Webinar Presentation: Engagement in Zoom World

2 Introduction Jake Dunlap Founder & CEO, Skaled aled.com sk

3 Overview The Seven 01 02 03 Stay Focused Give Information Pre-Meeting Freely With No Ask Engagement aled.comaled.com sksk 04 05 06 07 Keep People Post-Meeting Multi-Thread & Keeping Engaged Engaged During Engagement & Create Other & Building Meetings Connections Contacts Relationships

4 #1 Stay Focused aled.com sk

7 It’s more than a sale - We have to get people engaged in the meeting, aled.com sk off email, and tell a better ROI story than ever before

8 2021 Trends Multi-tasking and Meeting Overload Your customers are on email… Key problems They are looking at their phones People have too many meetings...you are aled.com just one more sk

9 2021 Trends Budgets More people aled.com sk More scrutiny

10 #2 Give Information Freely aled.com sk With No Ask

11 Give Information Freely With No State of Sales Ask B2B Sales Interactions between buyers and suppliers will occur in aled.com digital channels – Gartner Sales sk Trends, 2020 80% ● More self-guided information ● 44% of Millenials do not want to talk to a salesperson in a B2B sales process

12 “” Sales Reps that talk about the competition and pricing in the first aled.com sk call have a higher close rate than those that don’t. – Gong.io and Transparency Sale

13 Give Information Freely With No 2021 Trends Ask Sales Experience The best Customer Experience experience can Ease of doing business beat the best aled.com sk product/price

2021 Trends 14 How Will You Adapt? Getting people to focus 01 Getting more people on the call and engaged 02 aled.com sk Handling more of the process digitally 03 Bringing more transparency in your pitch... 04

15 How do we get executives excited and keep them engaged during aled.com sk virtual sales calls?

16 #3 Pre-meeting aled.com sk Engagement

17 Pre-meeting Engagement Buying behavior has changed, so the way we sell needs to modernize. aled.com Pre-meeting sk During the meeting Post-meeting Throughout the process

18 Pre-meeting Engagement Pre-meeting - Send them Content! Relevant Industry Articles Industry Through Leadership Curate 2-3 posts that are relevant trends - Shares on LinkedIn, Xing, aled.com sk social proof or Industry sites from other leaders Nobody is going to read it sorry... No Product Sheets or Pitches

19 #4 Keeping People aled.com sk Engaged During Meetings

Keeping People Engaged During 20 Key 12-month Milestones Meetings Milestone Priority Level Details aled.com sk

21 mural.co Keeping People Engaged During Meetings aled.com sk

22 Keeping People Engaged During Meetings Screen sharing Screen share the article Screen share the top influencers aled.com sk

23 #5 Post-Meeting Engagement & aled.com sk Connections

24 Post-Meeting Engagement & Connections LinkedIn Connect on Linkedin Engage on LinkedIn aled.com sk Multi-threading Creating Momentum throughout the process

25 The Seven Post-Meeting Engagement & Connections aled.com sk

26 The Seven Post-Meeting Engagement & Connections aled.com sk

28 The Seven Post-Meeting Engagement & Connections It starts with how you start the meeting - Creating what is the goal of the first meeting? Momentum If you don’t know the players...you can’t drive momentum aled.com sk Laying out next, next, next steps after every conversation

29 #6 Multi-threading & aled.com sk Create Other Contacts

30 Multi-threading & Create Other Contacts Multi-threading In 2017 - 3-5 people were involved in every deal...feels like 20 now aled.com sk You have to be person who drives the action

31 The Seven Multi-threading & Create Other Contacts Multi-threads Understand the Buyers Item one Understands who’s who in the Customer’s Buyers Circle Item two aled.com sk Item three Item four

32 The Seven Multi-threading & Create Other Contacts Multi-threads Find Warm Introductions Item one Finds warm introductions through referrals when building new relationships Item two aled.com sk Item three Item four

33 The Seven Multi-threading & Create Other Contacts Multi-threads Build Multi-level Relationships Item one Builds relationships with multiple stakeholders (vertically and horizontally) across the Customer’s organization Item two aled.com sk Item three Item four

34 The Seven Multi-threading & Create Other Contacts Multi-threads Adapt Communication Item one Shifts communication style and content to fit the needs of different stakeholders Item two aled.com sk Item three Item four

Deep Dive 35 Executive Conversations According to analyst from IDC, 80% of buying decisions now require the signature of a decision maker with VP or higher titles . To be successful in these conversations, you need to be able to speak with confidence and authority about the issues executives care about most. Critical external factors including business trends, economic factors and regulatory changes are focal topics of conversation in the C-suite. Making your message resonate with executive decision makers means understanding the business initiatives they’re putting in place to deal with these factors. To create a compelling buying vision, you need to be adept at connecting Executive Perspective your value to these business initiatives. An inability to do this could result in you being delegated down to a lower management tier to make your case, where you could struggle to generate enough influence. The quality of your customer information will dictate how well you’re able to speak to the challenges they face. You need to align three pieces of information for a great conversation: your customer’s relevant external factors; the initiatives they’re using to address them; and the financial metrics they use. You have to become skilled at uncovering information from management Customer Insight presentations, annual reports and earnings calls for publicly traded companies, or analyst reports and trade-specific news for private companies. aled.com sk Getting executives to buy in to what you’re saying depends on your ability to connect your story to real line items in a company’s balance sheet (assets, capital) and income statement (revenue, costs and profit/loss). Being able to this helps you demonstrate Financial Acumen how your solutions will free up cash flow and improve business performance. What external factors are shaping your client’s status quo? What’s dictating their business initiatives? What are the limitations? What’s missing from the equation and leaving them exposed? Once you’ve got a handle on these questions, you can then Current Situation vs. Business Change prescribe a change scenario that will inspire better performance. That change scenario might address how they could enjoy better sales growth, reap cost savings, or make better business decisions. Don’t underestimate the importance of the fact that you’ve sold your solution a lot more than your customer has bought it. Use this reality to your advantage—work with customers to make sure you clearly and comprehensively capture your projected ROI. Focus on the “three Rs”: (1) the returns you can fully quantify (the “hard Rs”); (2) the strategic advantages that can shape buying Economic Justification decisions (the “strategic Rs”); (3) the subjective returns which are hard to measure but which you might be able to convert into quantifiable values (the “soft Rs”). Source: https://www.trainingjournal.com/blog/mastering-executive-conversation/

Adopter Types 36 Adapting Communications Adopter Types help us understand an individual’s willingness to invest in new ideas or new products. Adopter Type Who How to Identify Emphasize Innovators “Explore what’s new” ● Experience bringing new ideas, innovation, or change ● Ability to shape industry/technology Adopt new technology or ideas simply initiatives to an organization. ● Benefits of being be first to market because they are new. Take risks more ● Leaders in new industries. ● Analogies to other industry disruption and the unique benefits readily, venturesome. ● First to adopt and test new technology. innovators gained ● Connections to other innovators Early Adopters “Seek the Leading Edge” ● Publish thought leadership content ● Ability to be thought leader Considered “thought-leaders” in their ● Tend to make more reasoned, data-informed purchase ● Reputation as an early adopter, being ahead of the curve space. Willing to take risks, but more decisions than innovators ● Impact stories of being early to market aled.com risk-averse than innovators. ● Logo on Customer page for new technologies. sk Early Majority “Prefer the market leader” ● Engage with thought-leader content, but are not thought ● Impact stories of early adopters Reasonably risk averse. Want to be sure leaders themselves ● Repeatable success/ROI from multiple customers that resources are spent wisely. ● Above average education and social status Late Majority Want “cheap and easy” ● Put things off for as long as possible, even when know that ● Impact stories of majority Risk averse. Put resources towards tried something is useful and inevitable ● Repeatable success/ROI and tested solutions only. ● Value Late Adopters “Avoid innovation, resist change” ● Not active on LinkedIn (at a profile level). ● Industry standard Value traditional methods of doing ● Often in traditional industries. ● Value things and highly averse to change and ● Company uses antiquated, highly established systems ● Lots of impact stories from other late adopters, industries they risk with little change over time. respect

37 #7 Keeping Engaged & aled.com sk Building Relationships

Keeping Engaged & Building 38 Keys to Your Success in Relationships 2021 Function Get active where your customers. Digital Networking is all we have for the time being 01 aled.com Make the experience...an experience to remember sk 02 Remove barriers and be a source for insights 03 Keep people engaged without having to talk on the phone 24/7 04

39 S E C T I O N Q & A aled.com sk 04 /in/jakedunlap/ /company/skaled/

Thank you skaled.com Austin New York City ooo oo [email protected] 823 Congress Ave, #1550 270 Lafayette St, #208 +1 512-553-9136 Austin, TX 78701 New York, NY 10012