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The Trusted Digital Media Advisor
I: Building Your Business

TDMA | I: BUILDING YOUR BUSINESS 1

©Google 2013. All rights reserved.
No part of this manual may be reproduced in any form or by any process without permission in writing from Google, Inc.

Welcome

Welcome
to
The
Trusted
Digital
Media
Advisor.

The
digital
advertising
opportunity
is
immense.
For
most
SMBs,
understanding
the

landscape,
identifying
the
opportunities
and
making
the
best
choices
requires
a
partner
–
a

Trusted
Digital
Media
Advisor.

This
program
is
designed
to
help
you
become
just
that.
From
providing
solutions
to

truly
becoming
your
customer’s
trusted
advisor,
this
program
will
focus
on
the
practice
of
a

sales
framework
that
shifts
the
focus
from
the
seller
(you)
to
the
buyer
(your
prospect
or

customer).

Great just isn’t good enough.



The
Trusted
Digital
Media
Advisor

What
does
it
mean
to
be
a
Trusted
Digital
Media
Advisor?

There
are
many
ways
to
consider
this
simple
chart.
For
the
purposes
of
this
program,

we’ve
defined
these
three
stages
in
following
ways:

Solution
Based

At
this
stage,
the
digital
media
advisor
(you)
is
having
conversations
that
identify
which

products
and
services
(solutions)
will
solve
specific
business
issues.
The
customer
may
be

new
to
digital
media,
or
not
completely
convinced
of
its
value.

Relationship
Based

Here,
“relationship”
does
not
refer
to
the
glad-‐handing,
baked
good-‐bearing
salesman
of

yore
who
believed
his
success
to
be
a
result
of
his
charisma
and
likeability.
In
today’s

market,
buyers
value
relationships
with
sellers
who
bear
gifts
of
fresh
ideas
and
actionable

insight.

As
the
customer
experiences
the
positive
results
of
your
partnership,
trust
and

credibility
increase.
You
are
increasingly
positioned
as
the
digital
media
expert
and
you
are

Adapted
from
David

Maister,
The
Trusted

Advisor



able
to
help
your
customer
make
better,
more
informed
decisions
about
his
or
her
digital

strategy
and
business.

Trust
Based

In
this
stage,
your
conversations
are
no
longer
limited
to
products
and
budgets.
You

have
established
a
truly
collaborative
partnership
with
your
customer
and
are
working

together
to
“constantly
innovate
around
their
approach,
enabling
them
to
take
advantage
of

our
increasingly
digital
society
and
capitalize
on
the
trends
we’re
seeing
…”
-‐
Nikesh
Arora,

SVP
and
Chief
Business
Officer,
Google.

Please
consider
three
of
your
accounts
(A:
a
top
account,
B:
a
new
account
with
untapped

potential
and
C:
an
account
that
isn’t
growing.)

Where
would
you
plot
your
relationship
with
each
account
in
the
matrix
above?

What
actions
might
you
consider
to…

deepen
your
personal
relationship
with
each
account?

broaden
the
scope
of
business
issues
your
customer
engages
in
with
you,
formally
or

informally?



Course
Outline

1.
Introduction

• The
Trusted
Digital
Media
Advisor

• Introductions

• Why
use
a
sales
process?

2.
Digital
Value
Proposition

• Mapping
your
customers

• Mapping
your
industry

• Identifying
the
issues

• Describing
benefits,
not
features

3.

Plan

• What
to
know
before
you
go

• Defining
a
purpose
and
desired
outcome

• Using
a
pre-‐call
planning
template

4.

Open

• Building
rapport

• Sharing
an
agenda

• Delivering
a
positioning
statement

5.

Identify

• Understanding
the
purpose
of
discovery

• Identifying
emotional
and
logical
needs

• Following
the
discovery
flow

• Summarizing
your
discovery

6.

Recommend

• Defining
the
elements
of
your
story

• Designing
a
customized
solution

7.

Handle
Objections

• Putting
objections
in
context

• Applying
the
objection
handling
process



• Responding
to
common
objections

3.

Close

• Closing
on
your
desired
outcome

• Choosing
a
closing
approach

• Setting
expectations
and
next
steps

3.

Summary

• Cumulative
practice

• Key
takeaways

• Action
plan

At
the
end
of
this
course,
you
will
be
able
to:

• Implement
a
repeatable
sales
process
that
will
enable
you
consistently
to
do

the
right
things
on
purpose.

• Be
more
purposeful
in
your
customer
interactions
by
practicing
more

thoughtful
pre-‐call
planning.

• Practice
more
effective
inquiry
to
identify
the
customer’s
problem
and
why

he
or
she
would
like
to
solve
it.

• Present
your
recommendation
in
a
way
that
engages
the
customer’s
logical

and
emotional
decision-‐making
process.

• Listen
to
customer
objections
and
find
the
opportunities
they
present.

• Gain
commitment
from
customers
for
desired
next
steps.

"I would visualize things coming to me. It would just make me feel better. Visualization works if you work hard. That's
the thing. You can't just visualize and go eat a sandwich."
- Jim Carrey
Actor and Comedian



Personal
Introductions

Name

Current
role?

Past
experience?

What
is
the
greatest
challenge
you
face
(that
is
under
your
control)
when
working
with

customers
to
invest
in
digital
marketing?

After
reviewing
the
learning
objectives
for
this
course,
what
one
thing
would
help
you
be

more
effective
in
your
role?

If
this
training
is
effective,
how
will
you
know?

What
would
you
like
to
be
remembered
for
at
your
company?

Why am I using all
this ink?
Studies indicate
that handwriting
notes helps aid
retention when
learning.



The
Difference
between
Selling
and
Buying

How
does
it
feel
to
be
“sold
to”?

How
does
it
feel
to
buy
something?

What
is
the
difference
between
the
two
experiences?



Selling
to
the
Empowered
Customer

The
power
dynamic
of
the
sales
interaction
has
changed
dramatically.
Salespeople
no

longer
control
access
to
information
—
their
product
specifications,
price
list,
stock
levels,

competitor
offers
—
all
this
and
more
is
often
easily
available
for
customers.
In
this
age
of

the
empowered
customer
and
self-‐service,
why
even
have
sales
people?

“While
our
access
to
raw
information
has
grown
exponentially,

our
time
to
process
this
information
has
declined
rapidly,
which

has
placed
an
unprecedented
premium
on
the
act
of
meaning-‐
making.”

-‐
George
Dyson,
Futurist

The
explosion
of
information
and
choice
means
that
more
than
ever,
people
need
help

to
narrow
their
options
to
the
most
meaningful
ones.
Credible
experts
who
have
earned

their
trust
(that’s
you)
have
an
enormous
opportunity
to
help
them
identify
the
problem

they
wish
to
solve,
and
to
help
them
make
better,
more
informed
choices.

What
have
you
noticed
about
the
way
customers
have
changed?

What
impact
has
this
had
on
the
way
you
work
with
customers?



What
Makes
You
Different?

One
of
the
keys
to
selling
is
being
able
communicate
how
your
products
and
services

solve
problems
and
create
value
for
the
customers.
While
mastery
of
product
knowledge
is

critical,
understanding
how
customers
leverage
those
products
and
how
it
impacts
their

business
is
a
story
we
can
all
get
better
at
telling.

What
value
does
your
company
provide?

What
are
some
key
features
of
your
company?
What
are
the
benefits
(to
the
customer)
of

those
features?

Features

Benefits

How
are
you
different?

Circle
those
features
that
differentiate
your
company
from
the
competition.
How
do
you

know
if
they
are
truly
a
differentiating
feature?

1. It
is
unique
to
your
company.

(Has
any
company
ever
said,
“We
provide
mediocre

customer
service”?)

2. It’s
something
the
customer
cares
about.

(Your
building
might
be
LEED
certified
–

does
this
matter
to
your
customers?)

3. You
can
back
up
your
claim.



Delivering
a
3x3

Understanding
your
differentiating
features
is
not
enough.
You
must
be
able
to

communicate
the
benefits
of
your
features
with
clarity
and
conviction.
It
can
be
easy
to

ramble
on
for
10
minutes
about
the
history
of
your
company
and
why
you
think
you
could

be
the
right
partner
for
your
customer.
The
challenge
is
to
focus
your
thoughts
in
a
clear,

easy-‐to-‐understand
way
and
do
this
in
a
short
amount
of
time.

An
excellent
technique
for
communicating
the
key
components
of
your
value

proposition
is
this
classic
three-‐step
structure:

• First,
preview
your
key
points
–
tell
them
what
you’re
going
to
tell
them.

• Second,
explain
each
of
your
key
points
in
detail
–
tell
them.

• Third,
summarize
your
key
points
–
tell
them
what
you
told
them.

3x3 worksheet
The
3
key
features
we
offer
to
our
customers
are:

1.
2.
3.

The
first
key
feature
is:

The
main
benefits
our
customers
receive
are:



The
second
key
feature
we
offer
is:

The
main
benefits
our
customers
receive
are:

The
third
key
feature
we
provide
is:

The
main
benefits
our
customers
receive
are:

So,
in
summary,
the
key
benefits
we
provide
our
customers
are:

1.

2.

3.



Speak
in
Terms
of
the
Customer’s
Interests

You
can
tell
your
customer
a
lot
about
you,
your
company,
and
your
products
and

services
but
if
you
do
not
connect
that
information
to
problems
your
customer
wants
to

solve,
it
will
make
very
little
difference.
Information
must
be
communicated
in
a
way
that

immediately
answers
the
question,
“What’s
in
it
for
me,
the
customer?”

Using
the
structure
of
Link
–
Feature
–
Bridge
–
Benefit
(LFBB)
is
a
simple
way
to

consistently
communicate
in
a
way
that
speaks
to
the
customer’s
interests.

A
link
calls
back
to
something
the
customer
said
previously.

A
feature
is
a
fact
about
a
product
(that
can
be
proven).

A
bridge
is
a
short
phrase
using
the
word
“you”
that
pivots
the
feature
to
the
benefit.

A
benefit
is
how
the
customer
would
use
or
experience
the
feature.

“Just because I don’t care doesn’t mean I don’t understand.”
- Homer Simpson, Television Dad



Strong
Growth
Ahead
for
Local
Online

22 Google confidential22 Google confidential
Strong Growth Ahead for Local Online
!"#$%#"&'(()**"+,,'-./0),"12-3""+**"4.560,"4),)(7)83"
$2.0 $2.1
$4.2
$5.5
$8.2
$12.9
$13.4 $13.6
$16.4
$19.9
$22.7
$24.8
$26.6
$27.9
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012f 2013f 2014f 2015f 2016f
$Billions
Local Online Ad Spend 2003 - 2016



LFBB:

Digital
Marketing

Customer

Link

Feature

Bridge

Benefits



LFBB:

AdWords

Customer

Link

Feature

Bridge

Benefits



LFBB:

____________________________________

Customer

Link

Feature

Bridge

Benefits



Check
Your
Jargon

Sometimes,
our
experience
and
expertise
can
work
against
us.
It’s
easy
to
forget
that
words

and
concepts
that
are
second
nature
to
us
can
be
confusing
or
totally
foreign
to
customers.

Part
of
our
role
is
to
educate
people
about
digital
marketing
to
help
them
make
an
informed,

confident
decision.
Being
able
to
translate
industry
jargon
into
clear,
relatable
language
is
a
big

part
of
what
helps
digital
media
experts
gain
their
customers’
trust.

Words
and
concepts
to
consider

Alternative
phrasing/explanations

“The single biggest problem in communication is the illusion that it has taken place.”
- George Bernard Shaw



Why
Use
a
Process?

Consistently
good
results
happen
on
purpose.
When
you
look
closely
at
people
who

excel
in
their
work,
you
almost
always
find
a
commitment
to
a
process
built
on
solid

fundamentals.
Successful
professionals
are
usually
very
disciplined
about
following
a

consistent
process,
even
if
this
process
is
subconscious.
We
often
refer
to
this
as
being

“unconsciously
competent.”

Internalizing
a
sales
process
reduces
the
“mental
gymnastics”
required
to
focus
on
the

mechanics
of
the
interaction
and
allows
you
to
relax,
turn
the
focus
to
the
client
and

respond
genuinely
and
creatively
in
the
moment.

TDMA Sales Process



PLAN

source:

thinkwithgoogle.com



Do
Your
Homework

Business
owners
don’t
have
time
to
sit
and
play
20
questions
with
sales
people

anymore.
(If
they
do,
that
may
not
be
someone
whose
business
you
want.)
Customers

expect
their
potential
partners
to
have
done
their
homework,
to
know
the
basic
facts
about

their
business
and
to
be
prepared
to
offer
insights
and
value
before
they
even
sit
down
for

a
meeting.
The
more
prepared
you
are,
the
greater
your
credibility.

tip:

People
always
want
to
know,
“What
are
other
people
like
me
doing
that’s
working?”

Know Before You Go
1. Review
the
customer’s
website.
Have
a
basic
understanding
of
the
business.
What’s
the

flagship
product
or
service?
Whom
is
the
customer
trying
to
reach?
What
does
the

company
use
their
website
for?
Experience
the
company’s
mobile
presence.
Visit
their

store.

2. Do
some
research.
Is
your
customer
already
doing
online
marketing?
Is
the
company
in

the
organic
search
results?
How
competitive
is
the
ad
space?
Who
are
your
customer’s

competitors?
How
different
are
they?

3. Speak
your
customer’s
language.
What
vertical
is
your
customer
in?
What
is
the

company’s
sales
cycle?
What
challenges
does
your
customer
face?
What
case
studies
or

success
stories
does
your
company
have
that
would
be
relevant?

4. Plan
an
online
strategy.
What
could
be
a
potential
AdWords
strategy
for
the
customer?

What
products
might
help
your
customer’s
business?

What
else
would
you
suggest?



Defining
the
Purpose
and
Desired
Outcome

Defining
these
two
simple
objectives
can
have
a
tremendous
impact
on
the
results
of

your
meetings.
Clarifying
purpose
and
desired
outcomes
helps
to
focus
your
energy
and
set

the
stage
for
the
rest
of
your
preparation.
The
challenge
is
that
you
must
give
yourself
the

mental
space
to
stop
and
think,
even
if
only
for
a
couple
of
minutes.
In
fact,
two
minutes
is

usually
all
it
takes
to
kick
start
your
preparation
so
that
the
best
version
of
yourself
shows

up
at
the
meeting.

Purpose:
“Why
are
we
having
the
meeting?
What
is
the
benefit
to
the

customer?”

Desired
outcomes:

“What
does
success
look
like
at
the
end
of
this
meeting?”

Choose
one
of
your
key
upcoming
meetings
and
think
through
these
key
questions.

Purpose

Desired
Outcome

tip:

During
the
initial
getting-‐to-‐know-‐you
meeting,
sales
people
often
say,
“The
purpose

of
this
meeting
is
for
me
to
understand
a
little
bit
more
about
your
business,
for
you
to
hear

about
how
my
company
helps
business
like
yours
and
then
for
us
to
see
if
there’s
a
good

fit.”

Based
on
this
stated
purpose,
who
will
receive
the
greatest
benefit
from
this
meeting?

Who

should
(always)
benefit
from
meeting
with
you?



How
might
you
restate
the
purpose
of
this
meeting
to
be
more
customer-‐centric?

Now,
follow
through
and
make
this
more
than
a
spin
on
words.

Deliver
the
benefit.

Prep Template
Using
the
Prep
Template
on
the
following
page,
think
through
an
upcoming
meeting.

What
else
would
you
add
to
your
preparation
plan?



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OPEN
|
Building
Rapport

When
you
meet
with
a
customer,
your
immediate
goal
is
to
build
rapport.
This
is
true

on
the
first
meeting,
the
second
meeting
or
the
20th
meeting.
Rapport
refers
to
a
level
of

comfort
between
two
people.
To
build
rapport
with
customers,
you
must
behave
in
ways

that
align
with
their
values
and
interests.

• Be
prepared
and
genuinely
interested.

• Know
your
audience.
In
their
limited
available
time,
senior
executives
are
more

interested
in
knowing
how
you
will
create
value
for
their
organization.
With
the

people
you
will
be
working
with
on
a
day-‐to-‐day
basis,
you
may
need
to
spend

(or
be
more
open
to
spending)
more
time
building
personal
rapport
–
they
want

to
know
that
you’ll
be
someone
they
can
work
closely
with.

• Know
when
to
bring
preliminary
pleasantries
to
an
end
and
transition
in
to
the

business
conversation.

tip:

Have
you
ever
heard
the
saying,
“All
things
being
equal,
people
prefer
to
do
business

with
people
they
like”?
Research
shows
that
actually,
people
prefer
to
do
business
with

people
whom
they
think
like
them.
So
the
best
way
to
build
rapport
and
long
term

relationships
with
customers
is
to
demonstrate
genuine
interest
and
curiosity
about
them,

and
their
business.

Preliminary Pleasantries
Most
meetings
begin
with
some
preliminary
pleasantries.
With
new
relationships,
this

is
especially
important
and
a
great
opportunity
to
find
some
common
ground
with

customers,
outside
the
scope
of
the
typical
discussions.

What
research
might
you
do
beforehand
to
build
rapport
and
find
common
ground?



“We
Are
Google”

What
are
some
of
the
opinions
and
perceptions
customers
might
already
have
about

Google?

Positive

Negative

How
can
those
opinions
help
or
hinder
you
when
working
with
customers?

How
can
you
overcome
these
perceptions?



Sharing
the
Agenda

Opening
the
business
conversation
can
happen
in
a
formal
way
(e.g.
using
a
printed

agenda)
or
a
less
formal
way
(e.g.
asking
the
customer
subtle
questions
to
determine
their

priorities).
Regardless
of
whether
you
are
deliberate
about
sharing
your
agenda
or
not,

having
a
clear,
pre-‐determined
agenda
is
a
best
practice.
It’s
also
critical,
as
you
start
the

meeting,
that
the
customer
is
part
of
the
agenda
creation
process.
You
must
gain
their
input

along
the
way
to
make
sure
you
are
headed
down
the
proper
path.

Elements
of
an
effective
agenda/agenda
statement
are
as
follows:

• Purpose:
State
the
purpose
of
the
meeting
in
a
customer
benefit-‐oriented

manner,
i.e.,
why
are
we
having
the
meeting
and
what’s
in
it
for
the

customer?

• Objectives/topics:
List
the
few
topics
that
you
expect
to
discuss
with
the

customer
that
will
enable
the
meeting’s
purpose
to
be
accomplished.

• Gain
customer
input:
Solicit
feedback
to
make
sure
you
are
headed
down

the
right
path
and
addressing
what’s
most
important
to
the
customer.

• Transition
to
your
positioning
statement:
Once
you
confirm
the
agenda,

transition
to
your
positioning
statement.

What
does
setting
an
agenda
for
the
meeting
do
for
you?

What
does
it
do
for
the
client?

“Five frogs are sitting on a log. Four decide to jump off. How many are left?
Answer: Five.
Why? Because there’s a difference between deciding and doing.”
–Mark L. Feldman & Michael F. Spratt



Agenda
Statement
Worksheet

Prepare
your
agenda
statement
for
an
upcoming
call
or
meeting.

Purpose

Outline

Input

Transition



Your
Positioning
Statement

A
positioning
statement
is
a
90
second
overview
of
who
you
are
and
how
you
work
with

customers.
It
helps
build
your
credibility,
gives
context
to
the
conversation
and
helps
the

customer
begin
to
connect
your
work
to
the
issues
he
or
she
faces.

The
structure
of
a
positioning
statement
is:

1. Describe
what
you
focus
on
doing.

2. Describe
the
type
of
customer
you
serve
and
a
major
problem
they
typically

experience
(something
this
customer
might
also
be
experiencing).

3. Describe
how
your
typical
customer
benefits
from
working
with
you.

4. Bridge
to
the
Identify
step
with
a
question.

tip:

Make
this
about
the
customer
and
their
world,
not
about
you.
Your
positioning

statement
should
instantly
get
the
customer
thinking
about
their
own
situation.

Try
out
your
positioning
statement
on
someone.
If
their
reaction
is,
“Oh.
That’s
interesting,”

take
some
time
to
work
on
it.
The
initial
moment
of
a
sales
conversation
is
critical
-‐
you

must
immediately
establish
relevancy
and
credibility.

Your
positioning
statement
should
engage
people
and
leave
them
wanting
to
know
more.

tip:

Keep
it
short!



Positioning
Statement
Worksheet

Describe
what
you
focus
on
doing.

Describe
the
type
of
customer
you
serve
and
a
major
problem
they
typically

experience.

Describe
how
your
typical
customer
benefits
from
working
with
you.

Bridge
to
the
Identify
step
with
a
question.

Practice
delivering
the
Agenda
Statement
and
Positioning
Statement
in
one
step.



IDENTIFY
|
Why
Ask
Questions?

What
logical
needs
is
the
customer
attempting
to
address?
What
are
the
emotional

needs
that
will
convince
him
or
her
to
act?
Identifying
these
needs
is
the
next
step
of
the

process.

On
average,
in
a
successful
meeting,
what
percentage
of
the
time
should
you
be
speaking
vs.

listening?

How
can
asking
the
right
questions
help
you
to
strengthen
your
relationship
and
create

opportunities?

How
can
“experience”
help
you
and
hurt
you
when
asking
questions
to
understand
the

customer’s
business?

Do
Don’t

• Listen
for
what’s
different
• Listen
for
what’s
familiar

• See
your
customer
as
a
unique

person

• See
your
customer
as
someone
filling

a
role

• Listen
to
understand
• Listen
to
respond

• Be
a
“curious”
listener
• Be
a
“judgmental”
listener

“Good questions do not merely elicit information the client already knows;
they provoke a deeper exploration and insight on the part of the client.”
- Mahan Khalsa



Being
a
Better
Listener

There
are
few
skills
in
life
that
will
have
a
more
dramatic
positive
impact
on

relationships,
both
professionally
and
personally,
than
good
listening.
In
a
recent
NPR

interview,
Tony
Carnevale,
director
of
the
Georgetown
University
Center
on
Education
and

the
Workforce,
discussed
how
the
nature
of
our
work
has
changed.
Based
on
data
from
the

Bureau
of
Labor
Statistics,
the
Center
identified
the
major
shift
as
“…
from
physical
skill
to

skill
that
has
more
to
with
cognitive
function,
and
more
to
do
with
interacting
with
other

people.”
Active
listening
is
now
a
skill
that
is
important
in
75
percent
of
jobs,
which
is
an

increase
of
50
percent
from
jobs
in
the
1970s.

(Siegel
2011)

“The
difference
between
listening
and
active
listening
is
what
your
wife
or
partner
or
a

friend
will
always
tell
you
you
don’t
do,
which
is
to
hear
what
they
say
and
act
on
it;
that
is,

to
incorporate
what
they’re
telling
you
into
your
behaviors,”
says
Carnevale.

What
is
the
difference
between
“listening
to
respond”
and
“listening
to
understand”?

How
do
you
feel
when
you
are
interrupted
or
when
a
person
you
are
talking
with
“finishes

your
sentences”
for
you?
Why?

Does
good
listening
serve
emotional
or
logical
needs?
Please
explain.

Keys
to
Listening

• Hear
others’
opinions
before
expressing
your
own.

• If
you
want
to
solve
a
problem,
you
have
to
understand
it
first.

• Learn
how
to
acknowledge
opinions
or
statements
without
agreeing
or

disagreeing
with
them.



Creating
an
Opportunity
Gap

You
begin
by
asking
general
current
situation
questions
and
then
move
to
more
specific

questions
about
the
business.
The
goal
is
to
continue
building
trust
and
rapport
with
the

customer
by
being
genuinely
curious
about
the
customer
and
his
or
her
business.
You
also

want
to
explore
the
areas
of
the
business
where
we
can
provide
value.

The
number
one
goal
of
discovery
is
to
create
an
opportunity
gap
by
making
your

customer
aware
of
the
“gap”
between
where
he
is
and
where
he
wants
to
be.
You
also
need

to
discuss
goals
and
priorities
and
why
these
are
so
important.

The
majority
of
time
in
an
initial
meeting
should
be
spent
in
discovery
mode
because
it

provides
the
information
needed
to
present
a
relevant
solution
that
addresses
the

customer’s
objectives,
pain
points,
and
goals.
An
effective
meeting
can
help
the
customer
to

think
more
clearly
about
his
business,
his
challenges
and
opportunities
and
what
he
needs

to
do
about
it.

On
the
following
pages
you’ll
find
examples
of
current
situation
and
desired
situation

questions
you
can
use
in
initial
meetings.
You
probably
won’t
ask
all
of
these
questions
but

you
need
to
follow
a
solid
process
that
will
effectively
explore
these
key
areas
and
give
you

the
information
you
need.



SMB
Advertising
Objectives

What
questions
would
you
prepare
to
identify
your
customer’s
primary
advertising

objective?



Current
Situation
Questions

Business

• Tell
me
about
your
business
today
and
how
you
differentiate
yourself
in
the

marketplace.

• Who
are
your
target
customers?

• What
are
your
best-‐selling
products
or
services?
How
much
do
they
sell
for?

• When
are
your
busy
seasons?

• Where
are
you
online?
Where
are
you
offline?

• Who
are
your
main
competitors?
What
sets
you
apart
from
them?

• How
do
you
see
the
market
changing?
What
trends/conditions
are
most
impacting

you?

• What
is
the
value
of
a
customer?
What
is
a
customer’s
lifetime
value?

Individual

• What
are
the
big
issues
on
your
agenda?
Why
are
those
important
right
now?

• How
is
your
success
measured?



Marketing

• Who
handles
marketing
strategy
for
your
business?

• What
are
your
marketing
goals?
What
is
your
marketing
budget?

• Where
are
you
marketing
your
business
(online
and
offline)?
Why
did
you
decide
to

use
those
channels?

• Do
you
know
how
most
of
your
customers
find
you?

• What
are
the
goals
of
your
website?

• How
much
new
business
would
come
from
your
website?
How
instrumental
is
your

website
in
growing
your
business?

• Do
you
know
how
your
website
is
performing
in
attracting
customers
to
your

business?

• What
are
you
currently
doing
to
drive
traffic
to
your
website?
How
are
you

currently
marketing
your
website?

• What
advertising
mediums
are
working
best
for
you
and
why?

• Have
you
tried
advertising
with
Google?

• How
much
does
it
cost
to
acquire
a
new
customer?



Desired
Situation
Questions

Business

• What
are
the
top
priorities
for
your
business
this
year
and
how
are
you
acting
on

them?

• What
plans
do
you
have
to
grow
your
business?

• What
are
some
of
the
challenges
or
roadblocks
that
you
anticipate
handling?

• Is
there
a
product
or
service
that
you
would
like
to
make
a
bigger
percentage
of
your

revenue
mix?

Individual

• What
are
your
priorities
for
this
year?
This
quarter?

• What
projects
do
you
have
on
the
back
burner
that
you
would
really
like
to
make

progress
on?
What
roadblocks
are
you
facing?



Marketing

• When
do
you
want
to
advertise
to
customers
in
the
buying
cycle?

• What
are
the
specific
goals
you
are
trying
to
achieve
with
your
marketing?

• Do
you
have
a
preference
towards
acquisition
or
retention?
Which
is
more

important
to
you
and
why?

• Are
you
happy
with
the
amount
of
sales
and
customers
you
currently
have
or
could

you
use
more?

• Are
you
happy
with
your
brand
awareness?

Ask
the
customer
to
expand
on
how
solving
a
problem
or
taking
advantage
of
an

opportunity
would
help
them.

What
would
the
impact
be
if
…?

If
you
could
…
what
would
your
next
move
be?



Expectations

• What
do
you
expect
from
a
digital
marketing
partner?

• (If
there’s
an
incumbent)
What
does
your
current
partner
do
really
well?

• What
is
your
timeline
for
implementation?

• Who
else
should
be
involved
in
these
discussions?

• What
concerns
do
you
have?

Primary
Motivating
Factors

Although
customers
have
a
diverse
array
of
concerns,
they
struggle
with
the
same
problems.

Problem
Impact
Emotional
Need

Limited
time
Unable
to
pursue
new

marketing
strategies

Lack
of
experience
Mistakes
in
online

marketing
campaigns

Resource
constraints
Cutting
corners
and

employee
dissatisfaction

Not
targeting
audience

effectively

Failure
to
generate
revenue

Inability
to
measure

success

Suboptimal
use
of

marketing
budget

Limited
marketing

strategy

Missing
out
on
customer

segments

Limited
budget
Limited
investment
in
the

future

Why
is
this
a
priority
now?

What
prompted
you
to
…?

What
questions
would
you
ask
to
identify
your
customer’s
primary
motivating
factors?



tip:

Be
very
careful
when
identifying
customer
pain
points.
You
never
want
to
make
the

customer
“wrong.”

You
are
not
implying
that
she
has
made
poor
decisions
–
she
made
the

best
decision
possible.
Your
role
is
to
highlight
information,
possibilities
and
options
that

will
help
her
make
even
better
decisions
and
improve
(not
correct)
the
situation.



Practice

Please
use
the
scenarios
provided
to
role-‐play
the
Identify
step
of
a
customer
interaction.

Round
1
Notes

Round
2
Notes

Round
3
Notes



Summarizing
What
the
Customer
Shared

All
too
often,
sales
people
ask
questions,
take
a
few
notes
and
then…
do
nothing.

People

need
to
know
that
they
have
been
heard
and
understood.
The
best
way
to
ensure
that
this

has
happened
is
by
delivering
an
effective
summary
following
a
structure
like
this.

Introduce
the
summary

Bridging
Phrase:

Let’s
review
what
we
talked
about
to
make
sure
we
are
on

the
same
page.

Summarize
Current
Situation

Bridging
Phrase:

Currently…

• Summarize
key
points
of
the
current
situation

Summarize
Desired
Situation

Bridging
Phrase:

The
main
goals/priorities/outcomes
are…

• Review
key
goals,
priorities
and
timelines
and
the

results
your
customer

wants
to
produce

Ask
Confirming
Questions

Key
Questions:

• Does
that
accurately
sum
up
your
situation?

• Can
you
think
of
anything
important
that
we
have

not
discussed?

Transition
to
Next
Steps

Bridging
Phrase:

Great.
Let’s
talk
about
some
possible
next
steps
…



Summary
Practice

Use
the
notes
you
took
from
your
role-‐plays
to
practice
delivering
a
summary.

Introduce
the
Recap

Transition
Phrase:

Summarize
Current
Situation

Transition
Phrase:

Summarize
Desired
Situation

Transition
Phrase:

Ask
Confirming
Questions

Key
Questions:

Transition
to
Next
Steps

Transition
Phrase:



Ideas
to
Practice

• Ask
questions
and
listen.
Your
customer
should
feel
important
and

validated.

• Start
easy.
Start
discovery
with
more
basic/general
questions
and
then

move
to
the
complicated
and
specific
areas.
This
approach
puts
the
customer

at
ease.

• Use
clarifying
questions.
When
you
uncover
an
important
priority,
use

clarifying
questions
to
go
deeper.
E.g.,
“Why
is
that
important
right
now?

How

does
that
impact
you
in
your
role?”
etc.

• Focus
on
customer
outcomes,
not
products.
Focus
on
what
the
customer
is

trying
to
achieve
and
show
him
how
your
products
and
services
will
help
to

make
that
happen.

• Follow
a
discovery
flow
by
asking
current
situation
questions
followed
by

desired
situation
questions
(goals)
which
will
help
to
create
a
selling
gap.

• Use
questions
to
move
deeper
within
the
organization.
What
challenges

and
opportunities
is
your
customer
being
asked
to
address
by
his
boss?

• Questions
lead
to
credibility.
Asking
thoughtful
questions
about
specific

topics
relevant
to
your
customer
is
one
of
the
best
ways
to
gain
credibility.

• Take
accurate
notes.
You
will
be
able
to
do
a
discovery
summary
and

effectively
customize
your
recommendations.

“The essential difference between emotion and reason is that emotion leads to action
while reason leads to conclusions.”
- Neurologist Donald Galne



RECOMMEND

source:

thinkwithgoogle.com



Elements
of
Your
Story

Once
you’ve
identified
your
customer’s
needs,
you’re
ready
to
recommend
some

solutions!
Depending
on
your
sales
cycle
or
the
customer,
this
step
may
come
during
the

same
meeting
or
you
may
offer
to
come
back
at
a
later
time
to
present
your

recommendations.
In
any
case,
you
will
need
to
craft
a
story
to
persuade
your
customer.

CHECKLIST

1
The
imperative

• Reasons
your
customer
needs
to
do
something
different
from
what

she
does
today
–
e.g.,
competitors
are
gaining
ground,
sales
are

dropping,
the
company’s
online
presence
is
ineffective

2
Customer
goals

• Targets
that
are
specific
to
the
customer
company
(and,
ideally,
the

individual)
which
demonstrate
our
understanding
of
its
business

and
identifies
what
problem/challenge
we
are
trying
to
address

3

Best-‐in-‐class
/

Competition

• Examples
of
other
companies,
ideally
competitors,
who
“get
it”
and

are
doing
a
better
job
of
taking
advantage
of
online
marketing

technologies
with
you
to
get
ahead

4

Your
value

proposition

• How
you
can
help
the
customer
achieve
business
goals/address

problems

• The
quantified
value
to
the
customer
in
terms
of
cost
of
advertising

versus
potential
audience
reached,
and
the
investment
required
–

aka
the
“business
case”

• What
proportion
of
your
customer’s
total
marketing
budget
this

represents

• How
this
compares
to
your
customer’s
traditional
messaging
and

marketing
approach
–
you
are
cheaper,
more
flexible,
etc.

5
Next
steps

• Asking
for
feedback
on
business
case
and
commitment
to
agreed

upon
goals

• Action
plan
with
deadlines

• Timeline
for
key
interactions



Design
a
Customized
Solution

Using
the
customer
profile
you
brought
with
you
and
the
checklist
and
solution
template

above,
develop
a
solution
recommendation
for
your
client.



source:

thinkwithgoogle.com



Recommendation
Practice

Notes



HANDLE
|
Responding
to
Objections

Objections,
concerns
and
hesitations
are
a
natural
part
of
the
decision
making
process

and
can
come
up
at
any
time.
They
are
not
necessarily
an
indication
that
the
customer
does

not
want
to
do
business
with
you.
The
approach
to
dealing
with
resistance
can
be
more

important
than
the
actual
response.

Listen

When
you
hear
an
objection,
your
initial
impulse
may
be
to
respond
immediately.
It’s
a

natural
reaction
and
one
that
can
take
a
lot
of
effort
to
stifle.
The
first
step
is
to
listen
truly

to
what
the
customer
is
saying.
We
spoke
earlier
about
the
difference
between
listening
to

respond
and
listening
to
understand
-‐
the
latter
will
serve
you
well
here.

Before
you
say
anything,
pause.

Clarify

Ask
questions
to
clarify
what
the
customer’s
concern
is
truly
about.
“That
sounds

expensive,”
can
mean
many
different
things.
Make
sure
you
know
which
one
it
is
before
you

develop
a
response.



Good
things
happen
when
you
ask
clarifying
questions:

• The
emotion
behind
the
objection
often
dissipates
as
the
customer
talks
about
it.

This
can
help
make
him
or
her
more
receptive
to
your
response.

• You
will
hear
clues
as
to
the
best
way
to
respond.
Often
customers
will
talk

themselves
out
of
the
objection
as
they
explain
why
the
objection
is
an
important

concern.

• Questions
help
you
to
gather
more
information,
which
leads
to
more
questions.

• Questions
help
you
to
uncover
the
real
issues.

• Questions
keep
you
from
contracting
the
most
dreaded
illness
of
sales
people
–

talking
too
much.

• Questions
help
you
to
gain
credibility
in
the
eyes
of
the
customer.

• Questions
help
the
customer
solve
his
or
her
concerns.

Some
clarifying
questions
to
try:

• Please
help
me
better
understand
your
hesitation.

• What
is
it
specifically
that
you
are
concerned
about?

• What
were
you
expecting?
How
did
you
arrive
at
that
expectation?

• Could
you
tell
me
a
little
more
about
that
concern
so
that
I
can
understand
it
better?

• Could
you
please
explain
it
to
me
in
more
detail?

Restate

After
you’ve
asked
some
clarifying
questions,
restate
the
objection
back
to
the
customer
to

ensure
that
you
have
correctly
identified
the
issue.
Are
you
and
your
customer
on
the
same

page?
If
the
answer
is
yes,
proceed
to
the
next
step
–
Cushion.
If
not,
go
back
to
the
Listen

step
and
repeat
the
process
until
you’ve
reached
agreement
on
the
restate.

Cushion

A
cushion
is
an
acknowledgement
or
statement
of
empathy
that
shows
the
customer
that

you
have
heard
her
and
that
you
know
this
issue
is
important.

Put
yourself
“on
the
same

side
of
the
table”
as
the
customer
–
you
are
working
with
your
customer,
not
against.

Respond

Finally,
respond
to
the
objection.



Responding
to
Specific
Objections

Objection:

I
already
have
an
excellent
position
in
the
organic
search.
Why
should
I
pay
to

advertise
on
Google?

What
clarifying
questions
would
you
ask?

How
did
the
customer
respond
to
your
clarifying
question?

What
would
you
say
to
respond
to
this
objection?

What
evidence
can
you
use
that
will
help
you
when
responding
to
this
objection?

Prioritize.
When
you
have
more
than
one
objection,
ask
the
customer
to
tell
you
which

objection
is
the
one
causing
the
greatest
concern
and
begin
there.



Objection:

I
don’t
have
the
budget
for
this.

What
clarifying
questions
would
you
ask?

How
did
the
customer
respond
to
your
clarifying
question?

What
would
you
say
to
respond
to
this
objection?

What
evidence
can
you
use
that
will
help
you
when
responding
to
this
objection?

Avoid
the
words
“but,
however,
and
actually.”
They
typically
connect
opposing
ideas.



Objection:

My
audience
is
not
online/using
the
internet.

What
clarifying
questions
would
you
ask?

How
did
the
customer
respond
to
your
clarifying
question?

What
would
you
say
to
respond
to
this
objection?

What
evidence
can
you
use
that
will
help
you
when
responding
to
this
objection?

Use
trial
closes
to
solicit
customer
feedback
and
give
your
customer
the
opportunity
to

express
concerns.



Objection:

I
already
tried
this
and
it
didn’t
work
for
us.

What
clarifying
questions
would
you
ask?

How
did
the
customer
respond
to
your
clarifying
question?

What
would
you
say
to
respond
to
this
objection?

What
evidence
can
you
use
that
will
help
you
when
responding
to
this
objection?

“Never argue. To win an argument is to lose a sale.”
- Alfred Fuller, founder of the Fuller Brush Company



Cumulative
Practice

For
this
practice
you
will
work
in
triads:
Google
Seller,
Customer,
and
Coach

Google
Seller

• Focus
on
an
upcoming
meeting
or
call.

• Use
the
Conversation
Stack
to
build
rapport.

• Transition
into
the
business
conversation
with
an
agenda
statement.

• Create
a
selling
gap
by
asking
questions.

• Take
notes
and
recap
the
conversation.

Customer

• The
person
playing
the
Google
Seller
will
brief
you
on
your
role.

• Stay
in
character
and
embellish
as
needed.
Keep
your
answers
fairly
short.

• Avoid
giving
challenging
objections
that
derail
the
conversation.

Coach

• Take
notes
on
how
the
person
playing
the
Google
Seller
uses
the
skills
we
are

focusing
on.

• Be
prepared
to
provide
three
specific
positive
comments
and
one
suggestion.



CLOSE
|
Gaining
Commitment

Closing
is
not
a
mysterious
process,
nor
is
it
a
matter
of
tricks
or
manipulation.

Closing

is
the
natural
conclusion
at
the
end
of
the
sales
process.
If
you
have
not
done
a
good
job
of

the
previous
steps
(planning,
building
rapport,
asking
questions,
recommending
a
solution,

handling
objections)
no
closing
technique
in
the
world
is
going
to
save
the
sale
at
the
end.

However,
you
must
get
in
the
habit
of
asking
for
the
“order,”
in
whatever
form
that

might
take
–
the
next
meeting,
an
introduction
to
an
executive,
a
signed
proposal,
a
trial

run,
etc.

As
Google
sellers
like
to
say,
“Thank
you
is
not
a
close.”

If
you
ask
for
the
sale
and
the
customer
is
not
ready
to
commit,
it
is
better
to
drop
back

into
the
responding
to
objections
process
and
try
to
resolve
the
concern.

What
do
you
do
to
close
the
meeting
effectively?

What
do
you
say
or
do
to
close
a
“sale”?

At
the
end
of
a
meeting,
how
do
you
know
if
you
have
achieved
your
purpose?



Closing
Techniques

Alternate choice or choice of two positives
This
technique
is
very
popular.

It
asks
the
customer
to
choose
one
of
two
answers,
both

of
which
indicate
a
positive
buying
decision
has
been
made.
The
closing
question
needs
to

be
carefully
prepared.
(Think
back
to
your
desired
outcome
planning.)

Example

• Would
Tuesday
afternoon
or
Wednesday
morning
be
better
for
you?

• Which
region
should
we
start
with,
the
Northeast
or
Central?

Assumptive close
The
assumptive
close
is
used
when
the
customer
has
expressed
a
positive
reaction
to

your
recommendation
and
seems
to
have
no
strong
objections.
You
simply
assume
they
are

going
to
buy.

Example

• How
about
we
set
up
a
meeting
with
our
account
management
team
for
next

Thursday?

• Why
don’t
I
send
over
the
new
contract
this
afternoon?

Direct close
Simply
ask
for
the
business.
This
is
sometimes
used
as
a
trial
close.

Example

• Can
we
increase
your
monthly
budget
to
$10,000
then?



Tips
about
Closing

1. Remember
that
closing
is
really
the
process
of
opening
a
relationship.
Getting
the

buying
commitment
is
not
the
only
detail
when
it
comes
to
closing.

2. Most
of
the
typical
closing
techniques
like
asking
for
the
order
are
actually

accomplished
in
the
responding
to
objections
process.
Focus
your
attention
on

helping
the
prospect
by
sincerely
addressing
any
concerns.

3. Don’t
over
promise
just
to
make
the
sale.
You
set
yourself
up
for
future
customer

disappointment,
decreased
repeat
business,
and
fewer
referrals.

4. Realize
that
many
customers
create
buying
resistance
as
a
negotiating
technique.

Focus
your
attention
on
value,
not
price.

5. Review
the
details
of
every
closed
sale.
Customers
often
forget
them
or
even
worse,

think
they
heard
something
you
didn’t
commit
to.
Make
sure
this
never
happens
by

summarizing
all
details.

6. Close
when
the
customer
has
agreed
on
the
benefits
you’ve
presented,
and/or
when

you
get
a
buying
signal:
readiness
to
move
ahead.

7. A
close
could
be
asking
the
customer
to
sign
an
agreement
or
accept
the
proposal.

8. If
ultimately
you
do
get
a
“no,”
thank
the
customer
for
taking
the
time
to
meet
with

you,
ask
for
feedback
on
why
he
or
she
said
no
and
what
you
did
or
did
not
do
that

affected
the
decision,
and
ask
for
potential
business
in
the
future.
Also
ask

permission
to
stay
in
touch.

9. Sometimes
it’s
best
to
walk
away
as
well.
It’s
better
to
get
“no”
and
walk
away
from

the
particular
piece
of
business
than
to
continually
get
“maybes”
and
prolong
a

relationship
that
won’t
be
beneficial
to
either
party.
It
could
be
time
wasted.



Post
Meeting
Process

The
post
meeting
process
is
designed
to
help
you
to
capture
your
thoughts
while
they

are
fresh
so
you
can
efficiently
share
relevant
information
with
your
teammates
and
build

on
this
information
as
you
grow
your
relationship
with
this
customer.
There
are
three
steps

to
the
post
meeting
process:

1. Debrief

While
the
meeting
is
still
very
clear
in
your
mind,
quickly
capture
your
thoughts.

2. Clarify
Goals
and
Next
Actions

What
are
the
main
goals
and
next
actions?

3. Meeting
Recap
to
the
Customer

Follow
up
with
a
brief
summary
of
the
key
points
and
next
actions.

The Meeting Recap
After
a
customer
meeting
it
is
important
to
maintain
momentum
and
capitalize
on
the

enthusiasm
you
have
generated.
By
following
up
quickly
with
customers
you
help
to
build

trust
and
keep
the
conversation
going.
A
simple
yet
often
overlooked,
practice
is
to
provide

the
customer
with
a
brief
summary
of
the
meeting
including
next
actions.
An
effective,

timely
(within
24
hours)
recap
produces
multiple
benefits:

• The
customer
can
easily
share
this
information
with
others
in
his

organization.

• You
can
more
easily
engage
your
team
members
and
get
them
up
to
speed.

• It
helps
you
to
refresh
your
thinking
when
you
are
preparing
for
the
next

call/meeting
with
this
customer.

How
does
a
timely
recap
help
you?
How
does
it
help
the
customer?



Post
Meeting
Template

Immediate

Discussion

Debrief

While
the
meeting
is
still
clear
in
your
mind,
quickly
capture
your
thoughts.

o Did
we
achieve
our
desired
outcomes?

o What
did
we
learn?

o Insights
to
share
with
team

o Customer
reaction

o What
resonated?

o What
didn’t?

Capture
This
Clarify
Goals
and
Next
Actions

Confirm:

o What
are
the
near
term
goals
for
the
customer?

o What
ideas
should
we
capture
for
future
discussions?

o What
do
we
need
to
share
with
other
colleagues?

o What
are
the
specific
next
actions
and
who
is
responsible
for
each?

o Who
will
write
the
recap?

Email
within
24

hrs

Meeting
Recap
to
the
Customer

Send
an
email
recap
to
all
meeting
attendees
(cc:
other
stakeholders)

summarizing
the
following:

o Attendees
(customer/your
company)

o “Thanks
for
your
time
and
the
opportunity
to
discuss…”

o Key
insights

o Next
meeting/call
scheduled

o Next
actions



source:

thinkwithgoogle.com



Cumulative
Practice

Please
practice
the
process
from
opening
to
closing.

Notes



Wrap
Up

What
was
the
most
important
benefit
you
gained
from
this
session?

How
will
this
program
change
the
way
you
communicate
with
customers
going
forward?

Is
there
any
area
we
covered
that
you
would
like
to
get
more
training
on
in
the
future?

What
other
class
member
in
the
room
would
you
like
to
thank
for
helping
to
make
this

training
session
more
valuable
to
you
personally?

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