CUTTER CONSULTING GROUP

E93: Sales Tech Week: Conversational Business Intelligence

January 3, 2024


Have you ever used AI tools to boost your sales efforts, and if so, what's been your experience with them?



If you are a Sales Manager, you know that it is impossible to listen to all the calls that all your reps make each and every day.


At best, you can cherry pick the calls you know were either good or bad, and focus on those. But even that is difficult to do along with the other responsibilities you have to do.


Luckily, it’s 2019 – which means that there is now scalable technology built using AI, that helps process, analyze, and report on the calls from your team.


In this episode I cover how this tech works and some of my recommendations.

  • Show Transcript

    What’s going on. Thanks for tuning into the sales experience podcast. My name again is Jason Cutters, so glad that you’re here.


    Very excited. This week I’m talking about sales technology. If you have a tech stack, if you have something cool or innovative or exciting or interesting that you use at your organization and you’re actually willing to share it. Now I know a lot of managers, a lot of owners, they have cool technology, but they never want to share it.


    They want to keep their stuff secret proprietary. Here’s the deal. There’s nothing new. There’s nothing interesting that’s not being worked on, not available, that’s not out there and so would love for you to share, come from a place of abundance.


    I would love to find out what you’re using, if it’s something you’re using from a company, if there’s more companies that could use it and to help their team that would be great.


    Yeah, reach out to me. Let me know. I would love to find out. I’m just a sales nerd. As you know, if you’ve listened to this show at all, and so I love getting all of these different pieces together, trying to figure out different ways to help sales reps, sales teams, organizations in any way possible, please let me know.


    Send me a message. You can do it, Jason, at Cutter Consulting group.com. You can go onto the cutter consulting group.com website. Find me on LinkedIn, and if you haven’t already, make sure to subscribe to this podcast on Spotify, stitcher, iTunes.


    You can download it on Sound cloud, Google play, and then also on the website where you can find all the transcripts as well. All right. For today’s episode, for the technology piece that I want to talk about today, let’s talk about conversational business intelligence. Now, what does that mean?


    What that is technology mostly driven by artificial intelligence. That will take your phone call. That’s the conversational part. Yeah. It will take your phone call from your recordings, from your reps it, we’ll put it into their system and then what’ll happen is it will run different filters and programs against a catalogue of terms or rules that you have in place.


    So the conversational part, right? Is it going to take your phone call conversations always after the fact. There is some technology for live processing of this, but it’s really expensive for most call centres. So we’re talking about recording calls goes into the system, AI goes through transcribes, it looks for all the rules that you have in place and then spits out a report.


    The good technology out there will also timestamp that report. So it will say, here’s a call for your Rep. John had this phone call at this date and then here’s the timestamps of everything that we’ve highlighted.


    Based on the rules that you have given us, how you’ve programmed the AI Bot and what you want it to do now, what does that look like? What kind of things can you program in? Well, the key is is that you can program anything you want in there. For the most part.


    Yeah, you can have it check for the number of times a rep asked a question which questions they asked. If you know for your process there’s a set number of qualifying questions or discovery questions, you know they should be asking.


    Then you can program those in there and then it will count and highlight and annotate when they asked or it could tell you which ones weren’t asked. You can also put in there terms that you want them to say throughout the conversation as well as terms that you don’t want them to say.


    So if we’re talking about compliance, there may be terms that you do not want them to say under any circumstance or you know that fundamentally if they say certain terms that it could be a compliance issue. It might not be, but it could be.


    So for example, free or upfront fee or anything like that that you know could trigger an issue, it will at least highlight and then find it.


    The key value for conversational business intelligence software is that it replaces what a human would have to do by listening to every second of that phone call, and if we take a standard sales team, let’s say you had 10 reps and they’re on the phone five hours a day out of an eight hour shift, which is a lot of talk time, but let’s say it’s five hours each, that’s 50 hours of talk time per day that you would then have to listen to either yourself as a manager, your QA person or your compliance team.


    It’s very easy to fall behind and start losing very quickly because it’s tough to do that at scale and so this kind of software does that. It takes place of the person who’s listening and highlighting it.


    Now you still have to do something with the reports out the back end when it highlights and annotates John’s call and says, he said the word free had four minutes and 18 seconds. Yeah. Then somebody needs to then go in and listen to it, see if that was a good or bad instance, and then do some coaching or training or accountability for that.


    So it’s not going to do all of it. It can’t actually manage or train your reps for you, but it can make the unsalable scalable by going through all of your calls and giving you a framework for what you need to do. It will give you the playbook or the action steps of what’s being served up that you can then manage with your reps.


    And this software is so key. It’s so important because again, the alternative is a manual team who’s listening to it and then being subjective. I’ve seen compliance teams who have listened to calls and then there’s always a question. It’s always a matter of context and framework and then there’s still things that are going to get missed.


    It’s tough as a human to listen to recorded calls every day, all date, day in and day out, and be precise, be accurate and not miss a single thing. And from a company standpoint, depending on what you’re in, especially if it’s financial services, especially if there’s something compliance related.


    Yeah, business to consumer, then you’ve got to make sure you catch everything and that you’re always on top of it from a coaching standpoint and then also an accountability standpoint. No, we’re talking about software that I would recommend. Again, this is not a paid product placement.


    None of these companies have paid me to mention them here in this. However, I do have some relationships with some of them in order to help companies with them, but the ones that I recommend call in, so Colin, so can l, ln refract is another great one, and then perform line.


    All three of those plus many others out there would allow you to do that where you’re plugging into the phone system, [inaudible] recorded calls to your CRM in some way and you’re building this library of automation that’s going through your phone calls.


    Now each of these companies, right, have different strengths, some different weaknesses. Yeah, they have different sizes. They work well. Call in and refract both are very scalable. So whether it’s one rep on up, so some of them have limits on how much recording you can actually put in their system, how much they will transcribed and give you back on the data.


    Some have unlimited plans, some have more limited options. Perform line is a great one for compliance and sales, business intelligence on those calls. And usually it’s meant for bigger teams, especially financial services companies. And so all of those plus any other ones just look for conversational business intelligence software. There is some setup.


    So if you’re going to look into these things as a sales manager, as an owner, just keep in mind the implementation can take a little bit because one of the things that has to do is it has to a learn from your phone calls, which can be done with AI, but then there’s also some programming that needs to be done from your side as far as the library goes, the words that you want, listen for the compliance words that you want them to find out that your reps shouldn’t be saying.


    And so that takes some setup. That takes a little bit of time. And the right company that you’re working with will help you implement this both on the technology side as well as the AI side and get that all set up. If you’re gonna look at one of these solutions, the first thing I would do is look at some kind of free trial. Do they offer you a way to test it with some basic phone calls?


    Now, obviously a free trial is not going to be all the bells and whistles. It’s not going to be fully amazing and detect everything in your phone calls, but you should have some ability to dump in some calls and see some kind of basis of what the AI’s gonna detect.


    Now, if you’re working at more of an enterprise level, if you’re talking 2030 50 reps or above for this software, generally there’s no free trial, but they should give you a general idea, really good idea of what it should do with your calls and how operate and then some kind of break in period for the AI.


    Then once you get this set up, make sure that once you hit the go button on this is that you’re working on this constantly to make sure that it’s learning. It’s detecting everything you want it to detect in your phone calls and one last feature I forgot to mention with this kind of software is that most of the good ones will also give you some analytics.


    They will tell you things like how much of the time on a phone call did your salesperson talk versus the prospect for most sales calls, unless it’s like a demo or a presentation, most sales calls should have the sales reps talking a third of the time and the prospect talking two thirds of the time and so you can track that and see if your rep is talking too much too little and where that balance is. Right.


    You should also see things like turns, which some companies call it flips, which is basically number of times a conversation flips back and forth between the prospect and your sales rep and so you want it to be a balanced conversation where it’s going back and forth.


    This will indicate if your rep is doing a lot of monologues, so if there’s not a lot of flips, that means they’re talking a lot and talking and talking and talking and the other person’s just listening or is it a conversation back and forth where there’s a lot of give and take.


    Your rep is asking a lot of questions. The other person’s answering, they’re information, they’re moving through a process.


    Generally you’ll know what a healthy conversation looks like anecdotally based on those percentages so you’ll know what a good conversation looks like just by looking at the rep stats for a given call, so make sure that the software has something like that [inaudible] where there’s a dashboard, you can see some highlights, those insights from that phone call and how well it went by the numbers.


    All right. Hopefully that helps. Again, if you want any help with this, if you have any questions, if you’re looking for recommendations, you want to know what’s best, let me know.


    I’ve been doing a lot of research on this for years, and I do have some good recommendations that I can make for you based on the size of company, based on your phone calls, the number of calls that you have, the amount of talk time, the volume of conversations that your reps are going to be having on a daily basis, and many other factors. Again, you can reach out to me@jasonatcutterconsultinggroup.com through the website. Yeah, or on LinkedIn.


    Always, remember that everything in life is sales and people remember the experience you gave them.


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By Jason Cutter February 19, 2025
What does it take to build the ideal Sales Experience? Why does it even matter? Maybe you think you already have one. You are a professional sales ops leader. You have put everything you can in place to help your salespeople sell more. You have optimized the processes so that your sales team can focus on one thing – selling. But I promise – even if you think all of that is true, it’s not. The Reality: No Perfect Sales Experience Exists I have never seen any company or team with the ‘ideal’ Sales Experience and operation. And to be honest – I have never built one successfully. Why would I admit that? Because the ideal Sales Experience is aspirational and business, teams, processes, and customer needs/desires are constantly changing. So as soon as you put new processes in place, something else needs to change and evolve. The Scalable Sales Success Iceberg In my Scalable Sales Success Iceberg – there are 24 categories that, when built out, create a scalable sales machine – where you can add in an input and get way more output. I would love to see companies have all 24 categories set up and running optimally. But that’s not even possible – because, as I mentioned, things are always changing. Focusing on the Biggest Levers Here is the key – to build the ideal Sales Experience takes focus on the biggest levers. The ones that, when pulled, create the biggest and best results. There are many processes and systems that you can put in place – but those are going to get you a few percentage points of improvement. Instead of putting it all in here, I want to make you a special offer. Email me at jason@sellingeffectiveness.com with your mailing address, and I will mail you the book that I co-wrote with Nick Glimsdahl called Reasons Not To Focus On The Sales Experience. It will be your starter guide, facilitating the creation of your ideal Sales Experience.
By Jason Cutter February 18, 2025
The Numbers Game Mentality is a Losing Strategy Sales is no longer a “numbers game.” You cannot succeed, long term, by focusing on volume of activity. Making a million dials, sending a million emails, knocking on a million doors (the first two are way easier than that last one) is a scorched earth strategy that will sink your business. You can’t out-dial a bad sales process. It will lead to even more bad online reviews. You can’t out-email a terrible sales funnel process that requires people to jump through poorly planned hoops. You can’t out-knock your way past slimy tactics and bad products/services. The Danger of the "Every No Gets Me Closer to a Yes" Mindset The whole “every no gets me one step closer to a yes” mentally is dangerous. That mindset and strategy assumes that it’s a numbers game. That the only thing that matters is finding the right person who will buy from you. Potentially, no matter what you even say – they are just ready to buy. Not only will this destroy any online reputation you have it will also wreak havoc on your team. It is the fastest and best way to burn out your team. It will lead to a revolving door or hiring, training, and quitting as people realize how unfun the game is you have built and how hard it is to be successful. It will also feel like a mismatch – very few people (and hopefully even less over time) are long-term excited about the business model of calling 500 people a day in hopes of making a few sales. If It’s Not a Numbers Game, Then What Is It? It’s quality over quantity. [Now…note – it does take a certain quantity of activity to fill a sales pipeline. So I am not saying that your sales team can just sit and wait for people to fall into their pipeline with money in hand.] It’s about the Sales Experience. It’s about your team ensuring that they are providing the right and best experience for that potential customer – in a way that sets them up to get into the buying mood and mode. All that matters is the Sales Experience. How can you support your team in terms of the quantity of activity to fill a pipeline, and then the quality of interaction that leads to sales? What Does an Ideal Sales Experience Look Like? What does that look like – the ideal Sales Experience? It’s when your team understands that the potential customer they are speaking with only cares about themselves. They don’t care about the salesperson, your company or the product. They are only focused on themselves. It’s when the Discovery/Empathy portion of the conversation is the most important part. Does your team realize that everything after Discovery – when done right – is just a presentation of the solution? It’s the fact that when you combine the parts of the Authentic Persuasion Pathway (Rapport + Empathy + Trust + Hope + Urgency) that the assumptive close is all you need. If your team is having to ask for the sale they are doing sales wrong. And don’t confuse earning the right to close with asking for the sale. The Sales Leader’s Role in Creating a World-Class Sales Experience Your job as a sales leader is to ensure your team understands that the only thing – above all else – is the sales experience they provide to each potential customer. That customer knows that they have the power and the feeling of unlimited choice. Which means they will decide who to give their money to based on the experience they have with buying from a company. How can you shift your team away from the numbers game mentality to actually providing a world class sales experience to each and every person they speak with?
By Jason Cutter February 17, 2025
The Abundance of Options Today we all have lots of options. While writing this I could speak into my phone and order whatever I want. I can get food delivered before I finish writing this article. I could get a TV delivered to my door before I wake up tomorrow. When someone wants to buy something, they are armed with as much information as they want to access. They can research, read reviews, and watch videos about a product or company. The Shift in Power to the Buyer Because of this, the power balance of sales has shifted away from the salesperson and company to the buyer. Knowledge is power – and they now have all the knowledge they want. With knowing that they have ultimate choice of what to buy (internet and globalization has led to the ability to order anything you want from anywhere…so you are no longer limited to the stores you can drive to and what they have on hand), it means that everything is a commodity in their minds. Nothing is unique or special. Everything is interchangeable. Does the Sales Experience Even Matter? So, this means the sales experience doesn’t matter anymore. There is no reason to put effort into the sales process, the conversations with potential customers. No value in spending time trying to ‘help’ people – since they just view products, salespeople, and companies as interchangeable. You are not special, so there is no benefit in caring. They will walk into your store, and they will decide what they want. They fill out your online for, and they decide if they answer when you call and how the call will go. They walk up to your event/booth, and they decide how the interaction will go and if they want to listen to your elevator pitch. They will let you know if they are interested in moving forward. They will let you know how they want to buy. So, like I said above, there is no real value anymore in the sales experience. Or could it actually be valuable? Is it possible that all that matters IS the sales experience? If people feel they have ultimate information and control of the buying process, how do they decide on what to buy and who to buy from? When I search on Amazon for a product type I have never purchased before, how do I pick? When I want to go shopping for garden supplies for the house, how do I pick where to go? When I need to buy a new fridge, who will I hand my money over to? The cheapest place with terrible service? The place with reasonable prices and great service? The Sales Experience Shapes the Decision I choose based on the sales experience that I will receive. With everything else being equal, I (and I believe most people) will select the place to shop at or the products to buy online based on the experience I receive. To me all that matters is the experience. While I am trying to buy something. Once I receive it – ensure it does what I need it to do. With the feeling of unlimited choices, it can actually be harder now to buy something that in the past. People get into analysis paralysis more often. Which means that for consumers to buy something new they need help. They need a professional salesperson. They need a sales experience that matches their expectations. They want a guide who will help them make the right decision for them, with an experience that goes above and beyond what more people receive any more when they walk into a store, call a company’s toll-free number, or visit a website and have to fill out a form. If you want to succeed in sales – the only thing that matters is the sales experience you provide.
By Jason Cutter February 13, 2025
The Balance of Effort in Sales The blogs this week have been about the other person going most of the way. Whether it’s a prospective customer and your salesperson, where the salesperson truly can’t want the deal or make most of it happen for that customer to truly be successful. On the path for that prospect to becoming a customer, they should go at least 51/49. Whether it’s your team and their manager, the manager can’t want the team to succeed more than the team actually wants it for themselves. It’s not scalable for the coach (manager) to run on the field every play to win the game for the salespeople. What about sales ops processes and systems? What about the tools available to the sales team and the ones that are classified as sales enablement? In a reversal of philosophy, I believe the sales ops processes should go 90, the team should only have to go 10. Why Do We Need Salespeople? Let’s start where it matters – what is the point of having salespeople? I know many owners question the need and desire to have salespeople. They are hard to manage, tough to deal with, always want more money (potentially for doing less work and closing less deals), and are very resistant to change. Of course, that is a generalization. Of course, there are salespeople who don’t check those boxes. However, having worked with a lot of teams in a lot of industries, that generalization isn’t completely wrong or unfair. So if there is even a small part of that which is accurate, why would we even mess with the messiness of having salespeople? Of needing to employ and manage humans? The Human Element in Sales We need them. That’s why. Even in 2025, AI and technology has not successfully replicated the requirements of sales – which is about helping a human (prospect/customer) make the right decision and move outside of their comfort zone to buy something new. It still takes your human (salesperson) to persuade that other human. It’s why I say all the time that its not B2B, B2C, Retail, SaaS, etc. – it’s H2H. Sure, people can buy something online or even in a store without speaking to someone. But if it’s a considered purchase where there are options and decisions to be considered – it still takes a human being involved. That means ultimately your human (salesperson) has one job, and one job only – persuade the right prospective humans to buy. Minimizing Distractions for Salespeople Everything outside of that mission, task, focus is a distraction that takes away from their highest and best use. Imagine if we had a surgeon who had to prep the room, prep the patient, schedule the surgery and meetings, and do all the parts of the surgery themselves. Nope – they show up for the surgery and do what they do best. Then they take off their gown, gloves, and walk away to get cleaned up and move on to the next thing. Your goal as a sales ops leader is to support the team with systems and processes that allow them to focus on the one thing you need them for. The human part. It would be amazing if they could show up, talk to people, and make sales happen. Of course, there is more that they (and any professional) need to do before, during, and after the sales conversation. But your goal is to minimize all that. Every hour that your salespeople aren’t selling or doing sales-related activities, they aren’t moving revenue forward. The Ultimate Goal of Sales Ops What processes can you put in place that go 90 percent of the way, where the salesperson can do the last 10 percent? An example would be building an email campaign that runs automatically, and when the right people reply, the salesperson gets involved in getting that person from email to phone call. Another example would be your CRM serving up people for the salesperson to call – leads or anyone in the sales pipeline flow – with all the backstory, research, data, intel needed for them to review it then take action. What can you put into place that takes away as much distraction and effort from your sales team such that they can focus on the one thing you need to focus on – other humans?
By Jason Cutter February 12, 2025
The Danger of Doing Too Much as a Sales Leader Alright – so maybe they don’t need to go 90. In true servant leadership mode, you would go way more than 10% of the way to your team. But you have to be careful, as a sales leader. The inclination might be to do it all for them. To help them close their sales. To make excuses for them to your leadership as to why they aren’t closing more sales. Especially considering the very high likelihood that you are a sales manager because you were a great salesperson in the role that you are now managing. And there is a slight chance that you are a player-coach…so you are leading and selling. This can make it really tough not to want to run out on the field to win the game each time. But that doesn’t scale. That doesn’t lead to increased results. You can only sell so much as one person. Creating a Culture of Ownership So, you need to have people on your team that are coming to you. What does that look like? The pinnacle is a salesperson who doesn’t close a deal, comes to you right away and asks for feedback. They want some critiques as to where they could have done things better, different that would have led to the desired result – a closed sale. That takes a healthy level of ego by a professional who has the ultimate growth mindset. They know there are always ways to improve. They want to improve. And they are willing to risk their ego (and the internal, protective, primal part of our brain that doesn’t want to risk our place in the tribe) by asking for feedback that could be negative. Whenever you can, encourage that type of response. Ensure that the team knows that the team itself, and you as their leader, is a safe space – where the goal is to improve, grow, win and that everything done to support each other is done in that mode. They truly have to feel safe to share their mistakes and to get support in learning how to do more, better. Feedback That Drives Growth Part of this takes team and individual meetings that are actually filled with positive support. That doesn’t mean it’s always positive, motivational fluff. It’s not even about the shallow strategy of the feedback sandwich. Its about being real, honest, and empathetic – meaning “I see you are here, I know you want to be there, I will help you get there – even if its hard and it means saying hard things.” It should never feel mean or abusive or like an attack. But you can give some really direct feedback that will sting that ego I mentioned, but the person will know the intent behind it. The second part is hiring this type of person. Hiring people for the team that wants to win, grow, succeed. And they know that you don’t get better by being coddled, sheltered, or protected. You want people who don’t like the thought of perpetually living safely in their comfort zone. And they are excited about the opportunity to be a part of a team that pushes everyone, empathetically, outside of their comfort zone. Are You Leading or Just Managing? If you find yourself as a leader having to push your team, or going to them most of the time, or most of the way mentally – then they see you as a manager not a leader. They see you as someone who manages them, pushes them, and wants them to do things they don’t want to do. I have written some blogs here that go into what your role should be – as a leader, not a manager. Pulling people along with you, inspiring people, and supporting yourself with a team of people who want to win. Not just those that want to show up, do as little as they can and hopefully go unnoticed (yet – complain about not making enough money and how the comp plan isn’t fair, or the leads are bad, or their schedule means they can’t be successful.) Make sure your team knows that they need to come to you – at least 51/49. They should be asking for help, guidance, training, feedback, and support more than you are having to push it down onto them.
By Jason Cutter February 3, 2025
If you have seen the movie Hitch, then you know the scene. Will Smith’s character (Hitch) is trying to coach Kevin James’ character (Albert) on how to finish out his upcoming first date. He is giving him pointers, one being that if his date fumbles with her keys at the door, it could mean she wants a kiss. So Hitch wants to see if Albert knows what to do – for a good night kiss. Hitch gives him the advice “you go 90 percent, and then wait for her to go 10%” which Albert then asks “wait for how long?” Hitch: “as long as it takes.” Albert leads in, Hitch is holding back to see if Albert will wait, and then Albert goes all the way and gives him a kiss. Hitch gets upset, and says “You go 90, I go 10 – you don’t go the whole 100%.” The Sales Analogy Kissing our prospective customers is not acceptable (just ask HR!). But the concept is the same. You don’t want to ever make 100% of the effort for your prospective customers. You don’t want to be the one who is doing all the work. Fundamentally, it is not good practice to want the deal more than the other person. When you go your 90, you need to wait – as long as it takes – for the prospect to go to their 10. And I would say that you want to go somewhere between 10-49, in reality. How Successful Sales Professionals Balance Effort Successful sales professionals know how far they have to go to meet the prospect where they are, while also knowing how much effort the prospect needs to put in to show they are committed. Where most salespeople get in trouble is they get desperate. They want the sale (kiss) more than the other person and they go the full 100%. Of course, persistence is important. And you won’t get what you don’t ask for (although…if you have followed me for any length of time, you will know I am very against having to ask for the sale). But you also have to ensure that your prospects actually want what you are selling. And they want it for their reasons and their motivations. They are driven to pursue your production option(s). They must go 10, 40, 60% of the way to you. The Pitfall of Chasing Your Prospect Just like courtship and relationships – if you find yourself chasing and one-sided-pursing the other person then it means you want it more than they do. It also means they own you. You are essentially begging them for the relationship – convincing, manipulating, begging, bribing, persuading your way forward. Which means they consciously and/or subconsciously know that they are in control. Because if they say no, you will keep pursuing and offering solutions. In sales – that looks like a salesperson who is calling, emailing, stalking a prospect – making offers, offering discounts and trials, and trying to find any way to make deal work. They are going 90-100% of the way for the prospect, not requiring them to go anywhere towards the agreement. This will end terribly. If they do decide to buy – taking the discount, free trial, taking the sale bait – they will not be happy (since they weren’t bought in for their reasons), they will look for reasons confirming why they didn’t really want to buy anyway, and they will know that they own you. Your company will have to convince them on a regular basis to stay in the relationship. The Right Balance for Customer Ownership You fundamentally need that prospective customer to come to you. Not 100% where you are just an Order Taker. But potentially 51% of the way – so they want it more than you. The more you can get them across that 50/50 threshold, the more they will be a satisfied customer. But remember – at 51/49 – they still need persuading, they still need to understand the value of your product for where they ultimately want to be in their life/business, and they still need your support. They lean in the right amount, you lean in the right amount = sales magic!
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