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Two Tall Guys Talking Sales

Two Tall Guys Talking Sales

著者： Kevin Lawson and Sean O'Shaughnessey
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"Two Tall Guys Talking Sales," where Sean O'Shaughnessey and Kevin Lawson discuss a single sales topic. Kevin and Sean together have about 60 years of experience in professional selling. This podcast helps people in sales, sales leadership, and business leadership or company owners realize the maximum value of their company by improving their revenue generation capability. This podcast is designed to help those people enhance their companies' sales management practices, methodologies, processes, teams, and messaging. Sean O'Shaughnessey and Kevin Lawson are Fractional Vice Presidents of Sales. They operate their own companies separately but have partnered for this podcast to advise salespeople and SMB companies on successful strategies and methodologies. Kevin is the CEO of Lighthouse Sales Advisors. Lighthouse Sales Advisors is a sales leadership solution provider for small businesses. Lighthouse helps business owners navigate the potential pitfalls around sales growth, sales turnaround, or scaling up by leveraging sales acumen and decades of experience to build effective sales teams. https://www.lighthousesalesadvisors.com/ Sean is the CEO of New Sales Expert. He helps company owners realize the maximum value of their company by improving their revenue generation capability. He helps owners enhance their sales management, methodologies, processes, teams, and messaging.2024 マネジメント マネジメント・リーダーシップ 経済学
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  • Stop Chasing More Leads: Turn Your Quote Backlog Into Revenue

    Stop Chasing More Leads: Turn Your Quote Backlog Into Revenue
    2026/09/22
    Sales organizations often assume that revenue growth starts with finding more leads. Kevin Lawson and Sean O'Shaughnessey challenge that assumption in this episode of Two Tall Guys Talking Sales. For manufacturers, distributors, and other B2B companies that generate a high volume of quotes, substantial revenue may already sit in the existing pipeline—buried under unanswered proposals, unclosed opportunities, and customers whose buying behavior has never been analyzed. Kevin and Sean break down how disciplined sales management, internal service-level agreements, quote follow-up, and wallet-share analysis can turn an overlooked quote backlog into a practical revenue generation strategy. Key Topics Discussed Sometimes You Don't Need More Leads—You Need to Manage the Ones You Have — 01:01 Before spending more money on lead generation, examine the opportunities already sitting inside the business. Existing customers and prospects have already raised their hands, requested pricing, or engaged with the sales process. Sean explains why even modest improvements in follow-up and wallet share can create meaningful sales success without adding another prospect to the top of the funnel. The issue may not be lead volume. It may be sales process discipline. Sending a Quote vs. Presenting a Quote — 02:21 Not every quote deserves the same sales strategy. A simple transactional request may warrant sending pricing and establishing a follow-up reminder. A larger opportunity involving a buying committee, multiple stakeholders, or a more complex decision should be handled very differently. Sean argues that sellers should present significant proposals rather than merely emailing them, using the conversation to reinforce value selling, business impact, and the reasons the customer should choose their company. Most importantly, the AE should leave that conversation with the next meeting already scheduled. Build Internal SLAs Around Quote Response and Follow-Up — 05:09 Kevin challenges sales leaders to establish clear internal service-level agreements for quote handling. How quickly should an inbound request be acknowledged? When should the salesperson respond? At what dollar value does a quote require a presentation instead of an email? When should operations, delivery, or finance become involved? These rules create measurable sales processes instead of relying on individual habits. With CRM, email, and phone activity connected through the sales tech stack, leaders can measure response time, conversion, staffing requirements, pipeline velocity, and coaching opportunities rather than managing by anecdote. Stop Being a Quote Factory: Measure the Cost of Customers Who Rarely Buy — 08:43 One of Kevin's favorite measurements exposes a hidden revenue management problem: customers who consume enormous quoting resources but rarely purchase. He describes a client whose supposedly valuable customer requested roughly 30 quotes per day, each requiring about 15 minutes of work, while converting only a tiny percentage into orders. That data changed the conversation. Instead of assuming the account was valuable because it was active, leadership could see the administrative burden it created and ask the customer how the supplier could become a stronger vendor partner. This is exactly the kind of analysis that can expose opportunities to reduce non-selling activities while improving revenue. Use Quote Win Rates to Estimate Wallet Share and Find Growth Opportunities — 10:52 Many companies cannot answer a basic account-management question: what percentage of the customer's category spend do we actually receive? Sean builds on Kevin's example to show how quote activity can provide an important clue. If a customer asks for dozens of quotes but awards very few orders, competitors are probably capturing much of that spend. At the opposite extreme, if the company wins nearly every opportunity it receives but is never invited to quote other product categories, that can signal another kind of growth opportunity. Both conditions deserve deliberate account strategy from the VP of Sales or sales leader. Turn Quote Data Into Better Sales Leadership Decisions — 12:20 The objective isn't merely cleaner CRM data. Quote conversion patterns can tell a sales leader where coaching is needed, which customers deserve more attention, which accounts consume disproportionate resources, and where cross-sell opportunities may exist. That creates a more informed approach to enterprise sales and account development: identify the anomaly, understand why it exists, and decide what the sales team should do differently. Key Quotes Kevin Lawson — 01:01 "Sometimes you don't need any more leads. Let that sink in. Sometimes you don't need more leads. Sometimes you need to do a better job of managing the ones you have." Sean O'Shaughnessey — 02:44 "There's a big difference between sending a quote and presenting a quote." Sean O'Shaughnessey — 03:42 "You do ...
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    18 分
  • Why Qualified B2B Deals Still Fall Apart: MEDDPICC, Economic Buyers, and Buying Committees

    Why Qualified B2B Deals Still Fall Apart: MEDDPICC, Economic Buyers, and Buying Committees
    2026/09/15
    Filling every box in MEDDPICC does not mean you actually understand the deal. In this episode of Two Tall Guys Talking Sales, Kevin Lawson and Sean O'Shaughnessey dig into one of the most dangerous problems in B2B sales: confidently believing you have identified the economic buyer, decision process, decision criteria, and business impact—only to discover late in the cycle that your assumptions were wrong. From complex deals and buying committees to stalled proposals and hidden influencers, Sean and Kevin explain why qualification is not a CRM exercise. It is an ongoing discipline that demands business acumen, better questions, and the willingness to challenge what you think you know. Key Topics Discussed MEDDPICC Is Only as Good as the Answers You Put Into It — 00:23 Sean explains why qualification frameworks such as MEDDPICCC, BANT, and SPICED can create false confidence. Completing the fields is not the same as validating them. In Enterprise Sales and other complex deals, getting one critical assumption wrong—especially the economic buyer or decision process—can derail the entire opportunity. The Economic Buyer vs. the Person Managing the Budget — 04:59 Kevin explores the distinction between someone who manages a budget and someone who can actually authorize a purchase. Using examples ranging from fleet fuel to professional services, he shows why strong sales strategies require follow-up questions about authority, contracting, procurement, and how decisions actually get made. Discovery Does Not End When the CRM Stage Changes — 08:20 Sean challenges the conventional sales process assumption that discovery is an early-stage activity. Effective salespeople keep testing their assumptions throughout the opportunity. The goal is to continually verify that the information remains accurate as the buying committee and deal evolve. Follow the Business Impact to Find the Real Power — 08:58 The economic buyer may control the money, but the executive or department receiving the business benefit can have enormous influence over the purchase. Sean explains how metrics such as reduced selling time, increased deal size, lower supply-chain costs, or stronger ROI can show which stakeholders need to join the conversation. This is where value selling and business acumen become essential. When the Deal Stalls, Reopen Qualification — 12:05 A proposal has been sent. A week passes. Then another. Silence. Kevin explains why being ghosted should trigger a review of the opportunity rather than another generic follow-up email. Reassess the person, the impact, and the decision process—and have the courage to admit that you may have missed something. Getting Better Sales Coaching Outside the Forecast Call — 13:11 Sean discusses the value of having experienced salespeople and sales leaders available to challenge assumptions before a deal falls apart. For AEs, sales managers, and VPs of Sales, stronger coaching can improve qualification discipline, pipeline velocity, and ultimately sales success. Key Quotes Sean O'Shaughnessey — 01:16 "If you know the correct answer, you almost always will know if you can win the deal, if you will win the deal, and also if you shouldn't win the deal because you're not a good fit." Kevin Lawson — 07:41 "Mastering it can take a lifetime." Kevin compares professional selling to golf: the basic mechanics are easy to understand, but consistently executing the right sales processes and asking the next question takes years of disciplined practice. Sean O'Shaughnessey — 08:20 "Discovery happens throughout the sales process." That distinction matters. Discovery is not something you complete and leave behind. In complex B2B opportunities, every new stakeholder, metric, objection, and approval step can change your understanding of the deal. Kevin Lawson — 13:05 "Take the 30 seconds of courage and ask the question." Sometimes deal acceleration does not require another sales tool or a more sophisticated message. It requires asking the uncomfortable question that exposes what you missed. Additional Resources MEDDPICCC — A qualification methodology frequently used in Enterprise Sales and complex deals to examine metrics, the economic buyer, decision criteria, decision process, pain, champions, competition, and other critical elements of an opportunity. BANT — A simpler qualification framework focused on budget, authority, need, and timing. SPICED — Another structured approach to understanding customer situations, pain, impact, critical events, and decision-making. B2B Sales Lab — A community where sales professionals and sales leaders can discuss real opportunities, sales management challenges, sales strategies, and execution issues with other practitioners. Visit b2b-sales-lab.com. September 22 B2B Sales Lab Office Hours — Sean and Kevin invite listeners to attend this session without becoming a member, giving salespeople and sales leaders an opportunity to bring ...
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    18 分
  • Hit 120% of Quota: Manage Your Sales Territory Like a Business

    Hit 120% of Quota: Manage Your Sales Territory Like a Business
    2026/09/08
    What if the biggest obstacle to hitting your sales quota isn't your territory, your product, or even your competition, but the way you manage yourself? In this episode of Two Tall Guys Talking Sales, Kevin Lawson and Sean O'Shaughnessey challenge sales professionals to stop thinking only like employees and start managing their territories like businesses. They break down the numbers every seller should know, explain why CRM discipline directly affects sales success, and show how average deal size, selling effort, close rates, and opportunity quality should drive daily decisions. For B2B sellers who want stronger business acumen, better sales processes, faster pipeline velocity, and more predictable revenue, this episode offers a practical framework for becoming the manager your territory needs. Key Topics Discussed Being Your Own Sales Manager — Not Just Your Own Boss (00:00) Kevin and Sean draw an important distinction between thinking like a business owner and actually managing yourself like one. Sean introduces the idea of treating your sales territory as your own franchise: the company provides the products and infrastructure, but you are responsible for how effectively that territory produces revenue. That mindset changes sales management from something your VP of Sales does to you into something you actively do for yourself. Define What a Successful Day Looks Like Before It Starts (02:48) Before the first call, email, meeting, or prospecting activity, Sean argues that a salesperson should know exactly what must happen for the day to count as successful. Sometimes that means completing an important proposal or responding to customer questions. Other days require prospecting, building pipeline, or starting new conversations. Effective sales strategies start with consciously allocating limited time and attention to the activities that matter most. Know Your Numbers—and Manage Beyond 100% of Quota (03:56) Kevin connects strong sales management to systems and controls: the system determines how the work gets done, while the controls tell you whether it is working. Sellers should know their quota, compensation structure, average deal size, close rate, customer concentration, territory concentration, and other performance metrics. More importantly, Kevin makes the case for planning toward 120% of quota rather than 100%, because salespeople can't fully control when complex deals close. That buffer is risk management, not optimism. Understand the True Cost of Winning a Deal (07:01) Sean goes beyond average deal size and introduces the idea of the "average transaction"—the total selling effort necessary to create that deal. How many meetings were required? How much time did those meetings consume? Did the opportunity begin through a referral, inbound inquiry, networking connection, or cold prospecting? When sellers understand the actual investment required to generate revenue, they can begin making better ROI decisions about where their selling time belongs. If the current activity model mathematically cannot produce quota attainment, working harder is not the answer. The assumptions or sales processes need to change. CRM Data Hygiene as a Competitive Advantage (10:41) CRM administration is often treated as an annoying non-selling activity. Kevin challenges that assumption directly. Good CRM data helps sellers understand where deals stall, where they lose, how often opportunities convert from particular stages, and whether the next step actually advances the buying process. Better information creates better coaching, stronger opportunity qualification, and potentially significant sales productivity gains. In that sense, reducing sales administrative burden should never mean eliminating the information needed to manage the business intelligently. The Next Step Must Describe Progress—not Just Another Meeting (13:22) "Schedule another meeting" is not a meaningful next-step opportunity. A legitimate next step describes what needs to be accomplished: confirm several requirements before preparing a proposal, identify the economic buyer, re-scope the solution, or determine whether a proof of concept makes sense. That level of specificity creates accountability and helps sellers manage complex deals based on evidence, not enthusiasm. Key Quotes Kevin Lawson (00:00): "Being your own manager is not the same as being your own boss." Sean O'Shaughnessey (02:12): "You are a franchisee of your territory, selling those products… You own it. You need to run it." Kevin Lawson (05:50): "You should always be planning to exceed your quota, not just hit it, 'cause you're managing risk." Sean O'Shaughnessey (09:23): "If you cannot make your number by working hard and doing all the things correctly… then you gotta change some of those assumptions." Kevin Lawson (11:16): "If you're in the camp of saying, 'I don't wanna put information in my CRM,' you're gonna get outsold by your competition." Additional Resources B2B ...
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    17 分
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