Timothy Riesterer's Blog, page 25

Sales Playbooks That Work the Way Salespeople Work

“There are good playbooks, and there are bad playbooks.”

That was the simple but provocative thought behind the conversation Eric Nitschke, managing director at Corporate Visions, had with Howard Kamimoto of NetApp and Jay Costello of NACCO. The three shared a few best practices for sales playbooks in a sales enablement breakout session at Conversations That Win. Here are some of the most important guidelines they touched on for creating not only good, but great playbooks:

Align content to important selling activities — A sad but true fact is that 9 out of 10 initial sales calls fail. And it’s not necessarily because of bad salespeople—it’s because sales people aren’t having the right conversations. Sixty-three percent of sales training is focused on products, but an upfront conversation about features and benefits usually isn’t good enough to break the ice with a prospective buyer. Instead, salespeople should have “opportunity creation” conversations that include business-selling stories. This will enlighten the prospect about an unknown challenge, and then describe how it can be solved with your solutions.
Match content to conversations — Content is only useful to your sales team if it’s packaged right. It must be accessible, digestible, and timely, and the perfect way to do that is with sales playbooks. They allow your sales people to find and leverage content that will resonate with the target audience.
Improve sales skills while telling a different story — One of the hardest things to do is getting salespeople to make customers the heroes. Most sales conversations are about how “we can do this for you” rather than how “you can do this with our product”. This subtle change in language shifts the salesperson into the customer’s world and gives them the credibility needed to continue the conversation.

“Getting (More of) What You Want”: Five Tips for Better Negotiations

Margaret Neale and Thomas Lys, professors at Stanford and Northwestern, respectively, and authors of “Getting (More of) What You Want,” keynoted the final morning of Conversations That Win. Below are five negotiation nuggets from their presentation:

Set an aspiration – If you’re going to get more of what you want, you have to have an aspiration, i.e., an optimistic assessment of what you could achieve in a given negotiation. This is necessary due to a simple but powerful psychological process, distilled in the following maxim: Expectations drive behavior. If you’re just focusing on your safety net—your worst possible outcome—that’s where your deal will probably end up.


Don’t just negotiate the easy stuff first – Most people take an issue-by-issue approach in negotiations, usually electing to address the simple issues first and the harder ones later. This isn’t a good strategy, and that’s because, according to Neale and Lys, it’s related to a particularly insidious problem: Assuming your counterpart’s easy issues are also yours. Negotiations are seldom symmetrical. If you’ve solved all your easy issues and all your counterpart’s hard issues first, then you’re going to be left with little leverage later to solve your hard problems favorably.


Don’t reveal your bottom line – And don’t ask for it either. It’s neither a good question to ask nor a good one to answer. Rather than posing this question to a prospect, which usually elicits a bad faith answer anyway, you should aim to triangulate their bottom line by determining what alternatives they have if you don’t strike an agreement. From this information, you’ll be able to extrapolate that number and avoid the bottom line dialogue.


Don’t agree unequivocally to sub-agreements – This is the negotiator’s equivalent of “crossing the Rubicon, and needless to say, it’s not advisable crossing back to the other side. Revisiting a sub-issue that your counterpart thought was resolved comes across as an aggressive tactic, one that could potentially alienate them and put the kibosh on your deal. So, instead of agreeing to an issue you might need to renegotiate later, agree tentatively to each chunk as they come. According to Lys and Neale, the only time you should say “yes” is when agreeing to the entire package.


Include different types of issues in sub-packages – When bundling in negotiations, you need to include at least three issues. These issues should be a combination of “zero sum” issues (distributive)—where one side wins and the other loses—and issues where there is asymmetry in preferences (integrative).

A Method(ology) to the Madness: Three Takeaways

Leslie Talbot, VP of Content at Corporate Visions, opened the Demand Generation track at Conversations That Win, leading a session on implementing a marketing framework. Here are three key takeaways from her session, “A Method(ology) to the Madness”:

Close the Gap — In most cases, demand generation and sales enablement assets are created in siloes, with minimal or non-existent coordination between the teams. This lack of coordination leads to a “conversion gap” between marketing and sales, creating leads that salespeople can’t convert. To bridge the conversion gap, you need to tell a story that connects the dots between the sales-directed conversation and the demand generation campaign that drew their interest in the first place.


Feed the Beast — Here’s the sad truth about content: It’s a beast, and like any beast, it needs to be fed. In other words, to keep your prospects engaged, you need to keep generating high-quality content and messaging that rises above the noise and activates intent. This wouldn’t be such a problem if your market were a static thing. Unfortunately, it’s not—you have new competitors to contend with, new solutions to launch, new strategies and initiatives to roll out. A marketing methodology, backed by a Conversation Roadmap, helps add stability to a world that’s always in flux, ensuring that marketing and sales are in harmony no matter how much your message evolves.


Develop a Distinct Point of View – A unique messaging framework starts with a targeted conversation profile that helps you identify your prospect’s desired business outcomes, and what trends and changes exist that might prevent them from realizing them. This gives you the foundation to introduce them to their unconsidered needs—i.e. problems or missed opportunities in their status quo situation that they aren’t aware of. You can then map these unconsidered needs to your unexpected strengths, generating the unexpected urgency and uniqueness you need to topple the status quo.

Insights: Four Types, Four Takeaways

What better way to kick off a marketing and sales conference than with a workshop on one of the more misunderstood buzzwords of recent years?

Yep, we’re talking about insights.

There’s a broad consensus among marketers and salespeople that insights are good; less clear is what actually makes for a good insight.

The rising popularity of insights-based selling has overshadowed that second part: What actually constitutes a good insight? What insights compel prospects and customers to take action? What makes them consider doing something new?

To get more precise about insights, Tim Riesterer, chief strategy and marketing officer at Corporate Visions, broke them down Monday afternoon into four discrete categories:

Anecdotal — Typically created in-house, these insights deal with tactical, day-to-day issues like best practices or lessons learned.
Authoritative — Insights in this category incorporate the work of credible third-party sources like industry analysts.
Current — These insights are founded on original, company-generated research and surveys.
Visionary — These insights take in-house, original research a step further by trying to define what’s next.

With these insight categories as the conversational backdrop, here are four takeaways from Tim’s insights workshop to keep in mind:

Eighty-one percent of companies say they use an insights-based approach, according to Corporate Visions research. Considering the commoditization of this approach, companies need to be thinking about what they can do to guarantee their insights aren’t causing them to sound like their competitors.
According to a Corporate Visions survey, “anecdotal” insights appear more often in demand generation and sales enablement assets than any other insight category. Respondents, however, deemed these insights the least effective type for influencing positive selling outcomes.
Conversely, “visionary” insights, which according to the survey appear the least in marketing and sales content, are considered the most effective insight type for influencing buying decisions.
The most influential insights tell prospects something they don’t know about a problem or missed opportunity they didn’t know they had. This is called messaging to your prospects’ “unconsidered needs.” An insight in this vein is based on three components: 1) a surprising data point, 2) a disruptive perspective, and 3) a provocative question.

Great insights will reveal an inconsistency or uncertainty in the way a prospect’s doing something today. The more your insights tend to the “visionary” end of the continuum—i.e. the less used but most impactful—the better you’ll be at creating a distinct point of view and defeating the status quo.

Corporate Visions Hosts Sixth Annual ‘Conversations That Win’ B2B Marketing and Sales Alignment Conference

Exclusive Event Will Highlight Real-World Case Studies, Feature Best-Selling Author Shawn Achor and Deliver Visionary Research From Stanford and Northwestern University Professors

LARKSPUR, Calif. – August 17, 2015 – Corporate Visions, Inc., the leading marketing and sales messaging, content and skills training company, today announced its sixth annual “Conversations That Win” conference will be held at the Park Central Hotel in San Francisco from September 21-23, 2015. This year’s event will be intentionally capped at 500 attendees to create an intimate gathering of business-to-business (B2B) sales, marketing, sales enablement and training professionals that matches the exclusivity of the content to be presented. Attendees will learn from and network with some of the smartest Fortune 500 executives and thought leaders in the industry, who will share best practices on how to create winning customer conversations.

“Our conference is the only event in the B2B marketing and sales industry that is solely dedicated to customer conversations,” said Tim Riesterer, chief strategy and marketing officer at Corporate Visions. “Salespeople, marketers and training professionals are facing increasing competition, but have fewer resources than ever before to help them create the content and hone the skills needed to close more deals. This event will give them the confidence and the expertise to make a positive, lasting impression on their customers and prospects to help improve their bottom line.”

Continuing its reputation as a world-class event, the conference will feature a sensational line-up of sessions that will include:

Inspiring keynote speakers –

Shawn Achor, TED speaker and New York Times best-selling author of “The Happiness Advantage: Linking Positive Brains to Performance,” will discuss his research of top performers at Harvard, the world’s largest banks and Fortune 500 companies to teach attendees about positive psychology and how they can train their brains to be more positive at work and achieve greater success.
Margaret Neale, professor of organizational behavior at Stanford University, and Thomas Lys, professor of accounting information and management at the Northwestern School of Law, will discuss their new book “Getting (More of) What You Want,” which draws on the latest advances in psychology and economics to teach new negotiation strategies. All attendees will receive a complimentary copy of the book.


Real-life company case studies – Hear first-hand how senior-level sales and marketing executives from companies like CenturyLink, DDI, Intelsat, SAP, Thomson Reuters, United Rentals, Wiley and Wipro are creating the stories and developing the skills needed to have successful customer conversations.
Four compelling break-out tracks – Attendees can choose their desired conference track or mix and match sessions to best suit their business needs. This year’s tracks include: demand generation campaigns and content, sales enablement content and coaching, three value conversations in action, and technology ideas for enabling your strategies.
See Alcatraz by night – This year’s evening event will take place on Alcatraz. Attendees will enjoy food, music, drinks and dancing, while having the opportunity to network with the industry’s best and brightest visionaries at this historic landmark, which is rarely seen at night.

“We’ve conducted countless studies that reaffirm what we’ve been saying all along – impactful customer conversations are the most effective way to successfully differentiate yourself from the competition and avoid the no-decision trap,” continued Riesterer. “Rather than sell your own corporate story and brand messages, you need to tell customers their story – the one in which they are the heroes and they achieve success. This conference will provide attendees with the tools to help them break through the status quo barrier, stand out from the competition, capture market share and execute a more profitable sales strategy.”

All attendees will receive a complimentary copy of Corporate Visions’ new book called “The Three Value Conversations,” which is authored by Riesterer, Executive VP of Consulting Erik Peterson, VP of Consulting Conrad Smith and VP of Consulting Cheryl Geoffrion. Published by McGraw-Hill, the book is now available via amazon.combarnesandnoble.com, and contains actionable insights to help salespeople have better conversations with their customers and prospects. In conjunction with the book launch, Corporate Visions has also created an online self-assessment survey to help salespeople identify where their value conversations are strongest and where they might need work.

For a video recap of the 2014 event, click here: http://conference.corporatevisions.com/experience-2014/. To be one of the 500 attendees at this year’s event, register at http://cvi.to/1Fij5Df.

Corporate Visions Survey Reveals Only 13 Percent of Companies Use the Sales Pitch Approach They Believe to Be Most Effective

New Data Suggests Introducing ‘Unconsidered Needs’ First in a Sales Conversation is the Best Way to Differentiate Against the Competition, Yet the Majority of Companies Fail to Deliver

 LARKSPUR, Calif. – August 11, 2015 – Corporate Visions, Inc., the leading marketing and sales messaging, content and skills training company, today announced the results of a survey focused on sales pitch effectiveness. Polling more than 450 business-to-business (B2B) marketers and salespeople, the results revealed the challenges organizations face when it comes to differentiating against the competition, along with the types of pitch approaches that are believed to be the most unique and effective in closing more deals.

Most notably, the data uncovered that although nearly 41.5 percent of companies believe leading off a sales pitch with an “unconsidered need” – or a potential missed opportunity prospects or customers didn’t know they had – would differentiate them from the competition, only 13.8 percent of companies actually take this approach. Further supporting this data, only 17.6 percent of respondents feel their pitches are truly different from the competition, while a more substantial 47.7 percent felt their pitches are not focused on the right messages, making them a commodity.

“There’s a striking contradiction between what marketers and salespeople believe is the most effective pitch approach and what they actually do,” said Tim Riesterer, chief strategy and marketing officer for Corporate Visions. “It just goes to show you how hard it is to differentiate your story.”

Here is a detailed look at the survey results:

Respondents were asked what type of pitch they believe would be perceived as the most unique or different from most competitive pitches:

3 percent – Respond to known customer needs and then share company credentials.
7 percent – Respond to known customer needs but then introduce unique, “value-added” capabilities.
8 percent – Respond first to known customer needs, then introduce an “unconsidered need” or potential missed opportunity they didn’t know they had.
5 percent – Start by introducing an “unconsidered need,” and then respond to their originally identified needs.

Respondents were also asked which of the following sales pitches most accurately resembles their company’s actual customer presentations:

1 percent – Respond to identified needs of customers and then share company credentials.
7 percent – Respond to the identified needs of customers, then introduce unique, “value-added” capabilities.
5 percent – Respond first to the identified needs of customers, then introduce an “unconsidered need.”
8 percent – Start by introducing an “unconsidered need,” and then respond to their previously identified needs.

“More than 86 percent of companies create pitches that are different than what the largest percentage believe are the most effective. It’s a bit alarming to be aware of a better strategy – but not to use it,” Riesterer added. “We’ve found through our own scientific research that introducing an ‘unconsidered need’ first in a sales conversation increases messaging effectiveness and has a positive impact on attitude and choice. Both marketers and salespeople must take this approach to content and conversations if they want to successfully stand out with prospects and customers and increase their sales pipelines.”

Luck or Skill? What the Gambling Debate has to do With Your Value Conversations

By Melissa Hereford, VP of product marketing and sales enablement, Corporate Visions

Casinos: You either love ‘em or hate ‘em.

Some tout them as job producers, economic engines and consistent providers of flat-out good times. Others demonize them for fueling addictive behavior, preying on the vulnerable and driving up crime.

But, it turns out that the polarizing nature of casinos doesn’t end with just the proponents and naysayers. There’s even a growing divide within the gambling community itself between those attracted to games based on luck—think casino mainstays like slots and roulette—and those looking for skill to be a factor.

This divide is largely generational, according to a Planet Money report by David Kestenbaum, citing data that suggest only two percent of people playing slots are under 35.

While the virtue of luck may be on the downswing in the gambling world, it appears to be holding its ground in sales. Our latest survey, detailed in this infographic, found that many companies are essentially leaving their sales conversations to chance by failing to ensure their salespeople are proficient with their message. Polling more than 500 business-to-business marketers and sales professionals, we found that:

While 85 percent of respondents say their sales team’s ability to articulate value messages is the single most critical factor to closing deals…
Only 41 percent of companies ask their salespeople to practice their message using either stand-and-deliver or role-play scenarios. The rest have no expectation that salespeople will actually demonstrate proficiency with the story…
And, just 9 percent have any requirement to capture practice presentations on camera for coaching and certification purposes.

Like a big bet at the casino, there’s a whole lot riding on your sales conversations. So what can you do to ensure your team relies on skill instead of luck to communicate value? Here are some pointers to help your team excel at the three value conversations that appear in every sales cycle:

Tell a powerful “why change” story (Create Value): Telling a story that vividly and convincingly shows prospects why they should do something different is vital to defeating arguably your most staunch adversary—no, not your competitors, but your buyer’s status quo. By delivering the right types of insights, and by introducing prospects to their unconsidered needs , you’ll be able to topple the status quo while creating distance between you and the competition.


Make your business case (Elevate Value): Research firm IDC found that 80 percent of business-to-business decisions are made by decision makers with vice president or higher titles. Once you’ve got that ideal, executive-level buyer in front of you, you have to deliver a business value conversation—not a product presentation—that demonstrates the business impact of your solution, frees up the budget for an opportunity and justifies customer investment.


Exchange value—don’t give it away (Capture Value): Believe it or not, your pricing doesn’t just take a hit at the end of the sales cycle. In reality, the perceived value of your solution has been leaking out all along, as buyers ask for things (demos, early price concessions, meetings, etc.) and you give them away. A better approach: Try executing “ pivotal agreements, ” or milestones that you can use to exchange value as your deals advance. These agreements can give you leverage for preserving the value of your deals, and they’ll help protect your pricing from the value leaks that erode your margins.

With so much on the line, you’re going to need more than a little luck on your side. To guarantee that your team articulates value at the level you need it to, it’s going to come down to power of your skills—practiced, coached and certified by qualified messaging experts.

New Corporate Visions Book ‘The Three Value Conversations’ Now Available for Pre-Order

Bestselling Authors Join Forces to Provide Actionable Tips on How to Create, Elevate and Capture Customer Value at Every Stage of the Long-lead Buying Cycle

LARKSPUR, Calif., July 14, 2015 /PRNewswire/ — Corporate Visions, Inc., the leading marketing and sales messaging, content and skills training company, today announced the release of its most recent book to help salespeople have better conversations with their customers and prospects. Titled “The Three Value Conversations: How to Create, Elevate, and Capture Customer Value at Every Stage of the Long-Lead Sale,” the book will be released in mid-August 2015 and is now available for pre-order on amazon.com and barnesandnoble.com. To complement this book launch, Corporate Visions has also unveiled a complimentary online self-assessment survey to help salespeople identify where their value conversations are strongest and where they might need work.

Published by McGraw-Hill, “The Three Value Conversations” builds on the success of the company’s most recent bestselling book, “Conversations That Win the Complex Sale.” The new book is co-authored by four Corporate Visions experts – Chief Strategy and Marketing Officer Tim Riesterer, Executive VP of Consulting Erik Peterson, VP of Consulting Conrad Smith and VP of Consulting Cheryl Geoffrion – to provide actionable insights on how organizations can build a sales team that is adept at having the conversations needed throughout the buying cycle. Readers will be taken on yet another entertaining and informative sales journey based on extensive research and decades of combined experience from world-renowned sales and marketing experts.

Specifically, the book focuses on the following three essential customer conversations that salespeople must master to articulate deal-winning value:

The Differentiation Conversation – Creating value that breaks through the status quo and differentiates you from the competition.
The Justification Conversation – Elevating value to executive decision makers to create budget and a business case for a decision.
The Maximization Conversation – Capturing value by avoiding unnecessary discounting and expanding deal size.

“The ability of your reps to articulate value is what determines the success or failure of all your strategic plans, programs and product launches, regardless of how well-thought-out they may have been,” said Riesterer. “Actually getting your salespeople to excel at this crucial skill, however, is easier said than done. This book provides specific techniques and tools to help your reps create the buying vision, speak to the issues that matter to executive decision makers, and win more profitable deals.”

As an added bonus, Corporate Visions has partnered with the assessment and measurement experts at Beyond ROI to create a free online self-assessment survey that helps salespeople gauge their proficiency levels in the three value conversations that take place in every sales cycle. The information from this assessment will assist them in identifying which of their value conversations is strongest and where they might need work to help them close more deals faster.

For more information on “The Three Value Conversations” or to take the complimentary survey, please visit http://www.threevalueconversations.com. Pre-order your copy today from amazon.com or barnesandnoble.com.

Better Selling Through Learning Science

By Tim Riesterer, chief strategy and marketing officer, Corporate Visions, and Chanin Ballance, president and CEO, MobilePaks

It happens all too often: Salespeople leave a training session energized and motivated like never before to apply their new skills in the field. But then, just weeks later, they forget most of the skills and concepts they trained so diligently to learn. The results of this pattern are as predictable as they are damaging: skills erosion, low adoption and minimal behavior changes in the field.

However, the sales enablement solutions that attempt to address these issues focus overwhelmingly on getting salespeople content more efficiently without sufficiently taking into account two important things:

1. Even when the content resides in a single, authoritative repository that’s up-to-date and easily searched (and let’s be honest here, this is very much an ideal scenario), the fact remains that most of these repositories reside outside of the selling workflow, which interrupts sellers instead of keeping them in the selling context.

For example: If a seller is in the prospect record in the CRM and needs to refresh her memory on key messaging points, she’ll have to leave the CRM, navigate to the content repository, and then waste precious time locating what she needs. These losses in momentum may be small, but they add up rapidly and can end up eating away hours of selling time every week-decreasing seller productivity.

2. Once the seller has located the right piece of content, there’s every chance that it won’t actually help her in that moment—usually because it’s too long, too bulky, or too difficult to remember and use. Some tremendously useful assets, such as sales playbooks, contain wall-to-wall text that’s difficult to absorb and ultimately gets in the way of truly improving sales effectiveness.

Improving Both Productivity and Effectiveness

Solutions that stop skill erosion and reinforce training more effectively ideally need to integrate with the CRM and intelligently recommend coaching and guidance based on contextual data, as well as provide content that’s easy for sellers to learn, remember and use,  improving both productivity and effectiveness.

The true productivity gains lie with the ability to dynamically change content recommendations as the seller navigates to different prospects from different verticals (and occupying different stages in the sales cycle). This type of system provides minimal disruptions to the seller workflow: The content is right there, in the CRM, and sellers waste far less time searching.

Having content in the workflow isn’t just a productivity booster, it impacts effectiveness as well. Surroundings and context can provide useful cues for recall. Think of all the times you’ve walked to the kitchen to grab something, only to forget what it is when you get there-but remembering when you return to your chair, where you initially made the decision. Providing coaching and reinforcement in the selling workflow helps make the content stickier.

Content delivery is only one piece of the puzzle, however. The other piece is the content itself: how to make the content easier to learn, use and remember so sellers can more easily recall what they need and use it when it matters most. To that end, here are some basic content creation guidelines based on over a hundred years of research into how people learn, remember and use information.

Keep Things Short and Modular

Short-term memory capacity is pretty limited-so beware of overwhelming it. Breaking information into modules makes it easier for sellers to digest and write into long-term memory. Our recommendations:

1. Keep your content to what the average seller can reasonably complete in two to three minutes.

2. Avoid blocks of text longer than 150 words.

3. Add a point of interaction about every 45 seconds—a quick quiz, a flash card, or even a video.

Remind and Repeat

Reviewing information at spaced-out intervals-what’s known in learning science as “spacing”-is one of the most effective ways of improving recall. Having coaching and training refreshers available on-demand provides sellers with the means to refresh their memories as needed, boosting long-term memory retention.

Virtual Coach

Since skill erosion can undermine some of your most important training investments, inadequate skills reinforcement is a problem you can’t afford to ignore. And, thanks to Virtual Coach, a MobilePaks-powered platform from Corporate Visions, you no longer have to.

Corporate Visions’ Virtual Coach improves productivity by giving sellers the right reinforcement from right within the CRM platform or sales portal. Using the MobilePaks Guided Selling system, which intelligently predicts content and enablement support for sellers at each stage of a sale, Virtual Coach provides salespeople with situation-specific coaching content that’s presented in context and aligned to each selling or buying stage. Best of all, the content comes in bite-size chunks optimized for refreshing salespeople on the skills and concepts they need to gain mastery of the key conversations that happen throughout the buying cycle.

By prompting salespeople to use the techniques relevant to each deal stage, you’ll ensure your salespeople not only apply the skills you’ve invested in, but are also highly proficient with them. That will make low adoption and skills erosion a thing of the past. And, it will also get your reps one step closer to shining where it matters most: articulating value on purpose-not by accident-in front of prospects and customers.

Corporate Visions Introduces Power Insights Product to Help Companies Create Better Demand Generation and Sales Enablement Content

New Offering Gives Marketers the Ability to Develop Unique, Exclusive and Visionary Insights for Use in Campaigns and Customer Conversations

LARKSPUR, Calif. – June 30, 2015 – Corporate Visions, Inc., the leading marketing and sales messaging, content and skills training company, today announced the launch of Power Insights™, a new product designed to help companies develop original insights-based research for use in demand generation campaigns and sales conversations. As insights-based selling approaches become more popular, this new service will help companies generate and support their distinct point of view using defensible, exclusive industry research and supporting data.

The launch of Power Insights is a direct response to recent survey findings from Corporate Visions that polled 400 B2B industry professionals on their use of “insights” to shape marketing messages and sales conversations. The results found that “visionary” insights – which focus on positioning the company as a sage-like expert that defines both unconsidered and emerging needs in the market – were regarded as the most effective types of insights-based selling content. Shockingly, however, visionary insights were at the bottom of the list of content types these respondents are actually currently producing or feel comfortable creating.

With Power Insights, companies will be able to develop interesting and counterintuitive market data points and then interpret that information in a way that helps prospects see the need to change. When used in tandem with Corporate Visions’ Power Positioning messaging and tools development services, companies can not only develop their own visionary insights, but also turn them into marketing campaigns and sales enablement content that breaks the status quo bias and differentiates their solution from the competition.

“One interesting finding in our research is that many companies frequently use third-party data from analysts and similar sources to support their insights, but the information isn’t regarded as differentiating or powerful enough. This is largely because everyone in the industry can reference those same data points,” said Tim Riesterer, chief strategy and marketing officer for Corporate Visions. “To combat this, you must create differentiated messaging that delivers an unexpected urgency and compels your prospects to make a change. The new Power Insights product helps you develop the exclusive data points that support your distinct, provocative message and then turns them into legitimate insights from your company, instead of simply regurgitating the publicly available facts like the rest of the industry.”