THE Consultative Selling Edge (Part 3 of 4)

Just close your eyes and put yourself in the executive’s shoes. The senior-level executive’s world has changed considerably over the last several years (compliance, accountability, Sarbanes-Oxley, right-sizing). Never before in history have they been more personally accountable, under more pressure, had fewer resources, been busier, have higher expectations thrust upon them, and have less budget to work with. Bottom line is they need more help than ever and have less time than ever. What a frustrating situation to be in. Any time they spend they truly must view as an investment, where “return on time invested” is the key metric. The executive has to be very finicky and quick to judge about whom they grant access to their most valuable asset, their time.

With this picture of their world firmly implanted in your mind, now it’s time to use my favorite sales tool … a mirror. When you look in the mirror, as if you were that executive, would you view yourself as someone who would generate an acceptable “return on time invested”? Why or why not? This is the true acid test. If you can answer these questions in detail you have a much greater probability of winning that executive’s time. If not, it is highly likely that you will be quickly thrown under the bus and viewed as a quota-carrying salesperson. Ready? Here’s the test (good luck):

• Can you intelligently discuss your client's latest industry trends, specific to their vertical and their role in that vertical?
• Can you talk in language unique to the client's vertical market and their role?
• Do you understand what the executive's role is within his/her company? Overall responsibilities? What are the top 10 issues this role is currently dealing with? What keeps them awake at night? What are their hot buttons?
• How is this person measured? What gets them promoted/fired/bonuses?
• What other roles in the client's organization are impacted by the above issues and how?
• Can you build value for your solution that solves a current issue that executive is dealing with? If not, are you helping them find a solution that will address their issues ... even if the solution is not your company's?
• How often do you start your selling efforts at the executive level?
• Do you have overwhelming credibility early in the sales cycle?

Comments

[Anup Mody]

I think you're spot on with your ideas presented in The Consultative Selling Edge Parts 1-3. However, in order for sales people to develop the confidence and credibility in the executive suite, they must have hands-on business experience in a variety of disciplines. Of course, in most cases, this is not feasible or even possible. Simulations that actually have them "run" a virtual company provide an attractive option. Once they feel confident about their own understanding of business operations, sales people are more likely to succeed with senior management.