Latest / What is Business Development? / Episode 70: BD-BOK...Chapter 11 Summary of Sales Tactics

Transcript

Episode 70: BD-BOK...Chapter 11 Summary of Sales Tactics · What is Business Development?

• 0:00
  Speaker 1: So in the fast moving and really intense world of
• 0:04
  Speaker 1: corporate growth, business development, leaders often face this, this really
• 0:09
  Speaker 1: tough choice, right, how do you pick the right guiding
• 0:12
  Speaker 1: framework for your team when I mean the market just
• 0:15
  Speaker 1: throws a dozen popular methods at you.
• 0:18
  Speaker 2: Yeah, you're supposed to be the advisor or the challenger
• 0:21
  Speaker 2: or just you know, make it easy for them to.
• 0:23
  Speaker 1: Buy exactly, And the framework you choose, well, that basically
• 0:26
  Speaker 1: dictates whether you win or lose those huge, high stakes deals.
• 0:30
  Speaker 2: It's a fundamental decision really, and you know, to even
• 0:33
  Speaker 2: understand the choices we have today, we kind of have
• 0:35
  Speaker 2: to go back back to the moment it all changes.
• 0:37
  Speaker 2: Nineteen sixty eight, precisely, the birth of the modern beady methodology.
• 0:43
  Speaker 2: That's when it happened.
• 0:43
  Speaker 1: Yeah, that seems to be the undisputed origin point. Xerox,
• 0:47
  Speaker 1: the big corporate giant. Then they formalize their first structured
• 0:50
  Speaker 1: approach they called it needs satisfaction selling.
• 0:53
  Speaker 2: And that single move, that pivot, it became the catalyst,
• 0:56
  Speaker 2: didn't it totally?
• 0:57
  Speaker 1: It prompted pretty much every major sales and bead method
• 1:00
  Speaker 1: that came after all the way up to well right now.
• 1:03
  Speaker 2: But the context of that time the late sixties. That's
• 1:06
  Speaker 2: absolutely crucial, right, You've got the information age really starting
• 1:10
  Speaker 2: to accelerate, new telecom tech popping up.
• 1:13
  Speaker 1: Meaning buyers could suddenly share experiences good or bad instantly globally.
• 1:19
  Speaker 2: Exactly, and B to B competition just intensified like crazy.
• 1:22
  Speaker 2: Corporations suddenly realized, Hey, this old model of just you know,
• 1:26
  Speaker 2: taking orders and listing features, it's dead, completely unsustainable.
• 1:30
  Speaker 1: The whole job just changed almost overnight, it feels like
• 1:34
  Speaker 1: salespeople to survive, they had to transform from just being
• 1:38
  Speaker 1: order takers into well genuine listeners. They had to start
• 1:41
  Speaker 1: personalizing solutions.
• 1:43
  Speaker 2: And critically, this is the big shift. They had to
• 1:45
  Speaker 2: start advocating for the prospect's success, their long term needs,
• 1:49
  Speaker 2: not just hitting their own quarterly quota.
• 1:51
  Speaker 1: Because if they didn't, that negative feedback would just sink
• 1:54
  Speaker 1: future revenue instantly. That's why Xerox made that move, right,
• 1:58
  Speaker 1: trying to turn their sales folks into more strategic business glopers.
• 2:01
  Speaker 2: And that brings us right to the core confusion we
• 2:03
  Speaker 2: still wrestle with today, doesn't it.
• 2:05
  Speaker 1: Yeah, the BD versus sales thing.
• 2:07
  Speaker 2: Right, for you, the capture manager trying to scale a team,
• 2:10
  Speaker 2: you need clarity so business development BD, it's fundamentally about influence,
• 2:16
  Speaker 2: creating corporate growth through customer and community advocacy.
• 2:21
  Speaker 1: It's the top of the funnel stuff prospecting, accubation phases exactly.
• 2:25
  Speaker 2: And if BD is that long term influence piece.
• 2:28
  Speaker 1: And sales is the transaction itself, the exchange goods for
• 2:31
  Speaker 1: money that lives more in the qualifying and conversion phases. Now,
• 2:36
  Speaker 1: just to be clear for you listening in a lot
• 2:38
  Speaker 1: of lean startups, maybe you're a full cycle developer handling
• 2:41
  Speaker 1: both ends.
• 2:42
  Speaker 2: We get that, oh, absolutely, very common.
• 2:44
  Speaker 1: But methodologically the distinction really matters. B D kind of
• 2:47
  Speaker 1: sets the.
• 2:47
  Speaker 2: Stage and sales closes the curtain precisely. So our mission
• 2:52
  Speaker 2: today then is to take that journey through the methods. Okay,
• 2:55
  Speaker 2: we'll look at the frameworks guiding business developers from those
• 2:59
  Speaker 2: advisor models in the sixties and seventies through the scientific
• 3:02
  Speaker 2: revolution of the eighties all.
• 3:03
  Speaker 1: The way to the let's say, more aggressive, perspective driven
• 3:06
  Speaker 1: approaches you need for today's self educated buyer.
• 3:09
  Speaker 2: Exactly. Let's dive in.
• 3:11
  Speaker 1: All right, let's start right after that sixty eight shift
• 3:13
  Speaker 1: the advisor mentality, and you really can't talk about that
• 3:17
  Speaker 1: without mentioning the Sandler selling system.
• 3:19
  Speaker 2: No, you can't. David Sandler late nineteen sixties, right alongside Xerox,
• 3:23
  Speaker 2: and its popularity is just well enduring. Sandler training still
• 3:27
  Speaker 2: educates what over thirty thousand people a year.
• 3:30
  Speaker 1: Wow?
• 3:30
  Speaker 2: Still still. The genius of Sandler, I think, is how
• 3:34
  Speaker 2: it insists on positioning the seller as a genuinely trusted
• 3:37
  Speaker 2: advisor dedicated to the customers success, not just pitching features.
• 3:41
  Speaker 1: So how does it start? What are the first steps?
• 3:43
  Speaker 2: It kicks off with three really critical steps. They're designed
• 3:46
  Speaker 2: to build that trust and kind of balance the power dynamic.
• 3:50
  Speaker 2: First is bonding and rapport obvious but crucial, okay. Second,
• 3:54
  Speaker 2: establishing upfront contracts basically setting clear expectations, defining roles, what
• 3:59
  Speaker 2: have and snacks, no surprises, right, managing the process exactly.
• 4:03
  Speaker 2: And third, identifying pain, not just surface problems, but the
• 4:06
  Speaker 2: real underlying pain. This helps surface hidden objections early on
• 4:09
  Speaker 2: so you can deal with them.
• 4:10
  Speaker 1: Okay, So Sandler focuses on that rapport the power dynamic.
• 4:14
  Speaker 1: The next step then was kind of solidifying that consultative
• 4:17
  Speaker 1: idea into something more repeatable for big corporate teams.
• 4:21
  Speaker 2: That leads us straight to solutions selling Frank Watts nineteen
• 4:25
  Speaker 2: seventy five, later expanded by Michael Bosworth, who interestingly used
• 4:30
  Speaker 2: to be a Xerox trainer.
• 4:31
  Speaker 1: Ah, the connection right.
• 4:33
  Speaker 2: He taught the system to major corporations, and you hear
• 4:36
  Speaker 2: synonyms like consultative selling, customer centric selling. It's all basically
• 4:42
  Speaker 2: the same core idea rich the seller must deeply understand
• 4:46
  Speaker 2: the prospect's needs, not just guests, and understand their internal
• 4:49
  Speaker 2: buying process, which can be messy. Identify the true pain points,
• 4:54
  Speaker 2: articulate the solution's value in solving that pain, and then
• 4:57
  Speaker 2: this is key, maintained control over the buying process guide
• 5:00
  Speaker 2: them through it.
• 5:01
  Speaker 1: Okay, so these first methods were let's say, more philosophical
• 5:04
  Speaker 1: based on experience intuition.
• 5:06
  Speaker 2: Yeah, you could say that.
• 5:07
  Speaker 1: But the next big entry that really changed the game
• 5:09
  Speaker 1: by bringing in science, we have to talk about spin selling.
• 5:12
  Speaker 2: Oh, absolutely pivotal. This is where the conversation shifts from
• 5:15
  Speaker 2: just philosophy and anecdotes to actual verifiable data.
• 5:19
  Speaker 1: Professor Neil Rackham write his book in eighty eight that's.
• 5:22
  Speaker 2: The one, and the research behind it is just staggering.
• 5:25
  Speaker 2: We're talking twelve years of research looking at thirty five
• 5:29
  Speaker 2: thousand sales calls across twenty countries.
• 5:32
  Speaker 1: Twelve years, thirty five thousand calls. That immense.
• 5:35
  Speaker 2: It was the first methodology built entirely on rigorous scientific
• 5:39
  Speaker 2: analysis of how corporate selling actually worked or didn't work.
• 5:43
  Speaker 1: So what did the science show after analyzing all those calls?
• 5:47
  Speaker 1: What's the single most critical factor for success? I mean
• 5:50
  Speaker 1: I always figured it was nailing the opening or having
• 5:52
  Speaker 1: that killer closing pitch.
• 5:54
  Speaker 2: That's what everyone assumed. But Rappan's data showed something different. Yes,
• 5:58
  Speaker 2: strong opens and closes work okay in small, simple deals,
• 6:01
  Speaker 2: but not the big ones exactly. They fall apart in
• 6:04
  Speaker 2: large complex sales. The science was clear in those big deals,
• 6:07
  Speaker 2: the ones with long cycles, multiple decision makers, the single
• 6:11
  Speaker 2: most critical stage, the hinge point for success is investigating discovery,
• 6:15
  Speaker 2: what we now call discovery. Yes, success literally hinged on
• 6:20
  Speaker 2: the quality of the questions asked during that phase.
• 6:23
  Speaker 1: So discovery is scientifically proven to be king in complex sales,
• 6:28
  Speaker 1: and stepspin gives us the structure for how to investigate
• 6:31
  Speaker 1: the acronym spi.
• 6:33
  Speaker 2: N precisely, and the questions have to flow logically. You
• 6:37
  Speaker 2: start with s for situation, just establishing the baseline, what
• 6:40
  Speaker 2: are they doing now, what processes? Tools? A baseline established,
• 6:44
  Speaker 2: then you move to P for problem, identifying the immediate issues,
• 6:47
  Speaker 2: the pain points the dissatisfaction with the current situation. Now
• 6:51
  Speaker 2: most average sellers stop there.
• 6:53
  Speaker 1: Right, here's your problem, here's my solution.
• 6:55
  Speaker 2: But spin goes deeper. The next step is I for implication.
• 6:59
  Speaker 2: This is high value. You ask questions about the consequences,
• 7:02
  Speaker 2: the cascading negative impacts financial, operational, maybe even emotional. If
• 7:06
  Speaker 2: those problems don't get solved.
• 7:07
  Speaker 1: Ah, so you're raising the stakes, Yeah, making them quantify
• 7:11
  Speaker 1: the cost of doing nothing exactly right.
• 7:12
  Speaker 2: You build the urgency and only then, after you've explored
• 7:16
  Speaker 2: the depth of the pain and its consequences, do you
• 7:18
  Speaker 2: get to end for need pay off. This flips the conversation.
• 7:21
  Speaker 2: Instead of pitch your features, you ask questions that get
• 7:24
  Speaker 2: the prospect to articulate how the solution helps them, how
• 7:27
  Speaker 2: it enables their desired success directly solving the problems and
• 7:31
  Speaker 2: implications you just uncovered. It shifts from here's my product
• 7:35
  Speaker 2: to here's what achieving your goal looks like.
• 7:38
  Speaker 1: That's scientific interpinning in the late eighties. It really sets
• 7:42
  Speaker 1: the stage for the modern era, doesn't it? Which is
• 7:44
  Speaker 1: defined by this huge challenge. The prospect knows so much already. Yeah,
• 7:50
  Speaker 1: they're halfway done before they even talk to.
• 7:52
  Speaker 2: You, self educated buyer. It's the central problem now, So.
• 7:54
  Speaker 1: How do you even get their attention, let alone add value.
• 7:58
  Speaker 1: Let's look at strategic selling from Miller m They were
• 8:01
  Speaker 1: already tackling complex decision units way back in seventy eight.
• 8:04
  Speaker 2: Miller hymen. Yeah, they initially really focused on mastering that
• 8:08
  Speaker 2: long term relationship, especially when you're not selling to just
• 8:11
  Speaker 2: one person. They saw the decision making process as this
• 8:14
  Speaker 2: complex mays. So their method was about mastering that whole unit,
• 8:18
  Speaker 2: first categorizing, identifying who actually has influence formally or informally,
• 8:23
  Speaker 2: then determining, figuring out their level of support, are they
• 8:27
  Speaker 2: for you, against you, neutral? And finally influencing those key
• 8:30
  Speaker 2: individuals over time.
• 8:32
  Speaker 1: And then they added conceptual selling in eighty nine, focusing
• 8:35
  Speaker 1: more on the why right, communicating the value concept not
• 8:38
  Speaker 1: just the.
• 8:38
  Speaker 2: Future's list correct, but the really critical update, the one
• 8:42
  Speaker 2: that speaks directly to today's world, came in twenty eighteen.
• 8:45
  Speaker 2: They rebranded as strategic Selling with Perspective Perspective specifically to
• 8:49
  Speaker 2: tackle that self educated buyer The thinking is, if the
• 8:53
  Speaker 2: prospect already has the basic facts from their own research,
• 8:56
  Speaker 2: the seller's job fundamentally changes. Your role now is to
• 8:59
  Speaker 2: offer fresh perspectives, meaning meaning you have to point out
• 9:02
  Speaker 2: pain points, challenges, or opportunities the prospect hadn't discovered on
• 9:06
  Speaker 2: their own. You shift from being just an information source
• 9:09
  Speaker 2: to being a genuine thought leader who challenges their thinking.
• 9:13
  Speaker 1: That idea of teaching challenging assumptions that leads us straight
• 9:18
  Speaker 1: into the methodology that really made ways the challenger sale
• 9:23
  Speaker 1: Dixon and Adamson twenty eleven.
• 9:25
  Speaker 2: Oh yeah, that study shook things up. They identified five
• 9:28
  Speaker 2: distinct seller types, right, but the Challengers they were just
• 9:32
  Speaker 2: dominant among high performers. They were represented a massive forty
• 9:35
  Speaker 2: percent of all taught performers in the study.
• 9:38
  Speaker 1: Forty percent. That's huge, And they're specifically built for that
• 9:41
  Speaker 1: info rich, self educated prospect.
• 9:44
  Speaker 2: Absolutely. Their method is built around three core actions. Okay,
• 9:47
  Speaker 2: what First they teach They provide valuable, often unique insights
• 9:51
  Speaker 2: about the prospects business or market. Crucially, they often reveal
• 9:55
  Speaker 2: a problem the prospect didn't even realize.
• 9:57
  Speaker 1: They had, so creating the need almost in a way.
• 10:00
  Speaker 2: Yes. Second, they tailor that teaching. They make sure the
• 10:02
  Speaker 2: communication resonates deeply with that specific individual's role, their priorities,
• 10:06
  Speaker 2: their beliefs. It's not generic, makes sense. And Third, they
• 10:10
  Speaker 2: take control. This is the controversial one. They confidently guide
• 10:14
  Speaker 2: the sale, maintain momentum, and they're not afraid to challenge
• 10:17
  Speaker 2: the prospect's thinking, even if it means a bit of
• 10:19
  Speaker 2: constructive tension. They're focused on the prospect's success, even if
• 10:23
  Speaker 2: it means pushing back on the prospect's own assumptions or
• 10:26
  Speaker 2: bad ideas.
• 10:27
  Speaker 1: Wait, hold on, If the goal is being a trusted advisor,
• 10:30
  Speaker 1: Like Sandler said, why would Challenger push for confrontation? Isn't
• 10:35
  Speaker 1: that approach really high friction, maybe even risky.
• 10:38
  Speaker 2: That's a brilliant question and it gets right to the
• 10:40
  Speaker 2: strategic differences here. Challenger is high risk, high reward, no doubt. Okay,
• 10:45
  Speaker 2: it's designed for those big, strategic complex deals where the
• 10:48
  Speaker 2: stakes are huge and the economic buyer actually appreciates that
• 10:52
  Speaker 2: kind of aggressive data backed insight that pushes their thinking.
• 10:55
  Speaker 2: But try using that assertive take control step with a
• 10:59
  Speaker 2: really busy, rass old middle manager who just needs a
• 11:02
  Speaker 2: simple solution fast.
• 11:03
  Speaker 1: Yeah, that probably blows up in your face.
• 11:04
  Speaker 2: Likely, which brings us perfectly to the method design specifically
• 11:08
  Speaker 2: for that frazzled customer, snfhas selling Jill Conrath twenty twelve.
• 11:12
  Speaker 2: Another xeroxalum actually SNAPP sound. The goal here is just
• 11:18
  Speaker 2: less friction, right, exactly, pure friction reduction. SNAPP is all
• 11:22
  Speaker 2: about making it easy for those time pressed, overwhelmed decision makers.
• 11:26
  Speaker 2: Snap is the acronym.
• 11:28
  Speaker 1: Okay, break it down.
• 11:29
  Speaker 2: S is for simple, make the solution easy to understand,
• 11:32
  Speaker 2: easy to adopt, cut the complexity. N is for invaluable.
• 11:37
  Speaker 2: Position yourself as a trusted, valuable resource, someone who actually
• 11:41
  Speaker 2: helps them navigate the noise. R A is for aligned.
• 11:44
  Speaker 2: Ensure your solution fits perfectly with their existing priorities, beliefs,
• 11:48
  Speaker 2: and needs. Don't try to force a square peg and
• 11:51
  Speaker 2: P is for priority. Constantly reinforce how your solution addresses
• 11:55
  Speaker 2: their most urgent, time sensitive issues. Keep it top of mind.
• 11:58
  Speaker 1: So we're challenger kind of dictates the narrative.
• 12:01
  Speaker 2: SNFP slides gently into the narrative that's already there. Much
• 12:04
  Speaker 2: lower friction.
• 12:05
  Speaker 1: Okay, that distinction helps a lot. So SNFP reduces friction.
• 12:09
  Speaker 1: Challenger confronts assumptions. What does GP selling fit. That one's
• 12:12
  Speaker 1: pretty near right to me.
• 12:13
  Speaker 2: I Yeah, GP selling from Jim Keenan. You could see
• 12:16
  Speaker 2: this as sort of the peak of the problem centric approach.
• 12:19
  Speaker 2: It fully embraces that the sale isn't about your product.
• 12:23
  Speaker 2: It's about bridging the gap between the prospects current often
• 12:28
  Speaker 2: messy state and their desired future state. That's the real solution.
• 12:32
  Speaker 1: So how does the seller do that?
• 12:33
  Speaker 2: They go beyond just finding facts. They have to uncover
• 12:36
  Speaker 2: the facts, yes, but also the problems stemming from those facts,
• 12:40
  Speaker 2: the negative impacts of those problems, the deep root causes,
• 12:44
  Speaker 2: and crucially, the emotions tied to that pain.
• 12:47
  Speaker 1: Emotions. Interesting.
• 12:48
  Speaker 2: Yeah, the GP selling really emphasizes leveraging the emotional consequences
• 12:53
  Speaker 2: of the problem, the frustration, the fear, the ambition to
• 12:56
  Speaker 2: drive urgency and get everyone aligned on needing to change.
• 13:00
  Speaker 1: Gotch Okay. Before we wrap up with takeaways, we should
• 13:03
  Speaker 1: quickly touch on those acronyms used for qualification, the frameworks
• 13:06
  Speaker 1: for just figuring out if a deal is real, right.
• 13:08
  Speaker 2: The operational checklists. Almost we all know.
• 13:11
  Speaker 1: The granddaddy IBM way back in the fifties. Budget authority
• 13:16
  Speaker 1: needs timeframe.
• 13:17
  Speaker 2: Ban simple, sure, but honestly pretty outdated for complex B
• 13:21
  Speaker 2: to B deals today. I mean, how often do you
• 13:23
  Speaker 2: start a big deal by asking about budget first? It's
• 13:25
  Speaker 2: usually one of the last things nailed down.
• 13:27
  Speaker 1: True complex sales need more depth, which is why things
• 13:31
  Speaker 1: like medic emerged right nineteen ninety stents exactly.
• 13:34
  Speaker 2: Medic Force is much more rigor. You have to identify
• 13:36
  Speaker 2: the metrics for success, the actual economic buyer, the decision
• 13:40
  Speaker 2: criteria they'll use, the detailed decision process, clearly identify the
• 13:44
  Speaker 2: pain and crucially find a champion inside the organization. Much
• 13:49
  Speaker 2: more thorough.
• 13:49
  Speaker 1: And even more recently, I know there are others like
• 13:52
  Speaker 1: Champ faint ANU.
• 13:54
  Speaker 2: Yeah, it became an alphabet soup for a while. That's
• 13:56
  Speaker 2: why newer frameworks like an EAT selling came out around
• 13:59
  Speaker 2: twenty sixteen. They were designed to replace that.
• 14:01
  Speaker 1: Older clutter and eat. What's the focus there?
• 14:03
  Speaker 2: N is for need, but the deep core need, both
• 14:06
  Speaker 2: for the organization and the key individuals involved. E is
• 14:09
  Speaker 2: for economic impact, quantifying the value of changing versus staying put.
• 14:14
  Speaker 2: A is for authority, verifying who really signs off? And
• 14:17
  Speaker 2: T is for timeline, getting concrete dates and milestones. It
• 14:21
  Speaker 2: really pushes the focus towards financial consequence and away from
• 14:23
  Speaker 2: just features and interestingly an you am another one actually
• 14:26
  Speaker 2: prioritizes authority over money budget.
• 14:28
  Speaker 1: Okay, wow, that's a whirlwind tour through fifty plus years
• 14:33
  Speaker 1: of methodological evolution. Let's try to pull this together. Let's
• 14:37
  Speaker 1: distill the absolute key strategic takeaways for the modern business developer.
• 14:43
  Speaker 2: Listening right now sounds good. I think the first and
• 14:46
  Speaker 2: maybe the most foundational takeaway has to be that historical
• 14:50
  Speaker 2: mandate of advocacy that started back in sixty eight. Right
• 14:53
  Speaker 2: the shift the information age permanently changed the job. If
• 14:56
  Speaker 2: your capture manager today, your core mission fundamentally is not
• 15:00
  Speaker 2: just closing transactions. It's customer and community advocacy aimed at
• 15:03
  Speaker 2: creating sustainable growth. If you don't embody that advisor role, frankly,
• 15:07
  Speaker 2: the market's just going to replace you with a search engine.
• 15:09
  Speaker 1: Harsh but probably true. Okay, take away number two, I
• 15:13
  Speaker 1: think it has to come from Sesspin selling the science. Yeah,
• 15:16
  Speaker 1: the power of scientific discovery. For any large, complex deal,
• 15:20
  Speaker 1: the kind with multiple stakeholders and long cycles, the data
• 15:24
  Speaker 1: is just undeniable. Deep investigation uncovering the situation, problem, implication
• 15:29
  Speaker 1: and need payoff is the single most critical factor for winning.
• 15:33
  Speaker 1: Forget fancy closes. Elite developers spend their energy planning and
• 15:37
  Speaker 1: executing world class discovery.
• 15:40
  Speaker 2: Couldn't agree more, which leads perfectly into the third takeaway,
• 15:44
  Speaker 2: the absolute necessity of perspective in today's market.
• 15:47
  Speaker 1: Because the buyer is already educated.
• 15:49
  Speaker 2: Exactly, since the prospect has done maybe seventy percent of
• 15:52
  Speaker 2: their homework before you even talk. The successful developer, like
• 15:55
  Speaker 2: the Challengers or using Millerheimen's perspective, update has to evolve.
• 15:58
  Speaker 2: You can't just deliver information anymore. Your highest value now
• 16:02
  Speaker 2: lies in teaching the prospect something new, something insightful they
• 16:05
  Speaker 2: didn't find online, tailoring that insight so it hits home
• 16:08
  Speaker 2: for them specifically, and providing fresh, sometimes even confronting perspectives
• 16:13
  Speaker 2: that fundamentally shift how they see their own problem or opportunity.
• 16:17
  Speaker 1: Advocacy, discovery and perspective. Those three really do seem to
• 16:21
  Speaker 1: capture this strategic journey, don't they?
• 16:23
  Speaker 2: I think they do. And you know, this whole conversation
• 16:25
  Speaker 2: raises a really interesting question for you, the leader thinking
• 16:29
  Speaker 2: about the future. Okay, we keep refining these qualification frameworks,
• 16:32
  Speaker 2: right like any atgap selling focusing on impact emotion, but
• 16:37
  Speaker 2: looking ahead when AI tools inevitably get really good at
• 16:41
  Speaker 2: handling the more mechanical parts of discovery, identifying the basic
• 16:45
  Speaker 2: situation and problem points. What's the next qualification layer going
• 16:50
  Speaker 2: to be? What becomes the truly differentiating, highest value human
• 16:55
  Speaker 2: element in the B to B development process that AI
• 16:58
  Speaker 2: can't replicate.
• 17:00
  Speaker 1: That is definitely something to think about what is uniquely
• 17:02
  Speaker 1: human in that process going forward? Yeah, the great thought
• 17:05
  Speaker 1: to leave our listeners with as they tackled their next
• 17:07
  Speaker 1: complex deal. Thank you so much for walking us through
• 17:10
  Speaker 1: the DNA of all these crucial frameworks, so.
• 17:12
  Speaker 2: It was my pleasure.
• 17:12
  Speaker 1: Always fascinating stuff, And thank you our listeners for joining
• 17:15
  Speaker 1: us for this deep dive into the business development methodologies
• 17:18
  Speaker 1: that shape success today. We really hope these insights help
• 17:21
  Speaker 1: guide your strategy moving forward.