Ian Altman and Neen James discuss Neen's latest book, "Exceptional Experiences," which explores creating luxury-level experiences in sales to build deeper client relationships and grow revenue. Neen identifies four luxury mindsets: Reluctant and Removed (28%), Pro Prioritizer (22%), Confident and Content (28%), and Luxury Lover (22%). She outlines the Experience Elevation Model with five luxury levers: Entice, Invite, Excite, Delight, and Ignite. Neen emphasizes the importance of personalization, customization, and anticipation in sales to create exceptional client experiences, ultimately driving revenue and client loyalty.Discover Your Luxury Mindset Self-Assessment
Ian Altman discusses common mistakes in long-term sales engagements, emphasizing that sellers often focus on price concessions rather than mutual benefits. He highlights that longer engagements can attract more stable, permanent talent, benefiting both parties. Altman suggests presenting long-term deals as mutually beneficial, incorporating flexibility with rolling termination clauses. He shares a client success story where 90% of short-term clients eventually extended engagements. Altman advises sellers to align with clients' interests, reduce administrative burdens, and lock in pricing to ensure better outcomes and less hassle.Biggest MistakesRelying on outdated systems and methodologies.Not utilizing available real-time information from customers.Falling back on old procedures instead of embracing new technologies.Not implementing systems that provide real-time information to customers.Best PracticesUsing technology like AI to save time and learn from others' experiences.Providing real-time information to customers, similar to Uber and Amazon.Implementing AI systems to help customers get answers faster.Using AI to tailor content to customer needs and improve information over time.
Ian Altman discusses common mistakes in long-term sales engagements, emphasizing that sellers often focus on price concessions rather than mutual benefits. He highlights that longer engagements can attract more stable, permanent talent, benefiting both parties. Altman suggests presenting long-term deals as mutually beneficial, incorporating flexibility with rolling termination clauses. He shares a client success story where 90% of short-term clients eventually extended engagements. Altman advises sellers to align with clients' interests, reduce administrative burdens, and lock in pricing to ensure better outcomes and less hassle.Biggest MistakesOffering price discounts for longer-term deals.Assuming that only the seller benefits from long-term agreements.Not recognizing that long-term agreements can be mutually beneficial.Proposing something that isn't in the client's best interest.Best PracticesConsider how the long-term engagement benefits the client.Incorporate flexibility into long-term agreements, such as rolling termination clauses.Lock in rates for longer periods to provide stability and avoid frequent renegotiations.Discuss how to measure success together with the client.Share data on how longer-term engagements have benefited other clients.Focus on why longer-term agreements are beneficial to the customer, not just the seller.Build in comfort for the customer to address their concerns about longer-term commitments.
Mike Greene, CEO of Air Control Products (ACP), discussed the company's growth from $12 million to nearly $100 million in sales. ACP, an HVAC manufacturer's rep, focuses on commercial projects and emphasizes project management and customer relationships. Greene credits his team's curiosity and continuous learning, along with the implementation of Same Side Selling principles. He highlighted the importance of maintaining strong manufacturer relationships and having a well-stocked inventory to ensure timely delivery. Greene also shared his vision for the future, including building a sustainable company for his son and continuing to improve employee engagement and customer satisfaction.Best PracticesAlways work on your foundation and continue building itHire good people and ensure everyone in the company is working in the same directionKeep open communications and make it a desirable workplaceTake care of your people and always do the right thingBuild trust and dedicate yourself to your employees
Ian Altman discusses the common oversights in channel sales teams, emphasizing that top performers excel in sales skills rather than product knowledge. He suggests that product launches should focus on market demand, problem-solving, and customer needs rather than just features. Altman recommends gathering feedback on sales challenges, preparing responses to objections like price, and using role-play scenarios to enhance sales techniques. He also stresses the importance of ongoing education and connectivity through platforms like Zoom or Google Meet to reinforce learning and maintain team engagement.Biggest MistakesSpending too much time talking about features and benefits of new productsFocusing solely on product knowledge instead of sales skillsNot explaining the demand in the marketplace that prompted the creation of new productsWhat can the company do to reduce friction and make it easier to do business with compared to other brands?Best PracticesFocus on solving client problems rather than extensive product knowledgeHave product managers explain why the product was introduced and what problem it solvesDiscuss how new products make customers' lives better and reduce risksSolicit information from attendees about where deals are getting stuckCreate role-play scenarios to model great conversations and outreach techniquesEnsure attendees leave with actionable plans and set up mechanisms for ongoing engagement
Ian Altman discusses the biggest blind spot in sales meetings: lack of preparation. He emphasizes the importance of setting realistic goals aligned with the client's needs rather than unrealistic expectations. Altman advises salespeople to identify what clients need to believe to achieve their goals and to prepare for different meeting scenarios (the good, the bad, and the ugly). Role-playing these scenarios with different team members helps salespeople practice and improve their ability to handle various outcomes effectively. He concludes that thorough planning and realistic expectations lead to better client meeting outcomes.Biggest MistakesNot having any planning whatsoever for the meeting.Having unrealistic expectations for the meeting outcome.Not thinking through the logistics of the meeting from the client's perspective.Coming to a meeting with no expectations.Best PracticesSet realistic expectations for the meeting that focus on solving the client's needs.Determine what the client needs to believe for the desired outcome to happen.Prepare questions to ask the client to confirm if they believe what you need them to believe.Plan for three possible scenarios: good, bad, and ugly.Role-play each scenario with a team (salesperson, customer, and observer).
Ian Altman discusses strategies for expanding existing accounts without appearing pushy. He criticizes common sales tactics like offering capabilities briefings, which customers often find unappealing. Altman introduces the concept of the "client vision pyramid," which categorizes client needs into effective, enhanced, and engaged levels. He advises salespeople to highlight unique services they offer to their best clients and to take responsibility for not discussing these before. This approach can lead to more effective sales, larger deal sizes, and stronger client relationships. Altman also mentions research indicating that many clients believe their current vendor can provide additional services but are unaware of them.Biggest MistakesIan Altman introduces the topic of expanding existing accounts without pushing, a common challenge faced by many organizations.He criticizes typical sales approaches that sound pushy and unappealing to customers, such as offering briefings on new capabilities or producIan emphasizes the need for a better approach that piques the customer's interest by highlighting unique value propositions.He introduces the concept of "Access displacement disorder," where salespeople mistakenly believe the world revolves around them.Best PracticesIan Altman suggests framing the conversation around the client's problems and how the salesperson's additional services can solve them.He recommends not fishing for business but rather offering to discuss additional services if they are relevant to the client's needs.Ian highlights the importance of showing up as someone who solves problems, not just someone trying to sell.He shares research indicating that many clients believe their existing vendor can deliver additional services but are unaware of them.
Ian Altman discusses the difference between real and wishful sales forecasts on the Same Side Selling podcast. He emphasizes that salespeople are optimistic by nature and often provide unrealistic forecasts, especially when deals are forecasted to close at the end of the month, which frequently get pushed to the next month. Altman advises sales managers to ask more probing questions to uncover the true status of deals, such as understanding the client's motivations and alternatives. By focusing on meaningful questions, managers can identify real deals faster and improve sales accuracy.Biggest MistakesIan elaborates on the issue of salespeople providing optimistic forecasts, often citing vague dates like the end of the month, which are more hopeful than realistic.He points out that salespeople may delay providing specific dates to maximize the time available to close a deal, which can lead to unrealistic expectations.Ian advises sales managers to question the rationale behind forecasted dates, especially if they are the last day of the month, to uncover whether the date is truly constrained by the client's schedule or merely a hopeful estimate.He suggests that managers should probe deeper into the reasons behind the client's decision-making process to understand their motivations and alternatives, which can help in distinguishing between real and wishful forecasts.Best PracticesIan recommends asking more meaningful questions during sales meetings to uncover the true status and likelihood of deals, such as what would happen if the client did not choose the salesperson's company, and why the client might choose an alternative.He emphasizes the importance of understanding the client's motivations and the significance of specific dates, as this can provide insights into the client's decision-making process and the likelihood of closing the deal.Ian advises sales managers to encourage their teams to think from the client's perspective, focusing on what the client needs to believe in order to make a decision, rather than just relying on optimistic forecasts.He suggests that by consistently asking these types of questions, salespeople will be better prepared and more likely to identify and pursue real deals, leading to faster and more successful outcomes.
Ian Altman discusses the pros and cons of using AI in sales. He emphasizes that AI should be used as a tool to assist, not replace human efforts. Poor use includes AI-generated emails sent without editing, which often fail to engage customers. Effective use includes leveraging AI for drafting and summarizing tasks, such as using Otter.ai for meeting transcriptions and show notes. Altman advises against using AI for outreach or intake, citing examples of AI mishandling scheduling. He concludes that AI, when used intelligently, can enhance engagement, efficiency, and client connection, ultimately improving sales outcomes.Biggest MistakesIan discusses common mistakes people make when using AI to create emails or letters for prospects.He explains that while AI can draft messages, they often fail to resonate with the customer's perspective.Ian shares an example of an AI-generated email that passed the "smell test" but would not have been effective.He emphasizes the need to put oneself in the customer's shoes to ensure the message is genuinely engaging.Best PracticesIan shares how his team uses Otter.ai to record and summarize meetings, saving time on transcription and note-taking.He explains that Otter.ai's AI tool generates show notes with minimal editing required, enhancing efficiency.Ian mentions that AI tools like Otter.ai can help in analyzing speech and summarizing conversations accurately.He discusses the potential of AI to improve over time, such as using it for role-playing to better engage with customers.
Ian Altman introduces the connection between high-performing sales professionals and role play. Top performers practice role playing for at least one hour per week, with some dedicating 90 minutes to two hours weekly. Ian explains that regular practice leads to better productivity and performance in sales interactions. He highlights common excuses people give for not embracing role play, such as being better in person with clients. Ian argues that people who feel they perform better in person are kidding themselves and need to embrace role play for improvement. He stresses the importance of getting feedback during role play to avoid making costly mistakes in real client interactions. Ian suggests role-playing different scenarios to prepare for various client situations, reducing pressure and improving confidence. He addresses complaints about repetitive role-playing by introducing the concept of secret cards to add variety and realism. Ian compares the practice habits of top performers in various fields, such as athletes and musicians, to sales professionals. He argues that consistent practice leads to better performance and results in sales. Ian shares success stories from members of his Same Side Selling Academy who practice role play weekly and achieve record results. He encourages listeners to adopt a weekly role-playing routine to see similar improvements in their sales performance.Biggest MistakesBelieving that you perform better in real situations than in role-play.Not practicing and making costly mistakes with real clients.Always role-playing with the same person, leading to repetitive scenarios.Providing unhelpful feedback, either overly positive or overly critical.Not practicing regularly or consistently.Best PracticesPractice role-playing for at least one hour per week, with top performers doing 90 minutes to two hours weekly.Use a “secret card” system to introduce variety in role-playing scenarios.Implement a structured feedback system after each role-play session.Focus on one key improvement area at a time during feedback.Role-play consistently every week throughout the year.
Ian Altman and Tamsen Webster discuss her new book, "Say What They Can't Unhear," which focuses on creating messages that stick and lead to sustained action. Tamsen emphasizes the importance of aligning sales messaging with existing client beliefs and leveraging their desire to be seen as smart, capable, and good. She introduces nine persuasion proverbs, such as "Change isn't just an action, it's a reaction" and "Identity is the greatest influencer," to help salespeople build long-term buy-in. They also discuss the pitfalls of challenging deeply held beliefs and the value of validating clients' initial choices to ensure lasting commitment.Biggest MistakesGoing straight to what we think will be remarkable or sticky without ensuring relevance.Focusing on quick action rather than long-term, sustained changes in thinking or behavior.Jumping to the solution without understanding why the problem is important to the client.Trying to change deeply held beliefs instead of finding stronger, aligned beliefs.Making clients feel bad about their past decisions or current vendors.Best PracticesUse clients' existing beliefs in your favor rather than challenging them.Focus on long-term, sustained changes in thinking or behavior rather than quick action.Give clients all the pieces of the story they need to tell themselves why your solution makes sense.Articulate your approach in a way that feels universally true to the client.Leverage the client's experience and what they know to be true to explain why your product works.
Ian Altman discusses common mistakes in sales presentations, emphasizing that clients often view them as a time to rest rather than a valuable interaction. He suggests setting expectations in advance, focusing on understanding the client’s needs, and using a “Jeopardy board” approach to tailor the presentation to their specific issues. Altman advocates for a consultative approach, where the salesperson aims to solve the client’s problems rather than just presenting their products or services. He highlights the importance of shifting the focus from price to results to achieve better outcomesBiggest MistakesWalking into a meeting with no expectations set in advance.Giving a presentation that focuses on your company, products, and services rather than the client’s needs.Including irrelevant information like pictures of your building or number of employees.Leaving the PowerPoint presentation up the entire time, encouraging the client to lose focus.Best PracticesSet expectations before the meeting, explaining that you’ll spend time asking questions to learn about their situation.Use a “Jeopardy board” approach with PowerPoint, only showing relevant slides when topics come up.Focus on the client’s problems and how you can solve them, rather than talking about your company.Show up as someone who is there to solve, not sell.
Ian Altman emphasizes the importance of identifying and addressing the top obstacles to sales performance, prioritizing opportunities for growth. He advocates for a tailored approach, focusing on specific problems and scenarios, building muscle memory, and developing targeted skills that can be applied broadly across the organization.Biggest MistakesTrying to do too much, too quickly, which is like trying to boil the ocean.Attempting to change every behavior, focus on every nuance, and change the entire process from beginning to end.Taking a generalist approach and casting a wide net, which captures a lot of junk along the way.Overwhelming salespeople by asking them to apply new approaches in every scenario and situation.Best PracticesFocus narrowly on specific areas that will move the needle the most, rather than trying to change everything at once.Identify the three biggest areas where the team is getting stuck and focus on fixing those.Determine which specific types of opportunities will drive the most growth.Ask each salesperson to identify two opportunities per week that fit into the target category and practice the new approach before contacting clients.Start with a hyper-specific approach and then gradually expand its application to other scenarios.Focus on the problems that you solve for specific types of clients or industries.Practice and refine the new approach regularly to build confidence and muscle memory.
Ian Altman shares strategies for optimizing trade show experiences. He emphasizes setting objectives, identifying key attendees, and tailoring booth design and messaging to address attendees' problems. Altman advises against collecting numerous business cards and instead, engaging in meaningful conversations that address the attendees' needs. By prioritizing the attendees' problems, organizations can achieve better results from trade shows.Action ItemsUpdate booth design and messaging to focus on top problems solvedReach out in advance to known attendees to discuss trendsSchedule follow-up calls with interested prospects to qualify for fitAnalyze leads captured to prioritize the subset of folks for in-depth discussionsNext stepsSet up a time to meet with interested attendees after the trade show.Schedule a call the week after the trade show with attendees who expressed interest.No specific individuals were assigned responsibility for follow-ups.OutlineFocus on specific objectives and goals for trade shows to ensure the best results.Engage prospects with industry trends and initiatives to build meaningful connections.Focus booth design and messaging on problems solved, not products offered.Ask attendees what inspired them to stop by, then tailor the demo to their needs.Ian Altman: Focus on solving problems, not selling products.Identify ideal clients, gauge interest, and schedule follow-up.Avoid demos and ask open-ended questions to understand problems.
How EW Motion Therapy Adopted Same Side Selling.Saw alignment with company values.Differentiation was a big challenge.Client Vision Pyramid helped explain service levels.Referrals grew 34% year over year.Aiming for 30% referral growth this year.Issues & RisksCommoditized market with many competitors.Staff didn't see themselves as part of the sales team.Difficulty training staff in sales and marketing.Next stepsContinue using Same Side Selling Academy.Provide staff with Same Side Selling books.Conduct regular sales training for all staff.Roleplay sales scenarios.Submit emails and materials for review.Reach out with questions in the Monthly Coach’s Corner in the Same Side Selling Academy.Questions discussedHow are you different from competitors?How do you explain your service levels?What results have you seen from Same Side Selling?How easy was Same Side Selling to implement?What feedback have you received?What's the biggest takeaway from Same Side Selling?OutlineAdopting Same Side Selling in a physical therapy practice with 6 facilities in Alabama.Ethan White, CEO of EW Motion Therapy, shares their experience adopting Same Side Selling for over a year, growing from 2 small rooms to 6 facilities in Alabama.Ethan explains how the company's focus on quality care and reputation has led to a mindset shift in their sales approach, aligning with their values of teaching, empowering, and transforming their people.The company's reliance on referrals from physicians and athletic facilities created a challenge in aligning their sales process with their values, but the "Same Side Selling" approach has helped to address this issue.Differentiation in physical therapy market.Ethan highlights the challenge of differentiation in a commoditized market, emphasizing the importance of a clear message to convey to referral sources and patients.Ethan shares how the "Client Vision Pyramid" has been a valuable tool in explaining the difference between their practice and others in the market, particularly when conversing with physicians.Effective care teams with physical therapists and orthopedic groups can yield great results.Implementing Same Side Selling in a physical therapy business.Ethan describes seeing a 34% growth in referrals and a target of 30+% this year since implementing Same Side Selling.Ethan highlights the importance of aligning marketing and sales with physical therapy practice, citing a 24-year history of engagement with patients.Ethan emphasizes the importance of seeing oneself as a salesperson, not just a healthcare professional, to effectively serve clients and build long-term relationships.Ian Altman asks Ethan about the adoption and feedback from their team on the Same Side Selling method, with a focus on the client vision pyramid and concise business case.Ethan explains that while the training and roleplaying process can be challenging, investing time and discipline in it has led to better results and a more cohesive approach to sales.Sales growth and professional development in a healthcare company.Ian Altman highlights the importance of asking questions and seeking feedback to improve sales performance.Ethan emphasizes the value of...
Which subject lines might your audience open in their inbox?How to come across as subject matter experts, not stereotypical sellersWhat is the goal of your cold outreach? Are you trying to get too much, initially?Where do LinkedIn Polls come into play when it comes to Cold Outreach?What should be your goal of the discovery meeting? Hint: It's not getting a meeting.
Topics covered:- Effective follow up after a break like the holidays or when it's been a while since contacting someone- Two scenarios: after a break, or when they've gone "dark"- The key is to "disarm" and not make it about selling- Focus on understanding what issues they wanted to solve originally- Acknowledge that priorities may have changed and it's okay if they tell you it's no longer a fit- For cold calls, discuss common issues others in their role/industry face without assuming they have the same problems- Use the Client Vision Pyramid to understand their current needs and see if you can add value
Answering "What Do You Do?"In this episode, Ian Altman discusses effective strategies for answering the common question "What do you do?" in networking and sales situations.Key takeaways:Get context first. Before answering, ask a bit about the other person's role or industry. This allows you to frame your answer relevance to them.Spark interest. Give an intriguing response that prompts further questions. Ex: "We help law firms keep more of their money."Focus on problems you solve. Don't just state what you do. Talk about common struggles you help clients overcome.Use the "Uber for X" framework. Describe yourself as the "Uber for [your field]." This simplifies what you do.Follow the "entice, disarm, discover" model from Same Side Selling. Share results, deflate sales concerns, and learn about their needs.Present yourself as a problem solver, not a salesperson. This builds trust and transparency.Key Quote:"See, when you meet somebody, you can either show up as someone who's there to sell something, or someone who is there to solve something. We always want to make sure we're showing up as someone who's there to solve something."
In this week's Same Side Selling podcast, host Ian Altman discusses three important topics: the common trap of ineffective prospect messaging that focuses too much on the seller's perspective rather than solving customer problems; dealing with increased pricing pressure in the current economic climate by keeping conversations focused on results and differentiation rather than price alone; and the consistent practice of an intentional, structured selling methodology that sets apart top sales performers - committing to skills practice for an hour each week is key for salespeople to achieve greater success through polished and disciplined selling techniques.-------Looking for more guidance and support on handling all your B2B sales struggles? You can connect with Ian Altman and learn more about the Same Side Selling Academy through the links below: LinkedinX/TwitterWebsiteEmail : ian@ianaltman.com
Have you been making the mistake of asking your customers about budget or who the decision maker is? In this episode, Ian Altman reveals the secrets to successful B2B selling. Discover why asking about budget, decision-makers, and offering the cheapest option can backfire. Ian shares a game-changing approach that focuses on uncovering what truly matters to your clients using the Same Side Quadrants methodology. Tune in for essential insights that can revolutionize your B2B sales strategy. Don't miss this episode – it's your key to building stronger client relationships and boosting your sales success.-------Looking for more guidance and support on handling all your B2B sales struggles? You can connect with Ian Altman and learn more about the Same Side Selling Academy through the links below: LinkedinTwitterWebsiteEmail : ian@ianaltman.com
Stan Mullins
This required me to change my networking practices. I was enjoying Burkus' book on audible within a couple of days. I so much prefer the science presented as opposed to a How-To book. I can design my own plan using the proven details. Thanks Ian for choosing great interview candidates!
Stan Mullins
I should buy and READ Joey's book.