developing c-level
TRANSCRIPT
Why call at the ‘C’ Level?
Gain immediate access to decision-makers Obtain insight into the real issues Bypass your competitors who are not calling there Simplify the selling process: fewer people, fewer
levels and fewer steps Expedite introductions to the rest of the organisation Position yourself to sell broader and deeper
Today’s Business Environment
Implications:They’re looking for “partners” that: sell solutions, not just products
offer initiatives that will impact their business
understand how they measure business performance
Senior Executives stay involved throughout the buying process and their involvement is much greater
Knowing why your customer is buying at the senior level is more important than what you are selling
Being Comfortable, Confident and Credible with senior executives is now a minimum requirement for everyone involved in the sale
You MUST create value for these senior executives
So what does this mean to you?
How to Gain Access?
Direct Inside Support Referral
Telephone call
Letter
Meeting
Direct reports
Supporters/Coaches
Other departments
Consultants
Business partners
Customers
Research on Gaining Access to Senior Executives
Assuming your company was considering a major purchase,
how likely would you be to schedule a meeting with a salesperson if the request came from…
A recommendation from someone 16% 68% 16% 0%inside your company
Always Usually Occasionally Never
A referral from outside the company 8% 36% 44% 12%
A letter from a salesperson followed 4% 20% 40% 36%by a direct call
A direct telephone call from a 0% 20% 36%44% salesperson
Potential areas to establish “Why”
SPIN Territory Plan A/AA/AAA Opportunity Funnels / Deal Plan / M1-M6 / Pain Sheets Industry alignment/knowledge Partner alignment/knowledge Wisdom Thinking Iceberg Model
“Understand the clients perceived and unperceived needs, align your value proposition, then gain agreement to it’s value”
Understand the Business Unit Drivers
FinancialPressure
OperationalPressure
BusinessUnit
Manager
Customers
CompetitionBusiness Partners
Suppliers
Making, Selling, Delivering Products Right Skill Mix? Reorganize Regulatory
“Nightmare Competitors”
Niche Players Potential Threats
Satisfied Customers Delighted Customers Loyal Customers Retain Customer Base Grow the Customer Base
Revenue Cost Metrics of Industry Shareholder Equity Financial Analysts
Sell With Sell Through Impact “Co-opetition”
Quality JIT One Stop Shopping Share Information
Potential areas to establish “3C’s”
DISC Trust Rapoort Communication (4Mat, Presentation Skills, Framing) USP Product knowledge Call Plan
Questions that need to be addressed . . .
What’s the customers issue? What affect is it having on them? What are the consequences or payback? How can you assist?
Developing Your Value Proposition
#1 Value Defining the goal
#2 Alignment = CollaborationTo do the right things right, you must first know what the right things are
#3 Governance and FundingGuiding them in to value
#4 Business IntegrationBridging the gap
#5 IT SourcingWhat to hold close. And what to send where
From Technology Steward to Business Leader
From Technology Steward to Business Leader
#6 Performance MeasuresIf it’s not worth measuring, its not worth doing
#7 Security and RiskFast, cheap and secure (pick only two?)
#8 IT and the LawCompliance matters
#9 Growing TalentEmployers of Choice have their choice of employees
#10 Beyond Customer ServiceDifferentiated services to high-value customers
Executive Dialogue
Introduction
Product/Service
Technical
In-depth
Standard
Operations
Value
Action
Outline for Executive Dialogue
Executive
Purpose
Business oriented
Conceptual
Succinct
Tailored to the executive
Who are you?
What can you do for us?
What do you want me to do?
Why are you calling me?
“Chunk-ing” of the Value Proposition
Dept
Account
Industry
Market
Elevator Speech
(10 - 15 seconds)
Supporting
Information
(30 seconds)
Executive Summary
What we Get from Selling to ‘C’ Level
Close sales faster Gain competitive advantage Become a “Trusted Advisor” Gain greater access to the organisation Increase repeat business Improve revenue-to-selling cost ratios and bottom-
line results
What we have? What are the Gaps?
Gaining AccessWe don’t actively reference sell and need to build a plan
Why are they BuyingWe have all the tools of the trade, trick is in execution plan
Comfortable, Confident and CredibleWe have all the tools of the trade, trick is in execution plan
"Life is like riding a bicycle. To keep your balance, you must keep moving."