Exactly How to Sell to the Economic Buyer In B2B Sales (4 Step System)
In this 30‑minute webinar, the presenter (a former Gong growth leader) teaches B2B sellers how to dramatically increase their earnings by mastering the art of selling to the economic buyer. He begins by framing revenue performance as a numbers‑plus‑systems game and introduces a hierarchy of activities ranging from $10‑hour tasks to $10,000‑hour tasks, emphasizing that only a few high‑value actions (selling to the economic buyer) generate outsized income. He defines the economic buyer as the single person with final budget authority and explains why most sellers fail (93 % of executive interactions are deemed a waste). The core framework is a repeatable 4‑step “4A” system: Activate (move the champion from curiosity to active evaluation), Access (engineer timely access to the economic buyer using a five‑step “Path to Power” – evaluation framework, double‑upfront agreement, value‑first engagement, step‑sequencing negotiation, and go/no‑go decision), Align (use seven non‑negotiables – problem, desired outcome, business case, root cause, evaluation framework, commercials/fundability, intent to transact, and a social‑contract) and Approve (close the deal, which is only briefly mentioned). He illustrates each step with real‑world stories (e.g., Brian’s $433k deal, a failed $250k deal) and quantifies impact (access to the economic buyer can boost win rates by 130 %). The session also critiques common bad habits (generic discovery, treating the economic buyer as a late‑stage gate) and stresses that revenue performance is a chain‑link system where the weakest skill drags the whole process down. Finally, he pitches the P‑Club revenue‑skill platform, positioning it as a professional‑grade operating system for “sales professionals” (as opposed to “sales reps” seeking quick fixes), featuring expert‑led curricula, AI simulations, certifications, and a community of top operators. The webinar blends instructional content, persuasive storytelling, and a sales pitch, aiming to equip serious B2B sellers with a concrete, repeatable methodology for accessing and aligning with economic buyers, thereby unlocking higher commissions and career acceleration.
Chapters
And my question for you is, how much does the average technology seller earn per hour? The average AE or account manager or whatever. Okay, just be prepared to write your answer in the chat. If you already have your answer, then go ahead and write it now. We'll come back today. But here's why I'm here today. I am here to help you accelerate your closed one revenue. I'm here to help you earn, for individual contributors at least, bigger, more frequent commission checks. Okay, I'm here to help you become a high-performance, professional-grade seller. I'm here for some of you to accelerate your career as a career, a serious career revenue professional. I'm here to help some of you climb the leaderboard, reach the top, and stay at the top. And ultimately, for some of you, I'm here to help you build lasting wealth over a long, successful revenue career rather than catering to any get-rich-quick impulses or anything like that. So if you're interested in at least one of those outcomes that I just mentioned today, then go ahead and just write yes in the chat. Good, good. It looks like we're all in the right room together. Okay. We are aligned. What you and I have as revenue professionals right, serious career revenue professionals, is that revenue performance comes down to a couple universal laws. Number one, we all know that it's a numbers game. Sure, the more qualified people you talk to, the more good things happen. But more importantly than that, and today is going to demonstrate that very clearly, revenue performance is a systems and skills game. The better you are at what you do, the better your systems, the better your processes, the more successful you will be. Now let me illustrate that. Some of you have already written in the chat. I asked this a couple minutes ago. How much does the average technology seller earn per hour? What do you think the answer is? Write it in the chat. If you already wrote it in the chat, write it again. You got buried if you couldn't see. We've got a ton of Otter note-taker things coming in. Okay, most of us think $50, $60, $75 an hour. 80 bucks an hour. Good rule of thumb, 50 bucks an hour generally equates to $100,000 a year. So if you think the answer is $200,000 a year, it's probably $100 an hour. That's assuming you work normal hours though. That's not the case with many of us, and I know that. Okay, now here is something to think about. The ultimate key to revenue performance is if you think about everything you could spend your time on, You can generally group it into one of these 4 buckets. Okay, $10 an hour tasks like updating your CRM. By the way, I'm not telling you not to do that. $100 an hour tasks such as following up with deals. $1,000 an hour tasks such as performing a highly effective discovery call with a very qualified ICP. And then $10,000 an hour tasks. These are the things that truly lead to sustained revenue performance and very, very high incomes. And in some cases, wealth over a long career. Okay. So it's not just we earn an even $50 or $100 or $150 an hour. There are, yes, things that you can do, even if you're in an AE role, to earn $10,000 per hour. It's just that we spend so little time doing those things. We might do one thing like that per month or per quarter and selling to economic buyers, right? The people who hold massive budget authority is one of the highest income ways you could possibly hope to spend your time. If your goal is to maximize your revenue performance and income as a professional salesperson. And so we're going to talk about how to do that today. Okay. And I realized that this might be out of range immediately for at least many people in the room, but for some of us, it might not be. When you get very good at selling to economic buyers, you are positioned to earn not $100,000 per year, but earn your first or your next $100,000 paycheck. Now, I want to be clear. I'm not saying if you get good at what I teach you today, you're going to earn $100,000 per month going forward. I think everybody here knows that's probably not realistic. Maybe some of us, But that's not today's promise. Today, I am here to teach you a skill that can help you earn that in one paycheck for the first time or for the next time. So just write yes again in the chat if you're with me on that. If you couldn't tell, I like to engage with people. I would much prefer we were all in person and I could talk to everybody, but we're not there yet today. And so that's okay. Okay. If you don't know anything about me, I'd like to let folks know just a little bit about myself. What I'm probably best known for is helping grow this company called Gong from $200 grand to $200 million. By the way, any Gong people in the room, just write Gong in the chat. I think I saw at least a few people that were Gong sign up for this. Okay, Grace, welcome. Looks like one Gongster. So congrats to Gong. They just crossed $500 million. I think everybody saw that. And that is just an amazing feat of everybody who is in that business currently and good for all of you. So that's a little bit about me. Why should you listen to me? I actually hate showing this slide because it's kind of embarrassing, but being a serious career revenue performance professional is quite literally my life's work. I will be doing this probably for the rest of my career. And the reason I show this is because if you are a serious revenue professional, then at least to some extent, Money is just a scoreboard, and here's mine. And I share that because it helps you understand that what I have to say might at least have a little bit of credibility. Okay. In many parts of the sales motion and expertise, I have been there and done that. And I share that because I know some of you will not listen until you know I've been in your shoes before. So today we're going to talk about selling to economic buyers. Okay, when you master economic buyer selling, you get a few things. You get faster sales cycles, you get higher close rates, bigger deal sizes, bigger, more frequent commission checks, better accounts, deals, and opportunities. How does that one work? Well, if your boss knows that you can square up well with an economic buyer— cover your ears— yes, bosses do favor the most high-acumen sellers in their group. And so you will attract better deals, better opportunities, better accounts. If you're very good at selling to executives in the way we're going to talk about here, you can earn faster promotions and career accelerations. And ultimately, we are here to graduate from just cashing some checks to building enduring success over a revenue career. So once again, just write yes in the chat if you're here for any of those incomes or any of those incomes. Any of those outcomes? Okay, great. Good room. So that's the good news. We got a bunch of good news, bad news that's going to be happening here. It's not just about the upside though. We talked about the upside of selling to economic buyers, everything I just mentioned. Unfortunately, it's also just non-optional. Okay, I think this was coming from Forrester. Buying decisions get made at higher levels in the buying org today. 79% of, in this case, B2B purchases require direct approval from a C-suite executive. So it's not just if you do this, you've got a bunch of benefits you're going to achieve. It's that if you don't, you're going to lose a lot of deals that you could have otherwise won. Okay, so let's talk more about the bad news. It's 93%. I'm about to reveal what I mean by that number. And I just want you to think about what you think I mean by sharing this number. You don't have to write this one in the chat. 93%. What do you think I mean by 93%? Okay, well, here's the bad news, or I guess I should say the worst news. Most sellers screw up selling to economic buyers and C-suite executives. My best guess is you might be missing the mark more than you should, because according to Gartner, in this case, C-suite execs report that 93% of their interactions with salespeople are a waste of their time. 93%. My question for you is, how confident are you that you're actually in the 7%? Okay, we currently have 315 people in this room. That means probably 20 or 25 of you actually have this down pat. Okay, if you're not slam dunk guaranteed sure you're in the 7%, then the bad news is you're probably not there. Now, what about the good news? This can be learned. The sellers who are respected by economic buyers and the sellers who learn to sell from them, can move into the 7%. You can become the 7%. This is a trainable skill. Here's a couple sellers I know who have successfully done that and shared their stories with me. In fact, I think Thomas might be in the room. He closed a $1.7 million total contract value deal. I think this was probably last year. And then John Lemire over at Oracle closed a $6.5 million ARR deal. These individuals did not start in this position. Okay, this is a learnable, trainable system is probably the best way I can describe it today. So here are a few things you're going to walk away with. These are the things we are going to cover. One is a repeatable 5-step system for accessing power. Write ceiling in the chat if you ever struggle to access power. Right, you're stuck with like a mid-level buyer or something like that. Okay, I call this the path to power. We're going to talk about it word for word almost. We're gonna talk about exactly what to do and say when your champion blocks you and how to negotiate your way to power. We're gonna talk about why asking for power too early can kill your chances of it ever happening, but at the same time, asking too late, late means death after a long, expensive sales cycle. We're gonna talk about the 7 non-negotiables for economic buyer alignment. Notice I didn't say economic buyer selling in this case. We'll talk about what that means. We'll talk about how to train the economic buyer to be responsive to you after you've met them. And we're going to wrap this all up into a repeatable system, not random acts of tips or tactics. So before we get into it today, I want to make a deal with you. Okay, here's my end of the bargain. If you couldn't tell, I'm here to give it my all today. I am here to leave you better than how I found you, and I'm going to teach you a sales performance system that if you use it and use it well, can increase the economic quality of your life. Okay, that's why I'm here. I'm going to ask you to do something though in exchange for that. Your end of the bargain is this, and so far you've been living it up to it well, most of you. Number 1, you commit to engaging with me. I'll have questions for you as we go. I'll ask you to be responsive to me. So commit to that. Number 2, I ask you to be present, not distracted. If you're clicking around in Gong or Salesforce or whatever while you're listening to me, chances are you're not going to implement anything I have to say. And the third and the most important one for you, more so than me, is you put the things that make sense to use. And if you use it and it works well, write me a note and tell me how it went. And at the very end of today, whether you're a seller or a leader, I'm going to have an offer for you to take your revenue performance to the next level beyond what we're able to cover today. Okay. So that's the deal today. And if you're here for that, just write the word deal in the chat. And just one more time, I want to emphasize this is for serious revenue professionals that are committed to real success. Doesn't mean you have to already be successful, but I am not Speaking to those who are looking for quick fixes, gimmicks, tricks, techniques that are going to give them instantaneous get-rich-quick results. Okay, it looks like pretty much all of us are the kind of crowd of people that I'm talking to. So first, before we get into— actually, let me, um, let me back up. Before we get into the system, what is an economic buyer? Let's just align on what I mean by economic buyer. What do we think that means? Take a minute to write it in the chat, and I'm going to unveil it in just a second as I strategically take a sip of coffee. Budget holder, signer, owns the decision, ultimate budget approval, holds the budget and veto power, purse holder, financial DM. Okay, financial DM is probably the closest definition. Here's my definition. The person who has ultimate authority to release the budget for a given deal. Release the budget. If you are talking to somebody who is a decision maker, but they cannot release the budget, they are not the economic buyer. Many decision makers you are selling to are not actually the economic buyer. The economic buyer is just that, the authority to release the funds. Now, just a quick tip, that definition should change the questions you ask. For example, instead of asking, who is the decision maker, which I think we all know we shouldn't ask a question like that anyway, you would be better off asking a more precise question. Who has the final authority to authorize budget? Okay. Are you all with me on this definition so far? Just say yes if you understand what I'm talking about. Good. So we're aligned on the definition. Now, the other thing, and I've seen this a lot, you have to understand that there is only ever one single economic buyer for a given deal. One, not two. There can be two economic buyers in an account, But for a given transaction, there is only ever one economic buyer. A few weeks ago, I was selling to like a head of enablement and he goes, well, there's two, you know, he's like speaking my language because we're selling to sales leaders. He goes, well, there's two economic buyers. I'm one economic buyer. And so is my boss. Who do you think was the actual economic buyer in that situation? Not him. Okay. So that's what we mean by economic buyer. There can only be one. Now let's talk about how to sell to them because this can be learned. Here's what's not going to work. Generic discovery questions. In fact, most discovery questions, running product demos, even good ones, trying to impress them with product knowledge, random acts of sales tactics. Have you ever tried to set like a typical upfront contract with an economic buyer and kind of got like chuckled at? Okay. Treating the economic buyer like a late-stage approval step that happens at the end. Okay, these are the mistakes. Now, I actually want to answer a question that's in a chat as we go, because it's a good one. Could there be a committee instead of a single economic buyer? The answer to that is yes. Okay, so there's only ever one economic buyer entity. Usually that's a person. Sometimes that could be a voting committee, but there's only one. Now, these are the things that do not work. These are the things that most salespeople do. Need I remind you, 93% of salespeople do not make the grade when selling to executives. What you need is a system, not tips, not random acts of tactics. A system. A system is a framework. With strategies and tactics all nested underneath. Plus, I would be lying if I didn't tell you, you need a healthy dose of business acumen to pull this off. This is one of the reasons I've emphasized we're not here for the get-rich-quick crowd. They usually don't have business acumen. We're here for serious revenue pros. Now, if you're not there yet, that's okay. We're going to teach you the system. What I'm about to show you is the part that no one teaches. We all know the importance of economic buyer selling. It's a letter in MEDPIC for hell's sake. And we all know MEDPIC, right? M-E-D, etc. E is economic buyer. The question is, how do we do it? You can get grilled on accessing the economic buyer until you're blue in the face during a pipeline review. If you don't have a system for doing that, you're consistently not going to be able to, right? Yes, if you know what I'm talking about. Have you ever been frustrated there where it's like, I know I need the economic buyers alignment. I don't know how to get there, boss. Maybe you could coach me up on that. Okay, so let's talk about this. Elite sellers do not bring in the economic buyer at the end of the deal. They control the 4 stages of economic buyer selling that I'm about to review to you right now. Stage number 1 is Activate. Great sellers know they will not get access to the economic buyer until their champion has reached the tipping point from curiously exploring their solution to actively evaluating it. And they also know that if you push for power before that happens, you may just kill your one shot at getting access to power. Number 2, when the time is right, access. Great sellers engineer access to power. It's not left to chance. It's not random tactics. It's a repeatable system at the exact right time in the sales process. Not too early, Not too late. And today, in just a few minutes, I'm going to show you one of these systems for accessing power word for word. I call it the Path to Power. Number 3, align. When they meet with the economic buyer, great sellers are not there to sell yet. They are there to align and shape the evaluation going forward. For a faster sales cycle, guaranteed economic buyer engagement throughout, and buying preferences that are molded in your favor. And the final stage here is Approve, recapping the evaluation with the economic buyer and getting them to exercise their authority and in some cases political capital to get a deal done despite bureaucracy or procurement heartburn you're running into. So this is the 4A system for selling to economic buyers. Just write yes in the chat if you're starting to get a glimpse of, oh, we might actually have something here today. We've got something repeatable. Of course, we have more to cover. Good. Good. So there, these are the stages we're going to cover today. We actually do not have time to talk about the last and final stage. Maybe, maybe we'll do an encore webinar webinar in a few weeks, but I had to make a few time choices today. And so today I'm going to introduce you to the first 3: Activate, Access, and Align. Because the truth is, if you get those first 3 right, the last one is a lot easier. That doesn't mean you don't need to learn it, but it's a lot easier to pull off. I'll say it the other way: if you don't do these first 3 and you just go straight for approval, you are signing up for 2 sales cycles. Not just one. You are resetting the clock on the sales cycle if you treat your deal that way. So let's talk about Activate. Okay, we're going to talk about Activate. This is about activating the deal so that the buyer is no longer in curiosity mode. They are in active evaluation mode. When that tipping point strikes, that is when the timing becomes ripe to access the economic buyer. So let me be exactly clear what I mean by activate. Your champion transitions— by the way, just write yes in the chat if you know what the word champion means. Okay, I want to make sure we're good here. Champion is somebody who cannot sign the final deal but is advocating for you and is highly influential. Okay, not a fake champion. Okay. What do I mean by activate? Your champion transitions from exploring to activating. They move from curiosity to pursuit. They are now mentally engaged in a sell-buy cycle. You think they're engaged from the beginning on your first discovery call. They're not. Most of the time they're not. They're sussing out whether they want to be. Okay. So you're trying to get them to the tipping point. When these things start to happen, they are becoming activated. If you think back to like some recent deals, Just write yes in the chat if you know what I'm talking about, like this kind of almost psychological dynamic where people reach that tipping point, right? They go from curiosity to active pursuit. You can almost sense it. Okay. If you're a seasoned seller, you practically can sense it. Okay. That's what we're talking about here. It doesn't make sense to try to get access to the economic buyer until this moment in the sales cycle has happened. So you're looking to go from what's on the left to what's on the right. You're looking to go from potential champion to activated champion. Okay, potential champion is rational and logical. They might be lukewarm on next steps, just going along with it. They might be tentative or casual, lukewarm responsiveness, doesn't ask for much, doesn't give or do much. Okay, that's either a potential champion or somebody who can't be a champion. Your job is to get them over to the right side. Okay. Emotionally activated, agrees to next steps, engaged, responsive, might even ask you to do things and takes action or passes your champion tests. Write yes in the chat if you're with me on the differences between a potential champion and an activated champion. Good. So why do you need to know this? Why is this important to understand when it comes to selling to economic buyers? Why am I talking about champions? The economic buyer must be activated, usually indirectly, for you to have a real chance at getting access to them. The company cannot still be in casual exploratory mode. They must be in an active pursuit or evaluation. In short, they must be acting on the problem you solve as a priority. If this is not true, you're not going to get access. If you request access to the economic buyer before your champion has been activated, into a pursuit-like process with you, you will be met with rejection. And by prematurely asking for access in that way, you have cemented the frame of the champion gatekeeping you. You might think I'm being overly dramatic, but think about this. Imagine being your champion for a second. You have a powerful, opinionated boss who has authority over your livelihood. So you want to keep them impressed with you. Then you meet with a sales rep. You're curious about their product, but it's not exactly a priority, and you certainly don't have alignment yet from your boss or colleagues that you're all pursuing this. And so then the sales rep, tone deaf and unable to read the situation, starts prematurely asking for access to your boss. What would you do in that situation? Not only would you tell them, "I'm not ready to do that," but you might even be a little bit harsh with how you judge that person. In your mind, they are risky because they can't read a situation. If they can't read a situation, what are they going to do in the room when it's you and your boss with them? What is the boss going to say about you as the champion if you introduce somebody that is not bulletproof. Okay, your buyer must be activated before you can get access to the economic buyer. So your job is to go from here to here. Now, let me tell you a little story because I think this illustrates it well. Is Brian in the room? I think Brian might be in the room. I thought I saw him register. Brian, I'm going to tell your story through the lens of getting access to economic buyers. Brian is a longtime P-Club member. We ran a global rewards program just a few months ago, and he won one of the awards, top 25% club globally. And here's his story with a deal. I think this was like, it was a little while ago, but I'll tell the story. So Brian started the deal stuck with a VP of marketing. Okay, not the economic mire, maybe a decision maker. That person had a $20,000 budget. They were borderline a tire kicker. They were just kind of casually exploring like we've been talking about. What he did is he activated that VP of marketing into active pursuit mode. And after he did that, he unlocked direct access to the CEO through what I call linkage. We'll talk about what linkage means in a second. And the result is from first call to close deal, 90 days, $433,000, direct access to the chief executive. Brian is in the room. Welcome, Brian. Okay. So how did Brian get access to the CEO? Well, through the discovery techniques we teach elsewhere, he uncovered the deep need behind the need. As he was talking to this VP of marketing, he expanded that person's need from needing a little point solution to something much bigger. And that person made an interesting comment in the discovery call. They said, we hired a new CEO recently. And the CEO said the company needs to become a data-driven company in every decision we make. Okay, that might not sound interesting, but it's a clue. Any time your champion mentions a priority that the CEO or economic buyer mentioned, you should probably dig into that a little bit. And so Brian did that. He continued to uncover why is the CEO focused on this. And apparently their market share as a business was declining. So he linked his solution to the CEO's pain, even though he hadn't met the CEO yet. He connected that dot for the VP of marketing where it had not been connected before. And guess what that did? It activated the VP of marketing into an active evaluation and pursuit. We went from curiosity to pursuit. So the VP of marketing started engaging— next steps, demos, etc. This positioned Brian perfectly to then request access to the CEO to show them both directly how they could solve the market share problem. And suddenly this was a fair ask from Brian, right? VP of Marketing's activated. He's asking for things. He's engaging in next steps. Of course, now it feels right. We're aligned with the CEO's number one priority. And so this was a breakthrough deal for Brian's revenue career. He closed, like I mentioned, a $433,000 deal. In 90 days by gaining access to the CEO. He broke, as I understand it, his company record for largest ever deal in mid-market, surpassed annual quota about 7 months into the year, nearly 200% of annual quota by the time he was done with the year, and earned a promotion to senior director of sales. Brian, are you, are you tired of sales leadership yet? Do you want to go back to selling ever? So the— there are a lot of ways to achieve activation. We talked about one of them, which is linkage. Okay, if I were to teach you every way to achieve activation, that goes way beyond the scope of today's webinar. But here's the point: when you convert your potential champion into an activated champion and you link your solution to an economic buyer priority, you are much more likely to meet the economic buyer. Okay, so the takeaway: you will only get access to the economic buyer when you convert the account from exploring to pursuing. Okay, write activate in the chat if you took something away from this so far. I know I can't teach you every single way to achieve activation, but it sounds like we're getting it. Okay, good. Let's keep going. Let's go to access. This is the part I was talking about at the beginning of today when I said, get your screenshotting fingers ready, or your notes. We're gonna have some talk tracks here. Some of these slides are gonna look dense. You don't need to read them word for word. I'm gonna explain them and you should swipe them. Let's talk about access. This is about engineering access to power. So once again, I've already asked this once. Show of hands by writing the word ceiling in the chat. Who here struggles to gain access to power? It sucks, right? When you're stuck below the power line, you don't want to alienate your point of contact, but you also know that they're not going to get the deal done. And so how do we deal with that? Okay, let's talk about it. Now, I can't remember where I found this one. I think this might have come from Gong. Your win rates can grow 130% on $50,000+ deals when you get access to the economic buyer. That's insane. So if you think about the math, let's say you have a 20% win rate where you don't get access to the economic buyer, you add 130% to that. So that's 46% win rate. You're going from, if I did my math right, from a 20% win rate to a 46% win rate. That's insane, right? Win rate in the chat if you can see how impactful that would be to your revenue performance. This is why at the beginning of today I talked about how selling to economic buyers is the ultimate $10,000 per hour activity. Do you know anything else that can more than double your win rate? I don't. This is the only thing I can think of. Okay, so let's talk about it. Your goal, probably the biggest takeaway from today, is to gain access to power in the first half of the sales cycle, not the second. If you look at the slide, I know the arrows are kind of like on top of it. You can see this is broken down into early stage, mid-stage, and late stage system. Your job is to get access to power in the first half of the sales cycle, not immediately, but the first half of the sales cycle. Why? Why do you think that is? If you have an answer, write it in the chat. Why am I hammering get access in the first half of the sales cycle when I literally just spent the entire last section talking about how pushing for access to power too early is a mistake. Right? So why am I kind of going topsy-turvy? Don't want to be too late. Right? I'm reading the chat here so you can shape the evaluation. Steve's got some acumen. Validate first, executives. We've got such a good group. No newbies here. Okay, here's the truth. If you don't have access, you think you're in a deal. Right? You're champion. You're having lots of meetings with them, even other champions. You got multiple champions. You think you're in a real deal. The economic buyer barely knows you exist. Do you know what it's like being an economic buyer? Do you know what it's like being a seasoned executive whose Slack is lit up like a Christmas tree every time they get out of a meeting, who's in back-to-back meetings, probably 10 hours per day? They don't remember you if you haven't— if they haven't met you, even if the champion's brought you up a couple of times. And if that's the case, And here's the real reason: you're running two sales cycles, not one. Do you guys know what I mean by that? Running two sales cycles instead of one? You can run a full sales cycle with your champion all the way to what you think is the end of the deal, just getting final approval from the economic buyer, and they don't know you exist, or they barely do. And now you're resetting the sales motion. You've got to sell them. You're restarting. You're doubling your sales cycle length and you're probably going to lose anyway if you do it that way. Most salespeople think economic buyer engagement comes down to securing final approval at the end. Bring in the exec, ask for approval. I made this mistake at Gong with one of my reps. We had a December 2020 deal. It was a $200,000 deal with Okta, forecasted, by the way, We had access to the VP of sales for a key segment of their business. We knew the chief revenue officer was the economic buyer. The VP assured us not to worry and that he would get the deal done through the CRO. The VP insisted we were good. You can see where this is going. Guess who did have access to the CRO? Our competitor, Chorus at the time, and they got into the CRO's ear. So now after having run a 4-month cycle already with our champions, We were pressing reset on the deal. Now the CRO suddenly did want to talk to us, but we were starting over. This deal that we had forecasted for December obviously didn't make the grade. Now we did eventually close it. Guess what month we closed it in? March. We committed it in December. How stupid could I have been? Just write yes if you understand what I'm talking about, of like champion is kind of stringing you along, not because they're lying or anything, they just don't know any better. They've never bought your solution before. You've sold it a metric shit ton of times. You should know better. You are guiding the process, not just your champion. You've got to negotiate with them on what that should look like, because here's the truth: 90% of champions believe their boss's role is the end of the buying process. That's just what they default to. It makes logical sense to them. It makes, it makes logical sense to me if I was in their shoes until they are coached otherwise by you. If you don't do that, they're going to wait until the end. So the success principle here is to get access to the economic buyer, you must align with one of the economic buyer's priorities. Like Brian did in the story. Otherwise, their packed schedule will not allow meeting with you to happen. It's physically impossible. They cannot meet with every salesperson who wants access to them if it doesn't align with a top 3 priority. So this is the prerequisite for getting access to power. Now I'm going to give you a quick overview and then we're going to get really detailed here. There are two main paths for getting access to power. There's push techniques and there's pull techniques. Push techniques are where you are requesting access. You're pushing, you're insisting. Pull techniques are where you're pulled to power. Your champion is pulling you up to the economic buyer, or the economic buyer is pulling you up to them, or you quote unquote bait them into it, which is a little bit more of a push-pull technique. So just write yes in the chat if you're starting to see what I mean between the difference between these two paths, right? There's push techniques, there's pull techniques. Okay. In general, pull is more powerful than push. I think we all intuitively understand that, but both have a place. You need both. And pull dynamics are harder to pull off because you have to be compelling. You have to have a compelling point of view and it's not as repeatable. Now it can be made repeatable, but that's a different webinar itself. So today we are going to learn how to systematically engineer the path to power. Okay. This is a repeatable engineered path to the economic buyer. And I just want to warn you right now, this is going to get dense. I need you to follow along with me. If you were clicking around in the background, now is the time to pay the most attention today. We're talking about engineering the path from champion to economic buyer. Now, here's what that path looks like. Step 1 is to introduce the evaluation framework when the time is right. Teach your champion how to evaluate, what the steps typically look like, including when and where the economic buyer needs to be engaged. Teach them how to buy. Number 2, is you set a double upfront agreement. I'll show you what that means word for word. But instead of just setting the purpose of the call you're on, you set the purpose of the next call, and that will set you up to get access to power. I'll show you what that means in just a second. Number 3, you then execute this motion, and the principle is to establish value first, qualify second. You cannot ask about buying process or access to power until you've first shown value. This is why I've hammered home, you've got to activate people. Step 4, as you ask power, ask for power, you may get a little bit of pushback. So now your job is to uncover the full series of steps your buyer would need to take and then negotiate the sequencing of those steps. I'll show you what I mean in a second. And step 5 is if you continue to get pushback, you've got to either draw the line or live to regret it. You've got to make a choice. Do you want to pursue this deal eyes wide open knowing you might just waste a metric shit ton of time? As long as you're okay with that risk, go forward. So I'm going to go a little slower. Just write yes if you're still with me so far. If this is making sense, we'll get into some of the tactics. I just want to make sure We're intuitively grasping this. Good. So let's start with the first couple. The first thing you're going to do is teach your champion how to evaluate, which includes when, why, and how to involve the economic buyer. You are prescribing the buying process. I'm not saying you have to be rigid, right? That's not today's takeaway. I am saying you're going to demonstrate leadership by showing here's how this typically goes. And here's when, why, and how to involve the quote unquote economic buyer. Pro tip: don't actually say the words economic buyer to your buyer. Economic buyer is an internal piece of language. Okay. Teach your champion how to evaluate. This is how I do it. This is the exact slide with a few things kind of obfuscated that we use here at P Club when we're selling to revenue organizations. Typically, we'll do this at the end of the first or second call with the champion. And we'll explain, here's where you are right now. If we want this to be successful, we need to follow a proven process. Because if we deploy this and we don't follow the process that I'm prescribing here, you're going to have deployment problems, you're going to have adoption problems. And so one of the next steps that we're going to want to take is alignment with, in my case, the chief revenue officer. Okay, because we're going to need that exec sponsorship if this is going to be successful. If there is an exec sponsorship, this isn't going to work. Now, this is my example. I'm not saying use exactly what I have. I'm using this as a demonstration of how you should teach your buyer to evaluate. So just write yes if you've started to connect those dots in your head and on what that could look like for your world, even though I'm using an example that's specific to me. Good. And so I mentioned a few minutes ago that while you do this, you're going to use a double upfront agreement. What that means is you're setting the expectations of the next call in advance of that call even happening. You do that while you're on the current call. And so while I'm voicing over this slide here on the left that I just shared with you, that talk track might sound something like this, right? After you explain the evaluation framework, You say, "As you can see, we've done this a lot and we can guide you through a clear go/no-go process. Now, soon, as you can see, it's going to make sense to talk to your CXO because the success of this potential deployment will depend on their executive sponsorship. But for now, before we get there, let's just talk about the next call between you and me. The purpose of the next call is to decide whether we're ready to expand the conversation to additional people on your end. So the next call is just gonna be you and me, but the point of that call is to decide whether we're going to loop in other people. So at the end of the call, we'll make that decision together. Does it make sense to do that and take the next step? Or does it make sense to not and part way as friends, at least for now? Is that a fair ask? Now, keep in mind, I'm on one call setting the frame for the next call. So that now when I get on the next call and I do whatever work is being asked of me, like a demo or presentation, the buyer knows that the decision I'm holding them accountable for at the end of that call is, are we quote unquote getting access to power or not? Okay. Right. So take some screenshots if this part resonates with you, but write yes in the chat if you're getting this, if you can see where this would be powerful for you. And repeatable for you. Good. Good, good, good. Okay. Now, as you are doing that, as you're going through this path to power, it would be naive of me to tell you it's going to work smoothly every single time. And so when you get to the end of that next call, you've done your demo or whatever. If you don't get their immediate agreement, you are now going to negotiate. The sequence of steps that you're going to take together. You're going to uncover the total series of steps that they would need to evaluate and then negotiate the order in which you execute those, pulling the economic buyer forward as soon as they will allow it to happen. And you use this question, you get your pushback and you say, okay, well, let's take a step back. What steps do you think you and your organization need to take to make a confident evaluation of this? And you're not just talking about the next step. You are talking about the series of steps between today and a potential partnership. It doesn't have to be fully detailed, but you need the overview. So your job is to uncover the steps, and they might say something like this. Well, first I'd need to feel comfortable with X part of your solution. Okay, we can do that. Then John, Mary, and Jane, her peers, would need to weigh in. Okay, we'd probably want to run a 2-week proof of concept. Okay, Loretta would be the final approver. In this case, Loretta is the economic buyer. You can see why I would put risky here. Loretta would be the final approver. You mean I'm going to go build consensus with John, Mary, and Jane and run a 2-week proof of concept and then hope Loretta approves that at the end? Now, that's not how I would say it to a buyer, but that's what's going through my head. And then they'll say something like, then of course, legal, security, etc. And you say, when they give you the full path, you say, that I can agree to. The only thing I'd ask is this. And now you suggest the sequencing and you explain why that sequencing needs to happen. In this case, I would say, I think we need to get Loretta's alignment before we run any sort of pilot and before we do deep consensus building with John, Mary, and Jane. And now you're negotiating. Okay, it doesn't have to be perfect, but your general ethos is to pull the economic buyer alignment meeting as soon as they will allow it. Write yes in the chat if you're with me on this, if you're understanding what I'm talking about here. Okay. Good. So the key takeaway again is that 90% of champions believe their boss's role in the buying process is approval at the end. So if you don't guide this path to power, they'll automatically default to just assuming that's the case and waiting for the end for the deal to blow up after you've done a ton of work. Okay, so that was access. That was one technique for accessing the economic buyer. There are several. We covered one today. My hope was that was the most powerful part of the webinar. There's still plenty more, but write yes in the chat if you feel like just that system I walked through made it worth your time today. A bunch of people started saying yes before I even finished the sentence. Good, good, good, good. I hope you took screenshots. So we're going to talk about Align and then we're going to transition. Okay, so here's an actual deal we ran last year. 6-month sales cycle. Once again, committed. If you can't tell, I might not be very good at forecasting. After 6 months, we had closed, lost the deal, disintegrated after 6 months of selling. And here's what the general timeline looked like. We met the champion. About 2 months later, we met the economic buyer and she goes, this is awesome. This is exactly what we need. And then we had 4 more months of wasted selling time. Until the deal fizzled out and blew up at the end and led to $0 in revenue. What went wrong here? Okay, we were stuck with the champion the rest of the process. The economic buyer was unresponsive after we had met despite her positive sentiment. She said, work with Jill. We were mutually unclear on the decision process and the decision criteria. None of that evaluation framework was aligned on. We misaligned on commercials. 4 months later, a quarter-million-dollar deal we had committed Twice, might I add. Two times we had committed this deal in different months. Disintegrated, done, didn't close at all. Anybody been there before? Write yes if you have a painful deal story that looks at least somewhat like the story that I just shared. All of us. Okay. The reason this happened is access does not equal alignment. Your job when you meet the economic buyer in the way that I'm describing is not to sell. It's to align. We sold when we met the economic buyer. It was the right economic buyer. We didn't align. We just got them all hot and bothered on our potential solution with no alignment. So your job here is not necessarily to demo, persuade, educate, run discovery, nothing like that. Okay, and it's certainly not to run generic discovery, right? I did this once early in my career. The COO goes, just stop. I don't have time for this generic line of questioning. And then he left the room. Again, 7% of executives are willing to schedule a follow-up after their first meeting with salesperson. Let that sink in for a second. You meet with the economic buyer 100 times. 100 different economic buyers, 7 of them are willing to continue to engage with you. That's what we're solving here. Your job is to align. If you show up and deliver a great sizzling hot demo like we did in that deal story, but you don't align on these 7 non-negotiables that I'm about to share with you on the next slide, you will fail. You'll run an expensive, painful loss. So economic buyer alignment happens when you've aligned on 7 non-negotiables. Number 1, and this is what you do in the meeting with the economic buyer, you align on the problem, the desired outcome, and the priority level. Number 2, the business case. That's often a summary of number 1. What is the financial delta between the problem and the desired outcome? Number 3, the root cause of the problem. and therefore the validity of your solution. I'm not asking you to buy. I'm asking, does this solution— do you have high conviction that this could be the solution to the problem? Number 4, this is the important one, the go-forward evaluation framework, the criteria, the method of evaluating, the steps, and the people involved. Number 5, the commercials and fundability. One of the mistakes we made on that other deal that I told you about is we never shared pricing. She was surprised at the end of our pricing. That's one of the ways the deal blew up. Can you imagine if I had shared that 4 months earlier and she goes, this is way out of budget? That would have sucked. I would have saved myself 4 months of time. Number 6, the intent to transact, right? I'm not asking the economic buyer to buy today. I'm saying, hey, we're about to run a process and I just want to be clear, at the end of that is a commercial relationship. And are we all aligned on that? And 7, I'll show you what this is, is the social contract, the mode of behavior you're going to ask the economic buyer to commit to so that they don't become unresponsive to you. Your goal in this meeting is to secure a verbal, not on the deal, but on the evaluation process. Write yes in the chat if you understand what I'm talking about and you get the difference between that. Okay. So these are the 7 non-negotiables of economic buyer alignment. I'm going to just show you what a couple of those sound like as we go. Okay. So first, here is how you establish the purpose of the meeting at the beginning of it. So I want you to imagine you're walking into a 45-minute Zoom meeting with you and your champion and the economic buyer for the first time. Here's what this might sound like. The purpose of today's meeting is not to sell you anything. The purpose is to align on whether it makes sense to pursue an evaluation together and how we go about doing that. So with that in mind, we hope to exit this meeting aligned on a few things, and then you're going to list the non-negotiables that I covered that you need to align on. And at the end of your kind of executive-grade upfront contract, if you will, you're gonna say, is any of that surprising or is that what you expected? And after you've listed the non-negotiables, their response to this question is going to be very telling as to whether or not you have an activated deal. If they're joining the meeting because the champion bothered them to and they don't really wanna be there, you're gonna know it. And you're gonna know that that deal is not yet a real deal. On the other hand, If they are very aligned with that, then you know you've got a hot one on your hands. So now you're going to kick off the meeting by covering those first 3 things: alignment on the problem, the desired outcome, the, the business case. And you're going to do that with a what we've heard slide. And if you do this well, if your discovery was just nails, instant credibility. Here's a real example of what that might look like. You walk in and say the first job of today is to align on what we're solving for. And so this is what I've uncovered with your team. I've had 6 conversations with 4 different people, and this is what I know. Now, again, I sell to revenue professionals. Yours will look different. And now you're asking them, what about this looks off? How high priority is this? Are we aligned on what we're solving for together? Okay, this is the most powerful way to start a meeting with an economic buyer because this is their language. High priority problems, desired outcomes. Okay, now I can't teach you how to run the entire meeting today, but I'm gonna teach you the last part of it because this is how you stop from getting ghosted. I mentioned on the 7 non-negotiable slide that the last one is to set the social contract. That means you are asking the economic buyer and the champion to commit to a pattern of behavior. And that might sound like this: throughout the process I just recommended, I'll provide you with updates. Most of them are not going to require action from you, but you, on the other hand, proactively let me know if anything about this evaluation changes so that neither of us are surprised at the end. If priorities change, if criteria changes, if the way you want to run the evaluation changes, All of that's fine. I just ask that you proactively let me know because I'm gonna be executing this evaluation with you and your team, assuming that we're all aligned. Can I count on you to keep me in the loop on that? And I know that's kind of like almost a harsh-sounding ask. Like, you can make it sound a little bit friendlier. But when you make it clear that you're investing your time and you're a professional, you're subtly respecting your time just as much as theirs. And they will respect you for that, most of them. And if you ask them to commit to that, now you've got a deal that at the very least is not going to ghost you. Okay, just write yes in the chat if you got something from this piece. Okay, good. Okay, so here's what we've covered today. We've covered how to activate. How to access, how to align, and we did not have time for approve today, but we've just really touched the tip of the iceberg. Here are a few performance upgrades that we've made so far. We've talked about how to activate your champion so the deal naturally pulls you to power. We've talked about the path to power, how to engineer access to the economic buyer in 5 repeatable steps. We've talked about how to negotiate access to power when your champion blocks you. We've talked about the 7 non-negotiables of economic buyer alignment. And so far throughout today, we have covered 9 high-performing talk tracks that you can use on your very next call with your champion or the economic buyer, depending on the situation. So knowing what you know now, write yes in the chat if any of these apply to you. Do you understand why selling to the economic buyer can unlock greater financial success for yourself? Have you made that connection? Do you feel at least a little more confident in your ability to sell to economic buyers compared to when you joined? Do you— did you learn at least one thing you believe will contribute to greater revenue performance for yourself? Write yes in the chat. Do you believe this time today was well invested in yourself, in your career, or your business And the final one, do you want to keep going with me for a few more minutes and go deeper on how to accelerate your revenue performance faster? Just write yes in the chat if any of these are applicable to you. Okay, here's probably today's— a top 3 takeaway, we'll call it. Revenue performance is not one skill. It's not just economic buyer alignment. It's not just discovery. It is a chain-link system of skills and systems. And one weak link, one, means a leaky revenue system. An example of a chain-link system is a military convoy. A military convoy, the speed at which it travels, is limited by the slowest vehicle. That's how revenue performance works. Your success is limited by your weakest skill gap. And so if you were measuring the skills that mattered for your role on a performance scale, right, we've got just as an example, discovery, demos, champion development, etc. All of these gaps are revenue leaks. Especially the ones that happen in the first half of the sales cycle, because it will cause you to lose deals. Okay, one gap is stymieing your revenue performance. Now, here's another piece of this. The longer you wait to address leaks in your skill performance, the harder they are to fix. As Warren Buffett would say, the chains of habit are too light to be felt until they're heavy— too heavy to be broken. So let me show you some data behind that. We analyzed two groups of sellers that all trained on the same Discovery Program. It was a 30-day sprint, expert-led content, AI simulations, call review, etc. Two different groups of sellers who all went through the same program. Now, what was the difference? One group started 9 months before or after the first one. In other words, they were delayed. They took a long time to start addressing their skills, in other words. So the first thing we did is we baselined their skill proficiency with AI on a scale that looks like this, from novice to developing to fair to proficient to expert. And here's what we found. Those that engaged immediately to close that gap had a 22% demonstrated improvement in their skills. Those who waited 9 months saw significantly less skill improvement. Okay, the first group saw 50% more improvement in their skills according to our AI analysis. That's a big difference. The only difference is one group got started immediately. The other one took 9 months to start engaging. So the idea here is the longer you wait, the harder it is to actually improve. We call that skill debt. It works just like financial debt. The longer it is a problem, the more it compounds negatively. And skill debt works the same way. Okay, it becomes harder to close that gap the longer you wait. Now, on the other hand, accelerating skill performance in the way that we've been talking about today has a direct impact on revenue. Here's one example. We did this with one of our customers. They saw a 13-point in skill— or 13-point improvement in skill performance that correlated with $800,000 in incremental revenue on a $10 million business line. Meaning if you had a flat business, you tried everything to grow it and you're stuck at $10 million, but you invested in your seller skills, you pull $800,000 out of that situation. That's what happened with them. So the question you need to ask yourself if you're a seller in the room When it comes to seriously leveling up your revenue skill performance, if not now, when? If you can't tell, I like Warren Buffett. He says the best time to plant a tree was 100 years ago. The second best time to do that is today. So we both have a choice from here. Okay, path number 1, we can stick with the status quo. You can walk away without a repeatable revenue performance system. Still struggling, guessing, confused, sputtering revenue results. You can spend years trying to piece all of this together yourself and pull out your own hair in frustration. And you can try to learn through trial and error, which is fine, but the price you pay is deal loss, revenue loss, financial loss, while you see others sitting in envy as they go earn bigger commission checks. Now, path 2 is you can follow proven revenue performance systems for every aspect of your sales motion and build unstoppable uncertainty. You can learn from the top revenue performance experts in the world and turbocharge your passion for your revenue career once again. Maybe that started to dissipate for some of you, and you can fast-track your revenue performance, and you can pay 1/100th of what it would cost you in lost deals, lost revenue, lost commissions so that now you can take your earnings and your career to the next level. So obviously I'm here to speak to those who would choose path 2, and I want to introduce you to P-Club. It is the revenue skill performance platform for serious revenue professionals. It is how you accelerate your revenue attainment and your career with the world's number one skill performance platform. Now, this is for serious sellers and career professionals, like I said, not those looking for a quick tip or tactic or something that's going to get them rich quick. Okay, this is a revenue performance skill operating system for serious people. Now I want to explain what I mean by serious people and not serious people. There, in my mind, is a difference between a sales rep and a sales professional. Sales reps are unmotivated to learn and invest in their skills. They see all of that as a waste of time. One guy I was talking to said, I'm not gonna read a sales book unless my company pays me to do it. It's an example of what I mean by a sales rep. They are generally looking for something for nothing, looking to make a quick buck rather than building a serious career or business. And they're overly focused on quick tap or quick tips, tactics, gimmicks, techniques, hoping they provide instantaneous success. Now, sales professionals, on the other hand, realize that the best investment you can make is an investment in yourself, in your career, in, in your earning capacity. They are serious professionals. Yes, they are motivated to make money, but in a mature way that recognizes the value of long-term career and financial building. And they're focused on building skills, systems and processes that produce repeatable compounding revenue and income growth. And so just write in the chat, which one are you? Sales rep or sales professional? Okay. Chris Miller's a sales professional. Pro, pro, pro. Write pro if you're a sales pro. Okay. So what I'm talking about from here is for sales professionals. Okay, just know that that's who I'm talking to. And if you're part of the get rich quick crowd, which I don't think there's anybody here, there might be a couple, know that this probably isn't for you. Now, that doesn't mean you have to be successful already. What I am not saying is this is only for people who are successful. What I am saying is it's only for those who are serious about becoming successful. Nolan Wilson here is somebody who was not successful when he joined. And became that way because he became serious about success. He went from being put on a pip to earning 6 figures in commissions within about 9 months. So I'm talking to sales professionals, yes, but again, that doesn't mean you have to be at the tippy top of your game. Okay. Now, if you are at the tip top of your game, I am speaking to you as well. This is not remedial. This is for high-performing individuals. Chris O'Dowd joined Brian, the gentleman I told you about earlier, in our awards a couple of months ago, and he clocked in a $600,000 W-2. Okay, so this spans skill levels. The commonality is you're serious, you're a career revenue professional. Now, here's who you're going to be learning from inside our Skill Performance Platform. Proven revenue systems taught by the world's top revenue experts. That is what makes P Club so unique. You're not learning from professional trainers, L&D instructors, people who have been in enablement and never closed a deal, or bullshit Instagram gurus who hacked together some Canva slides. You are learning from operators, people like Kevin Dorsey, Chief Revenue Officer at Finally, myself, CEO at P Club, formerly Gong, Kristin Connor, a repeat top 1% enterprise seller, Kevin Gaither, the former SVP of Sales at ZipRecruiter, Nate Nasrella, Kyle Norton. Kyle's the Chief Revenue Officer at one of the fastest growing SaaS companies on the planet right now. In other words, you have an entire board of mentors that can fast-track your success. That's why we see enduring revenue success happen so quickly with our platform. Okay, Veronica Rivero is an example of somebody who has that spirit. She wasn't here for quick tips and tactics. She tried a bunch of other things with people who were not operators at the highest level, just taking some courses now and then. And then she joined P Club and she became the number 1 AE in attainment across her org, closed a $405,000 deal. So for the next 5, maybe 10 minutes, I'm going to talk to you a little bit about how it works. And then I have a special enrollment rate just for people who are on the webinar with me today with a few bonuses to keep in mind. So this is about a structured revenue performance system. From pipeline generation systems to early-stage deal execution, mid-stage deal navigation, and late-stage closing motion systems. Okay, 4 stages. If you dive into stage number 1, the pipeline generation system, you're learning from Kyle Norton, you're learning from Emily Worrell, and you're learning from Vivian Yan. These people are top operators. Most of you probably know who Kyle is. Emily built Snowflake's SDR organization. That's why she's part of our pipeline generation system. And Vivian is an AI expert specifically through a pipeline generation lens. Once you master the pipeline generation system, in fact, you don't even have to master it. You can skip to wherever you want, is now your early stage deal execution system where I'll teach you enterprise-grade discovery, you'll learn multithreading demos and selling with champions from some of the most successful operators on the planet for those type of revenue performance systems. Now, some of you might be into— some of you might be thinking like, this is a lot so far, and the people who engage in that will see long-term success like Ian did. Okay, Ian became the number one success story last year and won a trip to Fiji that we provided. Because of his story. He went from struggling to top AE globally at Intercom. But some of you might be thinking, you know, this is like a little bit too much and I want faster results. And that's okay. There's a difference between get rich quick and the very human desire of wanting to see an impact in May or June. And so Nick here, right, you can engage in any part of the platform you want. You can start wherever you want. And Nick did it that way and found a way to double his close rates within about 2 weeks. So the point I'm making with those 2 stories is there's a long-term arc of success, but you'll also be able to see fast impact with some of these systems that you start following. Now that brings us to the mid-stage deal execution, Mutual Success Plan mastery, maintaining deal momentum, and rigging the game in your favor. And then finally, that brings us to the late-stage revenue system where you will learn to craft bulletproof business cases, run closing motions that do not lead to surprises, and negotiate even with sophisticated buyers, including economic buyers and procurement professionals. Okay, so this progression path, this system of revenue performance and skill performance systems It's a professional-grade operating system for serious career revenue professionals. Again, not the get-rich-quick crowd. So let me sum this up and then let me extend the invitation for preferred enrollment today. And again, this offer is only for those that are on today's webinar. You won't find this on our website or anything like that. So here's how it works to sum up. It's an online revenue performance skill operating system that you can log into anywhere. It includes structured performance paths designed to accelerate your Close One revenue. You get access to 34 expert revenue operators as instructors for those performance paths, scenario-based AI simulations that shape your ability to produce under pressure, right? So you can practice your skills, structured systems for every stage of the revenue motion taught by operators who have done it at the highest level. And certifications and credentials that signal you invest in yourself and you're serious about performance, which leads to career acceleration.
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