FTS Written - 20 - Diagnostic Selling - An Object in Motion...

DIAGNOSTIC
SELLING
AN OBJECT IN MOTION…
TABLE OF CONTENTS
FIRST, A QUICK RECAP OF
WHAT’S IN HERE…
1 NEWTON’S FIRST LAW OF SALES-INERTIA…
2 THE 2 THINGS, THAT NEWTON’S LAW

MEANS TO SALES…
3 THE 3 TYPES OF TRIGGERS

TRIGGERS THAT YOU CAN’T AFFECT.
TRIGGERS THAT ARE AT YOUR EXPENSE.
TRIGGERS THAT YOU CAN AFFECT, & AREN’T AT YOUR EXPENSE.
4 THE 12 BUCKETS OF TRIGGERS
5 THE SOLUTION-CENTRIC TRIGGERS

A CURRENT EVENT OR FUTURE EVENT THAT AFFECTS…
BUCKET 1 THE RESOURCES : THAT THE SOLUTION REQUIRES
BUCKET 2 THE AVAILABILITY OF RESOURCES : THAT THE SOLUTION REQUIRES
BUCKET 3 THE RAMIFICATIONS : OF CHOOSING THE WRONG SOLUTION
BUCKET 4 THE EFFICACY : OF THE SOLUTION
BUCKET 5 THE PROSPECT’S EFFICACY : IN USING THE SOLUTION
6 THE DIAGNOSTIC-CENTRIC TRIGGERS

BUCKET 6 THE PAIN & PERCEIVED PAIN
BUCKET 7 THE PLEASURE & PERCEIVED PLEASURE
BUCKET 8 THE BUSINESS PROBLEMS
BUCKET 9 THE TACTICAL PROBLEMS
BUCKET 10 THE ROOT CAUSES
BUCKET 11 THE CURRENT IMPACTS
BUCKET 12 THE FUTURE IMPACTS
7 SO, THE PUNCHLINE IS…
flipthescript.com | ©Copyright 2024 Flip the Script, LLC. All Rights Reserved
BY FLIP THE SCRIPT
INSPIRED BY
THE WORK OF:
NEWTON’S 1ST LAW OF SALES-INERTIA…
AND AN OBJECT IN MOTION, STAYS IN MOTION.
AND AN OBJECT AT REST, STAYS AT REST.
UNLESS ENACTED UPON, BY AN OUTSIDE FORCE.

Which means exactly 2 things, to the sales-world…
#
1 #
2
IF YOU’RE GOING OUTBOUND, IF YOUR PROSPECT AGREES TO BUY
YOUR PROSPECT IS AT REST. & MOVE FORWARD: THEY’RE “IN MOTION”.
Which means that, BASED ON WHAT THEY KNOW… And they’ll stay “in motion”…
Their PAIN isn’t bad enough…
Or the IMPACT isn’t bad enough…
UNLESS ENACTED UPON, BY
For them to mobilize, to solve the PROBLEM: AN OUTSIDE FORCE.
And to ACTUALLY do something about it.
AN OUTSIDE FORCE LIKE…

Realizing what’s at stake, if they CHOOSE THE WRONG THING.
SO, IF YOU’RE OUTBOUNDING “BASED ON PAIN”…
Such as….
EVEN IF they admit to having PAIN…
& EVEN IF they give you the details, of that PAIN…
It’s extremely likely:

That the PAIN isn’t bad enough (BASED ON WHAT THEY KNOW),
for them to actually change. An INCREASE in the CREDIBILITY: That they’ll lose…
If they choose the wrong thing.
A DECREASE in the BUDGET: That’s left to solve

the PROBLEM…
UNLESS ENACTED UPON, BY If they choose the wrong thing.
AN OUTSIDE FORCE.
An INCREASE in the amount of STAKEHOLDERS:
An outside force like: That are watching…
If they choose the wrong thing.
— You diagnosing a CURRENT IMPACT:
that they didn’t know about.
— You prognosing a FUTURE IMPACT:

Or realizing the amount of team BUY-IN: that they’ll lose…
— You diagnosing a TACTICAL PROBLEM:
If the SOLUTION doesn’t work.
— You diagnosing a ROOT CAUSE: Or if they CAN’T solve the PROBLEM, with it.
that they didn’t know about. Or if they DON’T solve the PROBLEM, with it.
— You diagnosing a CURRENT-EVENT TRIGGER:

— You prognosing a FUTURE-EVENT TRIGGER:

THE BAD NEWS IS…
ANY OF THESE EVENTS can make a prospect go, from being
“in motion” —-------> not “in motion”.
Where they WEREN’T willing to solve the PROBLEM: BUT, THE GOOD NEWS IS…
Based on what they DID KNOW…
But they ARE willing to solve the PROBLEM: Based on ALL OF THEM can be counteracted.
what they KNOW NOW…
And how they’re counteracted, is by:
Because of the NEW INFORMATION...
STRENGTHENING THEIR BELIEF: That they CAN solve

the PROBLEM… If they choose to work with you.
THAT YOU’VE DIAGNOSED. STRENGTHENING THEIR BELIEF: That they WILL solve
the PROBLEM… If they choose to work with you.
That’s how you can “CREATE BUYER INTENT”. STRENGTHENING THEIR BELIEF: That you CAN help them
solve the PROBLEM… If they choose to work with you.
STRENGTHENING THEIR BELIEF: That you WILL help them

solve the PROBLEM… If they choose to work with you.
ATTRACTING BUYER INTENT
Is trying to attract prospects:
Who ALREADY KNOW that they have a PROBLEM…

& who ALREADY BELIEVE that they have a PROBLEM, OR BY: “Increasing” the size of the PROBLEM, or the IMPACT…
that’s worth solving… If they don’t solve for it.
And who have PRE-EXISTING BUYER INTENT to find
a product, that will solve it.
CREATING BUYER INTENT

ALL OF WHICH…
Is “creating” NEW BUYER INTENT, out of thin air…

By “creating” a NEW PROBLEM, out of thin air… Can simply be accomplished…
By…
By finding something, that they DIDN’T ALREADY know about…
You guessed it…
And something that’s worth solving, once they DO KNOW
about it.
So, they suddenly have NEW BUYER INTENT…

DIAGNOSING THINGS, THAT THEY
Because they suddenly, have a NEW PROBLEM TO SOLVE…
DIDN’T KNOW ABOUT. O1
That you’ve created…
BY DIAGNOSING THINGS, THAT THEY

DIDN’T KNOW ABOUT.O!
BY FLIP THE SCRIPT
INSPIRED BY
THE WORK OF:
THE 3 TYPES OF TRIGGERS
THERE ARE 2 FACTORS AT PLAY, WHEN IT COMES TO TRIGGERS.
CAN THE SELLER IS THE TRIGGER,

ACTUALLY AFFECT AT THE SELLER’S
THE TRIGGER? EXPENSE?
AND WITH THESE 2 FACTORS…

THERE ARE REALLY ONLY 3 TYPES OF TRIGGERS.
TRIGGERS TRIGGERS
That a seller CAN affect. That AREN’T at the
seller’s expense.
TRIGGER TRIGGER TRIGGER

TYPE 1 TYPE 2 TYPE 3
Triggers that Triggers that Triggers that

a seller CAN affect: a seller CAN affect: AREN’T at the
seller’s expense:
BUT the trigger AND the trigger
IS at the seller’s ISN’T at the seller’s BUT the seller
expense. expense. CAN’T affect the
trigger.
BY FLIP THE SCRIPT
INSPIRED BY
THE WORK OF:
THE 12 BUCKETS OF TRIGGERS
THE SOLUTION-CENTRIC TRIGGERS

BUCKET 1 BUCKET 2 BUCKET 3 BUCKET 4 BUCKET 5
THE THE THE THE THE

RESOURCES AVAILABILITY OF RAMIFICATIONS EFFICACY PROSPECT’S
RESOURCES EFFICACY
THAT THE OF CHOOSING OF THE
SOLUTION REQUIRES THAT THE THE WRONG SOLUTION SOLUTION ITSELF IN USING
SOLUTION REQUIRES THE SOLUTION
WHICH FOR THE MOST PART, ARE TRIGGERS THAT:

YOU EITHER CAN’T AFFECT , OR AFFECTING THE TRIGGER IS AT YOUR EXPENSE .
THE DIAGNOSTIC-CENTRIC TRIGGERS

BUCKET 6 BUCKET 7 BUCKET 8 BUCKET 9 BUCKET 10 BUCKET 11 BUCKET 12
THE THE THE THE THE THE THE

PAI N & PLEASURE & BUSINESS TACTICAL ROOT CURRENT FUTURE
PERCEIVED PERCEIVED PROBLEM PROBLEMS CAUSES IMPACTS IMPACTS
PAIN PLEASURE
…WHICH FOR THE MOST PART, ARE TRIGGERS THAT:

YOU BOTH CAN AFFECT , & AFFECTING THEM ISN’T AT YOUR EXPENSE .
AND ALL YOU HAVE TO DO…

TO AFFECT THESE GREEN LIGHT TRIGERS …
IS TO DIAGNOSE THINGS, THAT THE BUYER

DIDN’T KNOW ABOUT. O!
THE 12 BUCKETS
OF TRIGGERS
A DEEPER DIVE
BY FLIP THE SCRIPT
INSPIRED BY
THE WORK OF:
THE
SOLUTION-CENTRIC
TRIGGERS
BUCKET 1
THE RESOURCES
THAT THE SOLUTION REQUIRES
THE ASPECT: THAT THE …THE DIRECTION: THAT

CURRENT OR FUTURE EVENT THE EVENT MUST AFFECT
IS AFFECTING… THE ASPECT… IN ORDER TO
TRIGGER A BUYER, TO BUY.
The Level of Ease: Currently, to 'solve' the Master Problem.
1 The Level of Ease: In the future, to 'solve' the Master Problem. (If they don't 'solve' it today)
The Level of Ease: Overall, to 'solve for' the Master Problem. (If they start 'solving for' it right now)
The Amount of Time: That it would take currently, to 'solve' the Master Problem.
The Amount of Time: That it would take in the future, to 'solve' the Master Problem. (If they don't 'solve' it today)
2
The Amount of Time: That it would take overall, to 'solve for' the Master Problem. (If they do start 'solving for'
it right now)
The Amount of Time: That the prospect would need to invest currently, to 'solve' the Master Problem.
The Amount of Time: That the prospect would need to invest in the future, to 'solve' the Master Problem.
3 (If they don't 'solve' it today)
The Amount of Time: That the prospect would need to invest overall, to ‘solve for' the Master Problem.
(If they do start 'solving for' it right now)
The Amount of Resources: That the prospect would need to invest currently, to 'solve' the Master Problem.
The Amount of Resources: That the prospect would need to invest in the future, to 'solve' the Master Problem.
The Amount of Resources: That the prospect would need to invest overall, to 'solve for' the Master Problem.
The Amount of Money: That the prospect would need to spend currently, to 'solve' the Master Problem.
The Amount of Money: That the prospect would need to spend in the future, to 'solve' the Master Problem.
The Amount of Money: That the prospect wouldneed to spend overall, to 'solve for' the Master Problem.
The Amount of Money: That the prospect would need to spend with YOU currently, to 'solve' the Master Problem.
The Amount of Money: That the prospect would need to spend with YOU in the future, to 'solve' the Master Prob-
6 lem. (If they don't 'solve' it today)
The Amount of Money: That the prospect would need to spend with YOU overall, to 'solve for' the Master Problem.
(If they start 'solving for' it & buy from you right now)
The Amount of Money: That the prospect would need to spend with YOU currently, in comparison to other alternatives.
The Amount of Money: That the prospect would need to spend with YOU in the future, in comparison to other
7 alternatives. (If they don't buy from you, today)
The Amount of Money: That the prospect would need to spend with YOU overall, in comparison to other
alternatives. (If they do buy from you & start 'solving for' the Master Problem right now)
LEGEND OF THE TRIGGER TYPE
TRIGGER TYPE 1 TRIGGER TYPE 3

Triggers that ARE at the seller’s expense. Triggers that a seller CAN’T affect.
BUCKET 2
THE AVAILABILITY OF THE RESOURCES

THAT THE SOLUTION REQUIRES

The Amount of Time: That the prospect has left to 'solve' the Master Problem.
1
The Amount of Time: That the prospect has left to start 'solving for' the Master Problem.
The Amount of Time: That the prospect has available currently, to 'solve' the Master Problem.
The Amount of Time: That the prospect has available in the future, to 'solve' the Master Problem.
The Amount of Time: That will become available to the prospect in the future, to 'solve' the Master Problem.
The Amount of Resources: That the prospect has available currently, to 'solve' the Master Problem.
The Amount of Resources: That the prospect has available in the future, to 'solve' the Master Problem.
The Amount of Resources: That will become available to the prospect in the future, to 'solve' the Master Problem.
The Amount of Money: That the prospect's company has available to spend currently.
The Amount of Money: That the prospect's company will have available to spend, in the future.
4 (If they don't spend it today)
The Amount of Money: That will become available in the future, for the prospect's company to spend.
The Amount of Budget: That the prospect's department has available to spend currently.
The Amount of Budget: That the prospect's department will have available to spend, in the future.
5 (If they don't spend it today)
The Amount of Budget: That will become available in the future, for the prospect's department to spend.
The Amount of Budget: That the prospect's department has available to spend on this project currently.
The Amount of Budget: That the prospect's department will have available to spend on this project,
6 in the future. (If they don't spend the budget, today)
The Amount of Budget: That will become available in the future, for the prospect's department to
spend on this project.
TRIGGER TYPE 3
Triggers that a seller CAN’T affect.
BUCKET 3
THE RAMIFICATIONS
OF CHOOSING THE WRONG SOLUTION

The Amount of Internal Credibility: That the prospect will lose, if the Solution they choose
doesn't 'solve' the Master Problem correctly.
The Amount of Negative Impact: That the prospect's role & team will incur, if the Solution they choose
1
The Amount: That the prospect’s Pain & Business Problem will increase, if the Solution they choose
The Amount of Time: That will pass & the prospect will lose deploying the first Solution, if it
The Amount of Remaining Resources: That the prospect will have left to deploy another Solution,
if the first one doesn't 'solve' the Master Problem.
2
The Amount of Remaining Resources: That the prospect will have left to purchase another Solution,
if the first one doesn't 'solve' the Master Problem.

Triggers that ARE at the seller’s expense. Triggers that a seller CAN’T affect.
BUCKET 4
THE EFFICACY
OF THE SOLUTION ITSELF

The Amount of Time: That a Solution will be available.
1 The Amount of Time: That a Solution will be available at a given price.
The Amount of Time: That a Solution will still be effective, in 'solving' the Master Problem.
The Size of the Master Problem: That a Solution can 'solve' currently.
2
The Size of the Master Problem: That a Solution can 'solve', in the future. (If they don't 'solve' it today)
The Amount of Business Problems: That a Solution can 'solve' currently.
The Amount of Business Problems: That a Solution can 'solve', in the future. (If they don't 'solve' them today)
3
The Size of the Business Problem: That a Solution can 'solve' currently.
The Size of the Business Problem: That a Solution can 'solve', in the future. (If they don't 'solve' it today)
The Amount of Tactical Problems: That a Solution can 'solve' currently.
The Amount of Tactical Problems: That a Solution can 'solve', in the future. (If they don't 'solve' them today)
4
The Size of the Tactical Problem: That a Solution can 'solve' currently.
The Size of the Tactical Problem: That a Solution can 'solve', in the future. (If they don't 'solve' it today)
The Amount of Root Causes: That a Solution can 'solve' currently.
The Amount of Root Causes: That a Solution can 'solve', in the future. (If they don't 'solve' them today)
5
The Size of the Root Cause: That a Solution can 'solve' currently.
The Size of the Root Cause: That a Solution can 'solve', in the future. (If they don't 'solve' it today)

Triggers that a seller CAN affect — Triggers that a seller CAN’T affect.
& that AREN’T at the seller’s expense.
BUCKET 5
THE PROSPECT’S EFFICACY

USING THE SOLUTION

The Overall Likelihood: That the prospect will be able to 'solve' the Master Problem, at all.
The Overall Likelihood: That the prospect is able to ‘solve’ the Master Problem, at this point in time.
1
The Overall Likelihood: That the prospect will be able to 'solve' the Master Problem, in the future.
(If they don't 'solve' it today)
2 The Prospect's Level of Assurance: That using your Solution will actually 'solve' the Master Problem, correctly.
TRIGGER TYPE 2
Triggers that a seller CAN affect —
BY FLIP THE SCRIPT
INSPIRED BY
THE WORK OF:
THE
DIAGNOSTIC-CENTRIC
TRIGGERS
BUCKET 6
THE PAIN & PERCEIVED PAIN

The Initial Creation: Of a new Pain.
1 The Overall Level: Of Pain, currently being experienced.
The Total Number: Of Pains, and the overall level of combined Pain.
The Overall Likelihood: That the Pain will persist, in the future. (If they stay as is)
2
The Overall Likelihood: That the level of Pain will increase, in the future. (If they stay as is)
The Initial Detection: Of a newly Perceived Pain.
3 The Overall Level: Of a currently Perceived Pain.
The Total Number: Of Perceived Pains, and the overall level of combined Perceived Pain.
The Overall Likelihood: That the Perceived Pain will become an actual Pain, in the future. (If they stay as is)
4
The Overall Likelihood: That the level of Perceived Pain will increase, in the future. (If they stay as is)

BUCKET 7
THE PLEASURE & PERCEIVED PLEASURE

The Initial Creation: Of a new Pleasure.
1 The Overall Level: Of Pleasure, currently being experienced.
The Total Number: Of Pleasures, and the overall level of combined Pleasure.
The Overall Likelihood: That the Pleasure will continue to occur, in the future. (If they stay as is)
2
The Overall Likelihood: That the level of Pleasure will decrease, in the future. (If they stay as is)
The Initial Detection: Of a newly Perceived Pleasure.
3 The Overall Level: Of a currently Perceived Pleasure.
The Total Number: Of Perceived Pleasures, and the overall level of combined Perceived Pleasure.
The Overall Likelihood: That the Perceived Pleasure will become an actual Pleasure, in the future. (If they stay as is)
4
The Overall Likelihood: That the level of Perceived Pleasure will decrease, in the future. (If they stay as is)

BUCKET 8
THE BUSINESS PROBLEMS

The Initial Creation: Of a new Business Problem.

1
The Overall Likelihood: That the Business Problem will continue to exist, in the future. (If they stay as is)
The Overall Size: Of the Business Problem, currently.

2
The Overall Likelihood: That the Size of the Business Problem will increase, in the future. (If they stay as is)
The Overall Frequency: That the Business Problem occurs, currently.

3
The Overall Likelihood: That the frequency that the Business Problem occurs, will increase in the future.
(If they stay as is)
4 The Total Number: Of Business Problems that need to be 'solved', currently.
TRIGGER TYPE 2
BUCKET 9
THE TACTICAL PROBLEMS

The Initial Creation or Detection: Of a new Tactical Problem.
1 The Overall Likelihood: That the Tactical Problem will continue to cause the Business Problem to exist.
The Overall Size: Of the Tactical Problem, currently.

2
The Overall Likelihood: That the Size of the Tactical Problem will increase, in the future. (If they stay as is)
The Overall Frequency: That the Tactical Problem occurs, currently.
3 The Overall Likelihood: That the frequency that the Tactical Problem occurs, will increase in the future.
4 The Total Number: Of Tactical Problems that need to be 'solved', currently.
TRIGGER TYPE 2
BUCKET 10
THE ROOT CAUSES

The Initial Creation: Of a new Root Cause, that subsequently causes a Tactical Problem, Business Problem,
& Master Problem to exist.
1
The Initial Detection: Of a Root Cause, where the new knowledge of the Root Cause mobilizes the buyer
to 'solve for' an already known Master Problem.
The Total Number: Of Root Causes that need to be changed, in order to 'solve' the Business Problem.
(And the subsequent Master Problem)
2
The Total Number: Of Root Causes that when they are changed in a way that 'solves' the primary
Business Problem, they will also 'solve' a separate Business Problem or Tactical Problem. (by default)
The Overall Likelihood: That the Root Causes can actually be changed in the way that’s required,
to ‘solve’ the Business Problem.
The Overall Likelihood: That if the Root Causes are changed in the way that the prospect desires,
3 it will actually 'solve' the Business Problem.
The Prospect's Level of Assurance: That they are able to change the Root Causes in the way that’s required,
to ‘solve’ the Business Problem.
TRIGGER TYPE 2
BUCKET 11
THE CURRENT IMPACTS

NEGATIVE: CURRENT IMPACTS
The Initial Creation or Detection: Of a new Negative: Current Impact.
The Overall Size: Of a known Negative: Current Impact.
1 The Total Number: Of Negative: Current Impacts, and the overall level of combined Negative: Current Impacts.
The Overall Likelihood: That the Negative: Current Impact will continue or worsen, in the future. (If they stay as is)
The Overall Likelihood: That the Negative: Current Impact will truly be alleviated, if they 'solve' the Master Problem.
POSITIVE: CURRENT IMPACTS
The Initial Creation or Detection: Of a new Positive: Current Impact.
The Overall Size: Of a known Positive: Current Impact.
2 The Total Number: Of Positive: Current Impacts, and the overall level of combined Positive: Current Impacts.
The Overall Likelihood: That the Positive: Current Impact will continue or increase, in the future. (If they stay as is)
The Overall Likelihood: That the Positive: Current Impact will truly be sustained, if they 'solve' the Master Problem.
TRIGGER TYPE 2
BUCKET 12
THE FUTURE IMPACTS

NEGATIVE: FUTURE IMPACTS
The Initial Detection: Of a new Negative: Future Impact.
The Overall Size: Of a known Negative: Future Impact.
1 The Total Number: Of Negative: Future Impacts, and the overall level of combined Negative: Future Impacts.
The Overall Likelihood: That the Negative: Future Impact will actually occur, in the future. (If they stay as is)
The Overall Likelihood: That the Negative: Future Impact will truly be avoided, if they 'solve' the Master Problem.
POSITIVE: FUTURE IMPACTS
The Initial Detection: Of a new Positive: Future Impact.
The Overall Size: Of a known Positive: Future Impact.
2 The Total Number: Of Positive: Future Impacts, and the overall level of combined Positive: Future Impacts.
The Overall Likelihood: That the Positive: Future Impact will occur, in the future. (If they stay as is)
The Overall Likelihood: That the Positive: Future Impact will truly be inherited, if they 'solve' the Master Problem.
TRIGGER TYPE 2
SO,
THE PUNCHLINE
IS…
DIAGNOSE STUFF, THAT
THE BUYER DOESN’T KNOW ABOUT. O! O!
FIN.

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DIAGNOSTIC

1 NEWTON’S FIRST LAW OF SALES-INERTIA…

2 THE 2 THINGS, THAT NEWTON’S LAW

3 THE 3 TYPES OF TRIGGERS

4 THE 12 BUCKETS OF TRIGGERS

5 THE SOLUTION-CENTRIC TRIGGERS

BUCKET 1 THE RESOURCES : THAT THE SOLUTION REQUIRES

BUCKET 2 THE AVAILABILITY OF RESOURCES : THAT THE SOLUTION REQUIRES

BUCKET 3 THE RAMIFICATIONS : OF CHOOSING THE WRONG SOLUTION

BUCKET 4 THE EFFICACY : OF THE SOLUTION

BUCKET 5 THE PROSPECT’S EFFICACY : IN USING THE SOLUTION

6 THE DIAGNOSTIC-CENTRIC TRIGGERS

BUCKET 6 THE PAIN & PERCEIVED PAIN

BUCKET 7 THE PLEASURE & PERCEIVED PLEASURE

BUCKET 8 THE BUSINESS PROBLEMS

BUCKET 9 THE TACTICAL PROBLEMS

BUCKET 10 THE ROOT CAUSES

BUCKET 11 THE CURRENT IMPACTS

BUCKET 12 THE FUTURE IMPACTS

7 SO, THE PUNCHLINE IS…

NEWTON’S 1ST LAW OF SALES-INERTIA…

AND AN OBJECT IN MOTION, STAYS IN MOTION.

AND AN OBJECT AT REST, STAYS AT REST.

UNLESS ENACTED UPON, BY AN OUTSIDE FORCE.

AN OUTSIDE FORCE LIKE…

It’s extremely likely:

A DECREASE in the BUDGET: That’s left to solve

— You prognosing a FUTURE IMPACT:

— You diagnosing a CURRENT-EVENT TRIGGER:

— You prognosing a FUTURE-EVENT TRIGGER:

STRENGTHENING THEIR BELIEF: That they CAN solve

STRENGTHENING THEIR BELIEF: That you WILL help them

ATTRACTING BUYER INTENT

Is trying to attract prospects:

Who ALREADY KNOW that they have a PROBLEM…

CREATING BUYER INTENT

Is “creating” NEW BUYER INTENT, out of thin air…

So, they suddenly have NEW BUYER INTENT…

That you’ve created…

BY DIAGNOSING THINGS, THAT THEY

THE 3 TYPES OF TRIGGERS

THERE ARE 2 FACTORS AT PLAY, WHEN IT COMES TO TRIGGERS.

CAN THE SELLER IS THE TRIGGER,

AND WITH THESE 2 FACTORS…

TRIGGER TRIGGER TRIGGER

Triggers that Triggers that Triggers that

THE 12 BUCKETS OF TRIGGERS

THE SOLUTION-CENTRIC TRIGGERS

A CURRENT EVENT OR FUTURE EVENT THAT AFFECTS…

THE THE THE THE THE

WHICH FOR THE MOST PART, ARE TRIGGERS THAT:

THE DIAGNOSTIC-CENTRIC TRIGGERS

A CURRENT EVENT OR FUTURE EVENT THAT AFFECTS…

THE THE THE THE THE THE THE

…WHICH FOR THE MOST PART, ARE TRIGGERS THAT:

AND ALL YOU HAVE TO DO…

IS TO DIAGNOSE THINGS, THAT THE BUYER

A CURRENT EVENT OR FUTURE EVENT THAT AFFECTS…

THE ASPECT: THAT THE …THE DIRECTION: THAT