August 22, 2018
Topics: Podcast, Sales

674: The State of Sales Enablement with Orrin Broberg

Orrin Broberg, President and CEO of Modus and Bridget Gleason, VP of Sales for and my regular partner, join me on this episode of #Accelerate!


First guest: Orrin Broberg

  • Modus is a B2B enterprise digital sales platform for organizing and creating compelling content to create product differentiation and close more sales.
  • Reps get a professional, easy-to-use mobile app. For administrators, it is a very robust content management system for organizing all kinds of media. Their niche is manufacturers with complex distribution channels.
  • Modus started as a mobile sales presentation company. Orrin was working with a digital media agency creating rich media presentations for medical device companies when the iPad debuted. Reps started using the iPad.
  • Companies asked the agency to develop an iPad app for deploying, managing and monitoring rich presentations. That was the birth of Modus. Modus has been enhanced since then.
  • Andy cites Tamara Schenk, who is astonished at how often the customer is not even mentioned when vendors discuss sales enablement. Effective selling requires aligning sales activities to the customer’s journey.
  • Orrin thinks sales enablement will divide into sub-disciplines useful for vendors. The Sales Enablement Society defines it as analyzing customer needs and how vendors can support them in buying the service.
  • We are getting worse at sales, the more technology we add. The problem is that reps talk to clients for only 33% of their work time. Reps need more time.
  • Reps deal with more information than they need and tools that fall short. Enterprise B2B sales are made in a complex process, face-to-face. Put devices down when you’re talking. Technology does not create trust.
  • Modus hangs onto marketing qualified leads longer, qualifying them better by points before passing them to a digital sales enablement director to continue discovery.
  • When a customer goes dark they may be rethinking their organization and how they are going to have to do things to accommodate what they are looking to buy.
  • Larger companies already have a learning management system and they want to make better use of what they have. They don’t look at Modus as an LMS. Modus integrates marketing automation with CRM.
  • Modus doesn’t duplicate the capabilities customers have. Modus sales enablement applies AI content management into what their customers are doing on a sales call. Orrin runs through some details of the process that save time.


Second Guest: Bridget Gleason

  • Do salespeople really understand how people make decisions? Sales processes don’t take into account the science behind group decision-making.
  • Bridget points out that New Sales. Simplified. explains how group decisions are more than the sum of the individuals’ decisions. Andy points out that DiscoverOrg research shows one person’s decision drives the group decision.
  • We don’t fully understand collective decision-making. We know there are multiple stakeholders. We need to know what’s at the root of the group dynamic.
  • In Andy’s experience, if you don’t win the individual decisions, your odds of winning the overall decision are very low.
  • Paul Nutt’s research divides a decision into two steps. The first is a ‘go/no go’ decision about moving forward. The ‘no decision’ decision common in the pipeline is the failure to get the customer committed to that point.
  • After the customer decides to go forward, then they have to decide on the vendor they will use to help them go forward. If you are the driver for the customer to make a ‘go’ decision, you are in a good position to sell to them.
  • Bridget says this is one purpose of discovery. If the customer is not in enough ‘pain’ to make a decision, then making a presentation is wasting time. Most salespeople miss qualifying the customer on the value they will get.
  • Andy lays out the process he used for years in sales. He has sold over half a billion dollars in products and services. His largest sale was $100 million. What he learned was to follow a specific pattern.
  • What his customers needed was to identify the outcomes they wanted to achieve, and to know what the value would be to them of the vision of the product or service. Andy walked through it with his customers.
  • Andy knew it was worth his time to work with customers who understood the value of the decision and were committed to moving forward to make a decision. Usually, they would buy from him when they bought.
  • Managers are putting pressure on salespeople to get more pipeline coverage. Andy believes the more coverage you work with, the less time you have to qualify them fully. Bridget talks about experiences.
  • The real challenge is to get to the level in a customer organization to talk with someone who has the authority to quantify their need, which leads to qualifying them. This takes business understanding, not a list of questions.