gatherer obviously can move over to become a Trapper as well.
The strongest salespeople, in my opinion, are Trappers that are in a Gatherer position. It’s almost impossible to beat a Gatherer in an existing account.
Let me give you an example of that. I am a salesperson selling for a high-quality company, not a fly-by-night company, but a company with decades of experience with a lot of great products that are dominant in their industry. That person’s job is to maximize the revenue coming from this large company, a Fortune 500, and probably a Fortune 50 company. We know these people, they might even be a vice president level salesperson assigned to one account. That person is totally entrenched. That salesperson is talking to the CEO and talking to the board. Potentially talking to various vice presidents in the organization. You want to compete with that person? Good luck! That’s gonna be the hardest deal that you’re ever going to do. You almost never can be a great Gatherer in a deal.
So we need to think larger than just Farmer and Hunter because too many people that are Farmers and Hunters constantly lose to Gatherers. Many salespeople avoid Gatherer accounts. Salespeople will say, “That account is sold on XYZ competitor. If it’s not painted blue, or it’s not painted purple or not painted red, then that company won’t buy my product because of the sales team that’s on that account.” That’s a significant benefit to that company with the Gatherer. We all need to get that good at selling to most of our customers.
Colin Stewart
That was a lot of Hunter-Gatherer-Farmer-Trapper. Let me see if I can kind of place this into how into the roles that I see in the world here.
If you just go back to that graph. It feels like the Farmer is really more of the account manager type individuals where they’re more focused on servicing the account and dealing with upsells, dealing with contract extensions. Almost like a customer success role.
Sean O’Shaughnessey
Almost. Yes.
Colin Stewart
And then the Gatherer seems like it’s two different archetypes. Like two different sides of the same archetype. Where there’s like the light side and the dark side. And on the light side, it’s the Gatherer that has all of the benefits of being a Farmer, but you’re just ratcheting it up. You’re being more proactive about getting into your accounts, whereas the Farmer seems slightly less proactive.
Sean O’Shaughnessey
And that’s the keyword on both sides. That is being proactive. Even on the Hunter-Trapper side, it is that proactivity capability. That ability to think ahead. To figure out what I have to do for my customer for the long term or even short term, but what am I going to have to do? And how am I going to position myself? As opposed to a Farmer, I’m just going to pick up things off the field. I’m just going to take deals as they come to me. That’s great if you can. But if you can be a Gatherer, and actually going out there looking for stuff and making things happen, it becomes a little bit better.
Colin Stewart
Gotcha, gotcha, gotcha. If we look at the difference between Hunter and Trapper, when you were describing Hunter, it really sounded like you are sort of a lone wolf sales rep that’s solely focused on closing the deal and not associated with any follow-through.
Sean O’Shaughnessey
Not actually. It’s more than the decision process of the deal itself. In a typical decision-making process, you’re never going to make the pitch where the customer goes, “Oh, I gotta buy that.” That just doesn’t happen in my world. I’m sure it happens in other products that are out there. But it doesn’t happen in the complicated products that I tend to sell, and we sell at Agile Stacks. We have to think ahead longer.
The customer may actually be trying to figure out how to solve a problem before they’re ever willing to talk to a salesperson. And in reality, we see this in a wide variety of industries. Depending on the metric or study you believe, the decision-making process is 50%, 60%, or 70% done before the salesperson is contacted.
I think we can all agree that when I was a young man, and I’m not anymore, the decision-making cycle was when I showed up at the door, and that’s also when I started the sales cycle. That was when you couldn’t get information from the internet. Now the reality is, most decisions have already been figured out and decided upon before any salesperson gets involved. If you’re a Hunter, you may be so late that all you’re doing is reacting to what is going on as opposed to positioning yourself to be ahead of the process. So ‘proactivity’ is a big word.
Colin Stewart
Gotcha. And so in this model, is the Trapper, more of an account executive? Like an AE in a full-time closing role? Is that what you’re suggesting?
Sean O’Shaughnessey
Yes. My salespeople that I try to get to be Trappers are pure salespeople. They’re account executives that have a territory. They have a bunch of accounts that they’re going after. On the accounts that matter to them, I’m asking them questions like, “Are you positioning yourself so that when the prospect actually starts the process, are we going to be in a driving position and getting the deal?” As opposed to being Hunters.
I am probably compartmentalizing it a little bit too much, but a lot of times, Hunters are being driven. We’ve all heard this problem. You received an RFP, or RFP, or RFQ (whatever your RFx happens to be), and you didn’t have anything to do with affecting how that was written. Just about everybody will tell you, “Don’t respond to it.” There are various philosophies on that, but my philosophy is you probably shouldn’t respond to that. You’re probably column fodder. That was a very popular term in another book that was written 25 years ago. The ability to influence that RFx, as opposed to reacting to the RFx, is a big deal. Hunters tend to react to the RFx. Trappers tend to influence the RFx. Gatherers tend to take the RFx off the market.
Colin Stewart
Gotcha. It seems like Gatherers are in the best position if they don’t even have to do the RFx.
Sean O’Shaughnessey
Yeah, Gatherer is a great position to get in. But remember you have two criteria for Gatherers: you have to work for a fantastic company, and you have to be calling on a company that loves your employer.
I mean, you have to work for a company that people buy without even knowing why they are buying from that company. There’s not a lot of companies out there that are in that space and have that much influence in their marketplace. So you have to work for that kind of company. You have to work for a company that literally you can live in one account. Maybe you have five or six accounts, but that’s it.
Colin Stewart
Yeah, I’m feeling like these are the big companies, like the SAPs, the Oracles. I hesitate to say Salesforce because I know they have some competition, but I know people that are reps over at Salesforce, and the sales culture there is crazy. They work super hard. So it’s not like anybody sitting back and just relaxing and throwing their feet up.
Sean O’Shaughnessey
And that’s the other thing that I frequently say. There really is no bad thing about Farmers, Gatherers, or Hunters if you’re going to work your ass off. If you work your ass off, you’re probably doing enough of the good things of those other quadrants on this chart that you actually can be successful and get your deals.
I know Farmers that make their number all the time. I know Hunters that make their number all the time. I know Gatherers that make their number all the time. And I know Trappers that make the number. So you can be one of them, or primarily one of them. But if you work your ass off, you can probably be successful too. It is just easier if you adopt Trapper tactics.
Colin Stewart
Gotcha. I’m curious how you see this. So one of the things that our company stands behind is the idea of specialization in sales roles. Sort of separating the sales roles. Pulling out the handling of inbound and outbound appointment setting. Having dedicated account execs. Having a dedicated account manager and customer success people. How does that fit into this model?
Sean O’Shaughnessey
This is primarily for the account execs, the people that are selling and closing the deal. For SDRs or BDRs trying to get appointments (and I love that model as well), that model can actually relate to this a little bit. But typically they’re going to be Hunters, or they’re going to be Trappers. I mean, let’s be perfectly honest, they’re not just farming the account. They’re not, because that’s just not what that role does,
Colin Stewart
So unlikely or a model I got, yeah,
Sean O’Shaughnessey
It’s just unlikely. And in that role, they just can’t do that. However, if you’re just a person who picks up the phone and makes a phone call to a name, that you got off of some lead list, especially if it was a cold lead list like you went to discover.org, and you found a name. Good luck to you. Have fun with that. So that’s extreme Hunter. You’re not gonna have a lot of success doing that.
However, if you took that name and you really analyzed this title as to what makes sense. This is what this title needs. And you have some ideas on what to say to that title. This company is in this industry, and these things are affecting this industry right now. This title in that industry is affected this way. Now, you’re starting to think a little bit more like a Trapper.
When a BDR does this, you’re starting to plan ahead. Maybe you’ve done some research on that company. Maybe they bought other things like this. Perhaps they bought other competitors’ products or maybe they bought complimentary products. You did a little bit more research, you’ve got ahead of it a little bit.
Once again, you were proactive before talking to the customer. You’re proactive about understanding what the problems are, and what the company’s needs and goals are. Maybe you just open up the annual report and read it, which, I really wish more salespeople would do.
Colin Stewart
Let’s get into it. Let’s see if I understand you. This quadrant really applies to people specifically focused on that account executive role. If we’re thinking through the lens of specialized sales roles, we’re probably looking at the Hunter-Trapper as the light and the shadow archetype. Help me understand what a good Trapper does? I think I get the model here, but what are some of the best practices? What are some of the things we can learn from good Trappers?
Throughout the pod, Collin and I discuss how to update the traditional Hunter-Farmer sales model to better reflect the responsibilities of today’s sales professional. Highlights include:
the problem with the Hunter-Farmer sales model ([3:18]),
specializing sales roles ([20:11]),
what does a good Trapper do that too many salespeople do not? ([22:32]),
the makings of a great salesperson ([35:15]),
my unique celebrations after closing a big deal ([42:55]),
and cold call with Collin for my current company, Agile Stacks, Inc. ([48:46]).
It is critically important that the succinct time you have in the elevator is memorable because you just don’t know when you’ll get that chance again.
You are a startup. There are more companies out there that don’t do business with you than do business with you. While that is probably true of almost all companies, startups take that anonymity to a new level – your market share is 0.0001%, and your mind share is not much better.
An elevator pitch is an answer to the benign question, “What do you do?” You can get that question at a cocktail mixer, a meetup, on the plane with the guy sitting next to you, or even on an elevator ride. If someone whom you don’t know asks about your company, they have expressed genuine interest. In reciprocity, you should be polite – not only in a succinct response but also in appreciation of their question. Emily Post says, “Etiquette requires the presumption of good until the contrary is proved.”
An elevator pitch is not a 5-minute oratory on your company; be polite by respecting their time and attention. Create innate curiosity with a narrative allowing your guest to follow a path of increasing value.
Your goal in an elevator pitch is to capture the interest and imagination of someone you have just met–in about the time it would take both of you to enter an elevator, travel down to the lobby level, and then cross the office building foyer together.
In that short walk together, you should communicate the essence of your message–succinctly and memorably–whether or not there’s an elevator involved or not.
I would be amazed if any startup told me that developing the elevator pitch is easy. Part of the problem tends to be where to stop. Do you talk about only the current deliverable capability? Do you mention all of the great work that is in the beta product that the developers are just finishing up? Do you talk about the great win that you closed last month? Do you talk about the aspirational stuff that your CTO is currently puzzling over, and you pitch to the latest VC?
1. Describe your business without using any (not even a little) jargon
The first words that come out of your mouth should be a brief and memorable description of your business. That means avoiding acronyms, corporate-speak, or tech talk. Your grandparents, your spouse, or your children should understand this first sentence or two. And then there’s “the pause” which I will explain later.
Focus on concrete words in your pitch, not abstract concepts. If possible, start with a firm metric that you deliver, such as, “We enable companies to set up their secure cloud infrastructure in less than 60 minutes.” Wow, that’s impactful!
The biggest mistake that I see startups make is to include the word “AND” in their opening statement. Also, overusing “AND” is a mistake in many unsuccessful startup philosophies. The word AND implies that you do multiple things, hence confusing the direction of our elevator pitch, or even worse – going down too many rabbit holes. Boil up all of your AND phrases to one high-level statement. To give you an example, I will use my own company Agile Stacks and what we could say (but thankfully do not say) with lots of AND statements:
We deliver infrastructure as code AND
we provide composable stacks of components AND
we manage the Kubernetes ecosystem AND
we track and tag all of the components in our stacks so you can monitor your costs AND
we have pre-built super stacks of components to allow you to get started quickly AND
we deliver your customized stacks to multiple clouds and even into your on-premise data center or mini data center in your stores AND
we allow you to store all of those configurations in Git so that you can adopt GitOps in your company.
The above list is a perfect example of what not to say in an elevator pitch. It is filled with jargon, very vague, and not very compelling.
All of those statements above are true of Agile Stacks, but they would probably cause your elevator listener to beg for the door to open to escape your diatribe. When the door opens, he or she will make a Usain Bolt-like sprint to the nearest exit stairwell.
Skip the ANDs. Focus on one value proposition that is very high-level and combines with a metric that makes the listener excited to ask, “How do you do that?”
2. Focus on your clients or customers but most importantly, focus on your audience
In my example above, you will notice a reference to my target market at Agile Stacks – companies. If I was at an industry event, or I knew my listener’s professional affiliation, I readily improvise with an industry narrative. Let’s pretend I am talking to someone at a cocktail mixer. When we shook hands, she identified herself as someone from a medium-sized consumer goods company that I recognized as having several hundred stores along the Eastern Coast of the US (actually, this is a real prospect for us currently). In this case, I may have enhanced our opening line of the elevator pitch to say, “We enable retailers to set up their secure cloud infrastructure between their stores, data centers, or favorite cloud provider in less than 60 minutes.”
And then I pause.
So what is with the pause? We all know that the first person to fill silence has lost in a negotiation. Effectively, this is a negotiation. It is a negotiation of the topic of our discussion. This pause is your opportunity to allow your listener to respond. A positive response with something like, “Wow! How do you do that?” is an invitation to continue. A neutral answer such as, “I have no idea what that means” is probably a signal to find an off-ramp to move the conversation to sports.
If you don’t get a lot of positive responses to your opening line, it implies that the line is weak, or you are attending the wrong cocktail mixers with absolutely no target prospects in attendance. You should seriously evaluate your results to see which situation is correct.
Also, give your guest a gentle exit ramp if there is no interest in what you are saying. For example, make a witty anecdote about the local professional sports team’s current success. Remember always to be positive even if the team is on a losing streak.
But let’s assume that you got that positive response. Now you need to tell a story that continues the interest, and we explore that in step 3.
There is a natural point of transition in the conversation. You get an immediate gut check when you know the listener wants to learn more, or they are about to check out. For this ride, and this ride alone – your listener is engaged by actually asking “So how do you do that?” But please don’t start explaining the exceptional performance of your auto-scaling groups or multi-Kubernetes abstraction layer. Umm, snooze – you’ve just made your listener regretful of not only the first two minutes of the proverbial elevator ride but now the remaining 90 seconds to the ground floor.
Instead, pique their interest by not using a sales pitch. Rather, bring it close to home with a story but not some canned Little Red Riding Hood fairy tale of saving a company from the big bad wolf. Instead, keep the story smaller and closer to the people involved. I find that abstracting a story at the ‘company level’ doesn’t cement the point of the story as well. But when you talk about people affected by your solution and the implications then you offer your listener a possibility that they have a similar story.
3. Tell a story of how you’ve helped overcome a challenge
Customer stories may be hard to find for a startup. You may not have that many successes yet. You do not need ten stories; you only need one story. You may be bored talking about that one success, but your listener has never heard the story, so it is new to her. Pick one customer story where you were able to show the success that you mentioned in that opening statement.
I suggest that you follow the advice that I discuss in my book, Eliminate Your Competition, and that is to use the PONI method. PONI is a simple way to tell the story of a success that is easy for the listener to grasp. PONI stands for:
Project
Old
New
Impact
For Project, we simply want to introduce the reference company and what they were trying to accomplish in their project that they used your product. Then quickly introduce the team. Was it a large team? Were they distributed? Did they have a tyrant boss (everyone’s been here, believe me)?
For Old, we want to set the stage on what their goal was to change or fix in their organization. The more that you can build the pain in the story, the better. Remember, Stephen King could have written “The Shining” as “A writer went mad while in a haunted house in the middle of winter and tried to kill his family.” The more you build into the old way of doing this, the more your new friend will understand that he has the same problem.
New is the new way of doing business after they adopted your product, and the personal hero stories.
The Impact is the change or success they measured at the end of their project, measuring the pertinent metrics of Old compared with New. If you can do it, Impact is great to state as a percentage improvement.
It doesn’t take a lot to create PONI stories. In each of the four areas, you probably can write it down in 1-3 sentences for a total of perhaps 8 sentences that you can easily recite in 90 seconds. That 90-second speech is critical because now you need to deliver the story quickly and the same way every time. The crucial thing about elevator pitches is that everyone needs to say approximately the same speech every time. Your entire company can learn 90 seconds of talking using the PONI method.
Then you need to pause again. You need her to respond. Does she need to pivot to sports and weather, or can you continue? Step 4 assumes your conversation is more interesting than the fact that we haven’t had rain in 6 days.
4. Close
You have not mentioned all of those ANDs from above about which someone in her company is going to care. Those ANDs detail the HOW question. HOW questions are essential during your sales process, but they are not part of your elevator pitch. In my example of a cocktail mixer where I am talking to a mid-sized retailer, the HOW question inevitably is, “How do you enable retailers to set up their secure cloud infrastructure in their stores, data centers, or favorite cloud provider in less than 60 minutes?”
You now have two options. If you are at a casual mixer, you probably should stop while you’re ahead. You might suggest a more extended meeting in the near future, and you should pull out your calendar and ask for an appointment. Trying to explain how you accomplish this amazing feat could backfire on you and prevent that person from accepting that future appointment now that they have more information. You have achieved your goal with your elevator pitch, they want to talk. Now it is time to stop selling, and it is time to close for the appointment for a more in-depth conversation.
If you are not at the mixer, but instead in an area where you can effectively sit down and discuss all of the details, then, by all means, you should do so. However, be careful that you are not winging it with only a portion of your best pitch resources available to you. Do you have the best version of your slides and documentation with you? Do you need to have your ace technical guy or your ace sales guy with you? Do you think that your prospect needs to have some more people present for this first conversation? Your best strategy is likely to come back in the future with your best foot forward.
Once you have the appointment locked in, now is the time to work on understanding your prospect. It is time for your prospect to tell you about their needs and goals. This information will be invaluable as you formulate your ultimate value proposition that will close the deal. In fact, if you can get her to tell you her elevator pitch, that is a win. Now is the time for you to use the two ears and one mouth adage – listen twice as much as you talk.
An elevator pitch that everyone in your startup can give is critical. You don’t need to turn everyone into salespeople, but you should try to turn those elevator pitches into firm appointments for the sales team.
In my position, I frequently have salespeople reach out to me to pitch their product or service. I try to listen to as many of these as possible. I believe there is a chance their product could help me achieve my goals or the goals of my company.
I firmly believe that there are better tools or capabilities in the market that can help my company achieve our goals. For this reason, I will happily listen to a salesperson that makes a persuasive pitch.
I get most frustrated in these opening pitches when the salesperson asks an “oxygen” question. Something like, “In all of my conversations, we have found that salespeople do best when they can breathe oxygen. Do you find that in your own business?”
Really? You just asked me a question that everyone in my position would reply with a “Yes” answer. What good came out of you asking that question. You are now starting in negative territory for having any credibility with me. I have immediately categorized you as wasting my time. Good luck trying to dig out of that hole.
I am not a chastened buyer. We have all seen the comic of the medieval king that is battling his foe with swords. The helpful salesperson is trying to get his attention to sell him a machine gun.
But if that machine gun salesperson started his pitch with an oxygen question, maybe it is that is the reason that the king doesn’t want to listen.
Oxygen questions are designed to get a positive response. A long time ago, salespeople that sold at the kitchen table (e.g., insurance, pots and pans, vacuums cleaners, Tupperware, etc.) used the philosophy of asking many questions that required a positive answer. The theory was to get the gullible prospect used to saying, “Yes” and eventually saying, “Yes” to the final price.
When you ask an oxygen question, you are suggesting that your prospect is gullible. Is that the impression that you want to give?
Examples of oxygen questions
All of these questions are no better than asking your prospect if his team needs oxygen to do their job. Of course, they need oxygen; everyone needs oxygen.
A lousy question to the VP of Sales: “In our experience, VPs of Sales for young companies are trying to grow. Are you trying to grow your company’s revenue of your venture-capital funded startup?” This was the oxygen question that I received this morning and gave me the impetus for this post. Aren’t all VPs of Sales trying to grow revenue, especially those in VC funded companies? This question does nothing to advance the conversation.
A lousy question to the Head of Supply Chain: “In our experience, supply chain managers need to drive efficiency in the operations. Are you trying to make your supply chain operation more efficient?” The sarcastic answer to that question is, “No, I want my company to be less efficient.”
A lousy question to the CFO:We have noticed that CFOs are worried about the accuracy of financial reports to their board and shareholders. Are you concerned about the accuracy of your financial statements? Are you kidding me? What CFO wants to go to jail for knowingly having inaccurate financial statements? How is the answer to that question going to give the salesperson any information?
Use better opening questions
Your opening questions should not be similar to, “Is oxygen important?” Instead, the wise salesperson or business development representative should spend a few minutes researching the company. It won’t take long. You should look at the company website and see what is essential to the prospect. Maybe read the CEO letter in the annual report. Figure out the industry and look at other companies in the industry.
The more a salesperson understands the business of his prospect, the more he can start to add value to the conversation.
Even starting with a statement about what you do is better than asking an oxygen question. If you cannot take the time to understand the issues confronting that company, start with your value pitch: “My company helps young companies rapidly increase their revenue generation. Can I spend a few minutes explaining how we do that?”
That opening statement is not the best opening, but if you make that pitch to me, I will likely give you a few minutes to hear more. But to be honest, I am a sucker for a good sales pitch, and I hate bad pitches.
The good folks over at Cloudura.ai published this post. It was so good that I wanted my readers to read it as well. With their permission, I am reproducing it here.
With over 4 billion email users worldwide, it is no surprise that cold emailing is at its peak right now. On average, a regular email user receives 147 new emails per day. While this is a positive number for reaching out via this medium, you’re in for a lot of competition if you’re a sales rep trying to stand out in the vast sea of emails.
So, where are sales executives going wrong, and how can they fix their emails to realize the potential of cold emailing?
We’ve curated a list of tried-and-tested tricks that will help you create the perfect cold email for a meeting by grabbing your prospect’s attention.
1. Don’t Ignore the “From” Line
The ‘from‘ line is usually set up when we configure our email, and that’s it. It hardly ever comes to our mind again to change it in any way. While that might work for everyone else, it’s a huge and unusually common mistake when you’re a salesperson writing a cold sales email.
On average, an email user deletes 71 messages every day, and all of them under five minutes. This means that most of them are sent to trash even before your prospect opens the email. Apart from the subject line, the ‘from‘ line is the only other thing the user sees when the email is still unopened. As such, it needs to fittingly convey who you are and be consistent with the purpose of your email.
You can change the ‘from‘ line any time, depending on who your current campaign is targeted to and what your message is going to be. There are different combinations of your first name, your last name, your title, and the company’s name that can each affect your prospect differently when used as a ‘from‘ line.
A. First Name + Last Name + Company Name
While this tells the receiver who exactly the mail is from at first glance itself, it can also seem a little impersonal and might not be enough to convince the individual to open it.
Rachel Smith – Clodura.AI
B. First Name + Last Name
This may be a little too personal, thereby making you lose credibility. If you’re trying to sell the product or service your company offers without having their name attached, your prospect may feel you don’t have the authority to use it and may consider your email spam.
Rachel Smith
C. Title + Company Name
An email with only your job title and the company name in the ‘from‘ line will definitely seem like one of the promotional, automated emails businesses send. Using a specific personal name can increase your open rates by 35%, and yet, a staggering 89% of email marketing campaigns are sent with a company name. These emails do not invoke the recipient to engage with them because they do not feel personal and are likely to be ignored or deleted.
Account Executive – Clodura.AI
D. First Name + Company Name
A little personal while still conveying where you’re from – this combination can work with most of your campaigns.
Rachel from Clodura.AI
Other Combinations
First Name + Last Name + Title
First Name + Title
First Name + Title + Company
Do note that these are merely general suggestions on which combinations can be used, depending on the situation. However, in the end, the ‘from’ line you choose should be carefully selected based on your target audience for a particular campaign. Other factors like the context of your message and your end goal also play an essential role in its determination.
To ensure you choose the correct ‘from‘ line, ask yourself these questions, and use the combination that best fits your answers.
Is the combination I’m choosing consistent with the rest of my email? Even though it is often ignored, the “from” line also plays an essential role in swaying your prospect’s opinion. Ensure that your “from” line is consistent with the subject line, the body of the email, the signature, the message, and everything else in your email.
Would I open this email if I were the prospect? Put yourself in your prospect’s shoes to find out if the “from” line you chose has enough value to compel your prospect to open the email or not.
Have I carefully scrutinized my prospects to use a combination that they wish to receive? As mentioned above, your “from” line depends on a lot of factors only you are fully aware of. These also include the persona of your prospect and what they expect from you. Ensure that you’re specific in your targeting and do not fall prey to the most popular idea around at the time. Each company and each campaign of that establishment will have a unique set of factors that will affect the message and, consequently, require re-evaluation to determine the ideal ‘from’ line.
Have I ensured that the “from” line indicates that the person on the other end of the email is someone they want to talk to? Find out who your prospect wants to talk to and include that in your ‘from’ line. For instance, if you believe a campaign to target decision-makers will get better results if they see the Head of the Department (HOD) has contacted them, then create your email campaign and ‘from‘ line around the HOD’s name and title.
2. Create an Eye-Catching Subject Line
Another element that forms the first impression, the subject line plays a crucial role in driving the prospect to open and read the email. Statistics support this statement — with 35% of recipients opening an email based on the subject line alone and 69% marking an email as spam based solely on the subject line.
While a prospect ignoring your email may make you lose that particular individual, marking it as spam will affect your email deliverability and, consequently, your entire campaign. To that end, it is very important to create subject lines that attract and interest the recipient. Here are some golden tips that can help you stay on track when choosing a subject line.
A. Put Yourself in Your Prospect’s Shoes
Ask yourself if your subject line is convincing enough to make the prospect open and read the email or not. Ensure that it responds to their needs and offers a solution to their problem. This way, you will change the subject line from being about your company and your product to their concern and how you can resolve it.
B. Personalize Your Subject Line to Create a Highly-Targeted Email
You know their problems, but do you know them? You can make your prospects feel like you see them by forming your subject line in a more personal way. In fact, subject lines with the prospect’s name in them can increase your open rate by over 29% and your click-through rate by over 41%.
For instance, in the image above, the third subject line is an excellent cold sales email example of how to personalize your subject correctly, and the first one is a generic one that you should avoid in your cold email campaigns.
C. Don’t Try to Lure Your Prospect With Click-Bait Strategies
There are two ways a click-bait subject line can go. Either your prospect will be annoyed by the ‘sales-y’ email and ignore or delete it right away, or they will open the email only to be disappointed because of the misleading subject line and then delete it. So, stay away from trying to bait your prospect with shifty cold email ideas and simply write a subject that offers value instead.
D. Remember That You’re Reaching out to a Human
Along with personalization, use other tricks so that the recipient knows that you’re human, and you’re treating them as one rather than a paying machine being cajoled by an automated system.
Okay, so if your prospects have reached the introduction stage through your “from” line and subject line, then you already have a pretty good understanding of them. Now, you have all of 5 seconds to make an impression after they have opened the email. Your opening line is crucial here.
Instead of directly starting with your and your company’s introduction, write something meaningful for the recipient. Remember, it’s still better to keep it short, but you also want to establish a connection with your prospect that can get them to read the entire mail. You have to use these opening lines to show your prospect that you’ve done your research on them and are deliberately sending this mail to them. You have to make them feel special.
Here is how you can do that.
A. Talk About Them
Refer to their work that you’ve come across. It could be a blog, a tweet, a website, anything that has been personally created by them. Show your appreciation for their expertise.
Here are some examples of how you can start your email.
I loved your blog on….
I got your email through [Mutual Contact]…
I saw that both of us have [include personal connection]…
Congratulations on….
I heard that you’re in need of…
B. Talk About Their Company and Their Problem
Next, ask them questions about the concern that your product is directly related to. For instance, “Do you know why [their company’s name] is not able to hire talent?”
Remember that while the idea is to create a personal connection with your prospect by using mutual contacts or even flattery, do not overdo it by making this part of the introduction long. Also, stay away from including parts about their personal life lest you seem like a stalker.
Immediately after these two sentences, add a transitional line and move towards your offer.
4. Pitch Your Product
Finally, it’s time to introduce your product or service. As a sales rep, you’ve already done it lots of time. You probably don’t even have to think about the features and the benefits of your product before talking about them anymore.
While that sales pitch might work in a face-to-face or even a phone conversation, emails are a whole different ballpark. Here, the prospect is not obliged to listen to or read your sales pitch. As soon as they realize that the mail is only about you selling your product, it’s a click on the trashcan.
With cold emails, you have to present your product in such a way that the prospect finds value in it. If your pitch strays away from making the recipient the center of attention, you’ll simply become another salesperson whose business they don’t have to care about.
You’ve already highlighted their issues in the introduction. Now, you need to seamlessly connect your product to their problems so that they can see the clear trajectory of your product being the solution.
Here is what the body should include.
The reason why you reached out to them personally and not anyone else – The idea is to make them feel special and valued.
The product that you’re offering. However, instead of including all the features of your product, add the specific benefits that they will enjoy.
How a business relationship with you can benefit them.
The testimonials or use cases of your previous clients to show how others have benefited through a business relationship with you.
Ensure that you avoid the salesperson tone at all costs and stick to proposing the value of your product to your prospect where they need you rather than the other way around.
5. Invoke Action With the CTA
Alright, you’re almost done now. All that is left is to put forward what you want your prospect to do. Do you want them to have a Skype call with you or a phone meeting or a physical meeting somewhere? Whatever it is you want them to do with your cold email ultimately, write it down in a short, simple, and straightforward manner.
6. Tie It All With the Perfect Signature
Like the “from” line, the signature is also often ignored. As a part of your email, it deserves as much attention as the other elements. After all, it gives your prospect a way to know more about you and get easy access to your contact information. Here are the golden rules of email signatures.
Include your phone number, email address, link to a social media profile of your choice, and link to the company website. You can choose to add or remove other points depending on your target audience and how they generally connect with you.
Do not add quotes and images to it. It’s not clean and takes the focus away from your real offering. Images are also easy to get automatically blocked by the email carrier, and it’s best to avoid any delivery issues.
If your signature is made up of messy HTML, it can be classified as spam and, again, decrease your deliverability rate.
Keep it minimalistic with not more than two font colors, a single font type, and no or only one icon. The more you add to it, the more cluttered it will look.
Include enough information to make yourself look trustworthy. If the information is too little, the prospect might think you’re not credible.
Aim for consistency among your organization so that you and your colleagues use the same template, font, etc. for your signature.
And send!
What happens now?
Well, you wait for your prospect to respond. And if they don’t respond, you send them another mail to follow-up.
7. Why Do You Need Follow-Up Emails?
On average, about 80% of prospects don’t respond to the first 3 cold emails. Despite this, the average salesperson only makes two email attempts before giving up. In an ideal world, your prospects would understand the need for your product at first go and be ready to invest in it. But the world of cold emailing is no utopia. Professionals are busy and not willing to pay attention to a product they haven’t realized the value of yet. So, be prepared for your mail to be ignored the first time even if it is perfect.
Follow-up emails work as gentle reminders that there is something like your product in the market and that you’re still available if the prospect wishes to buy it.
Here is how you can write a follow-up email to increase the chances of a response.
A. Take Care of the Subject Line
Similar to our first email, the subject line of the follow-up email is essential too. Ensure that it is short, attractive, and shows the value of the email.
Following up on My Email
Re: Introduction Call
B. Make the Introduction Contextual
With the number of emails we receive every day, it is easy for your prospect to forget who you are or what you are talking about. To avoid that, always start by providing them with the context they need.
Thank you for the meeting yesterday….
It was nice meeting you at the conference last Saturday…
I’m following-up on the email I sent a few days ago….
C. Be Clear About What You Want
Now that you’ve established where they know you from, you need to come to what the purpose of the current email is. What exactly do you want from them?
Are you available for a call next Wednesday / Thursday at 3 or 4 PM?
Can we schedule a meeting this week on Tuesday at 3 or 4 PM?
I would like to invite you to [the event] we’re hosting…
D. Hit Send!
Different kinds of follow-up emails have different time-frames that they can be sent in. Of course, you’re the best judge of when you want to send which sort of email to your prospect. However, if you’re specifically looking for when to send a follow-up on a meeting request, it is best to do so within 1-2 months after the first email is sent.
To know more about how you can carry an effective email campaign, check this blog out.
How Can You Take Your Cold Email Campaign a Notch Higher?
Okay, so you have everything in order now. With a carefully crafted “from” line, subject line, introduction, body, CTA, and the signature, you can now kickstart your email campaign to generate more meetings. You can also follow-up with more emails to get the result you desire by taking care of their subject line, context, and purpose.
While you have the information to rope in any prospect now, manually doing so with every lead may prove to be inefficient. To increase your sales velocity Clodura’s killer email sequence features helps to generate more interactions and book more meetings, with the right message at the right time for sales prospecting.
