Chris Orlop

So we quantified that with him.

And, you know, they were like seed round startups, so this amount of money was significant for them.

If they could move the needle by 300 basis points on their close rates, it amounted to 280,000 pounds.

I don't know what that is in dollars.

But it's not a bad chunk of change to start with.

So quantifying the problem, now here's my answer, ROI, outcomes, all those things that you guys mentioned, true.

When you quantify a problem, it helps your customer appreciate the magnitude of that problem.

Who are you serving most by asking that kind of question?

You or the buyer?

The buyer.

You're serving you, too.

There's nothing wrong with that.

But you're actually providing a service to your buyer by helping them understand the scope of the problem.

And so this is the question you can swipe.

I can't tell you how to quantify your business or your customer's business.

Every person in here is going to have a unique ROI model, quantification model.

But this will kickstart it in pretty much every case because almost every metric has a financial value associated with it.

So you kickstart your discovery with the questions I shared with you.

You understand the need behind the need and now try asking what metric is suffering most as a result of those challenges if they haven't shared it already.

In my business, that typically looks like close rates, deal size, sales cycle length, quota participation.