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How to Crack the C-Suite Code in 2010: Secrets for Selling to the Top Selling to the C-Suite The Groundbreaking New Book  ...
Presentation Outcomes <ul><li>At the end of this presentation, you will be able to… </li></ul><ul><ul><li>Describe when ex...
Presentation Outcomes 10 years  |  500 CXOs  |  Cross-Industry  |  Cross-Cultural  Hewlett-Packard, University of North Ca...
Executive Involvement in the Buying Cycle Executive Involvement Steps in the Buying Cycle Early Middle Late A When and why...
Executive Involvement in the Buying Cycle Executive Involvement Steps in the Buying Cycle Measure Results Plan Implemen-ta...
Selling to the C-Suite “ I meet with professional salespeople because often they can offer me solutions that even people w...
Defining the Relevant Executive <ul><ul><li>Simply put, it’s the executive who stands to   gain the most   or   lose  the ...
Typical Client Organization <ul><li>Cultivating Client Relationships </li></ul><ul><ul><li>Who has the formal power for an...
Typical Client Organization Formal Power <ul><li>Cultivating Client Relationships </li></ul><ul><ul><li>Who has the formal...
Typical Client Organization Informal Power <ul><li>Cultivating Client Relationships </li></ul><ul><ul><li>Who has the form...
Typical Client Organization Relevant Executive Informal Power <ul><li>Cultivating Client Relationships </li></ul><ul><ul><...
Selling to the C-Suite <ul><li>Identifying the relevant executive    should be a focus of any major    sales campaign </li...
Four Approaches to Gaining Access Implement an  overt   approach via the telephone or using a phone call, preceded by a le...
Research on Selling to Executives A Assuming your company was considering a major purchase, how likely would you be to sch...
Selling to the C-Suite <ul><li>Gaining initial access to senior client    executives is an important first step   in estab...
Components of Credibility Adapted from:  Clients for Life . Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000. Inte...
Components of Credibility <ul><li>Trusted Advisor </li></ul><ul><li>Collaborative Relationship </li></ul>Adapted from:  Cl...
Different Perspectives Executive Management Operations
Different Perspectives Executive Management Operations Project View Department/Function View Company Wide View Other Uses ...
Research on Selling to Executives 1.  Demonstrated responsibility  2.  Understood my business goals  3.  Listened before p...
Research on Selling to Executives 1. Ability to marshal resources  2. Understands my business goals/objectives  3. Respons...
Making the Initial Face-to-Face Call on the Executive <ul><li>Ask questions that confirm your level of preparation </li></...
Four Major Objectives of an Initial Face-to-Face Call <ul><li>Establish rapport quickly </li></ul><ul><li>Confirm your und...
Selling to the C-Suite <ul><li>Make certain you do your homework   before your initial call on the senior   client executi...
Creating a Value Proposition You, Your Company and Your Solution Client’s  Key Business  Initiative Your Specific  Busines...
Creating a Value Proposition Key Elements of a Value Proposition Addresses the client’s issue(s) and focuses on payback or...
Format of a Value Proposition You should be capable of ______________ by _________ through the ability to ________________...
Value Proposition Example You should be capable of  reducing repeat customer service calls  by  20% ,  resulting in a  mon...
Using Landslide to Implement Best Practices <ul><li>Landslide’s Sales Production System provides salespeople step by step ...
Using Landslide to Implement Best Practices <ul><ul><li>Tier 1 - Develop an end-to-end sales cycle </li></ul></ul><ul><ul>...
Using Landslide to Implement Best Practices
Using Landslide to Implement Best Practices
Summarizing Our Findings <ul><ul><li>Executives get involved early in the decision process for major purchases to set the ...
Offers <ul><li>Download slides  - Visit  www.landslide.com /webinar  to download slides from today’s webinar   </li></ul><...
Selling to the C-Suite The Groundbreaking New Book  for Professional Salespeople  Stephen J. Bistritz, Ed.D. [email_addres...
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How to Crack the C-Suite Code in 2010: Secrets for Selling to the Top

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Leaders at the highest corporate levels don’t always avoid sales pitches—in fact, research shows that executives welcome them- provided the salesperson approaches them in the right way.

What is the correct way to approach a senior-level sales pitch?

Please join presenter Dr. Steve Bistritz, co-author of Selling to the C-Suite and President of SellXL, as he brings to life over 10 years of research revealing what C-Suite leaders in 500 diverse companies and government bodies said about their relationships with professional salespeople. This ground breaking research has been presented to thousands of salespeople at the SellXL workshop and in other venues, and has been used by sales professionals around the world to help close top dollar deals.

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  • LEAH: Thanks a lot, Stephen. You’ve done a great job of showing us key best practices on what to do to reach out to and engage C-level executives; the focus of our few of slides will be on showing how you can get entire sales teams and not just your ‘A” players to adopt these practices consistently in all the deals they work on. NEXT SLIDE
  • LEAH: Today sales teams have access to technologies and applications such as Landslide’s Sales Production System that are designed from the ground up with the objective of building best-practices based sales teams – what we also call world class sales organizations. You can use Landslide to very easily present the best-practices and useful tips we just learnt to your sales team so that they don’t even need to think about or remember these steps. These best practices along with the relevant job aids are presented to them 24/7 and the sales team can just follow them. Let me quickly show you how. NEXT SLIDE
  • LEAH: This is a screenshot of the sales process as it can be depicted in Landslide. Landslide is the only CRM that allows a three-tier definition of the sales process. Tier I relates to defining the phases of your complete sales cycle. This is the level at which other CRM systems usually stop - they show the salesperson various phases of the sales cycle but not how to complete them successfully. Landslide takes each phase and then shows the sales person the exact set of activities to complete that phase effectively. So in this example, every salesperson on your team will know the exact activities required to do a ‘discovery’ of the your prospects needs effectively. Not only that, we provide the right tools right within the process to complete these activities. The items in blue represent job aids that help the salesperson complete the activity. For example, here, to determine the fit for Landslide, we have embedded a conversation guide that contains the right questions to ask. NEXT SLIDE
  • LEAH: This is an example of the conversation guide embedded within the process. The salesperson does not have to search for it. It is built into the process at the right stage of the sales cycle and the questions are clearly defined. With Landslide, everyone on your sales team knows what to do next and how to do it. NEXT SLIDE
  • LEAH: This is is primary difference between Landslide and traditional CRM Systems. While traditional systems focus on sales reporting and data entry, the focus of Landslide is on supporting sales by giving them a complete playbook for closing deals. And this playbook or sales process is completely customizable to reflect your unique sales cycle phases, activities, tools and durations. Let me hand it back to Steve to wrap up. NEXT SLIDE
  • Thanks everyone. If you’re interested, here are some useful links where you can download slides for today’s presentation, purchase Stephen’s book and download very useful free tools and toolkits for defining your sales process. Thanks a lot for attending.
  • Transcript of "How to Crack the C-Suite Code in 2010: Secrets for Selling to the Top"

    1. 1. How to Crack the C-Suite Code in 2010: Secrets for Selling to the Top Selling to the C-Suite The Groundbreaking New Book for Professional Salespeople Stephen J. Bistritz, Ed.D. [email_address] www.sellxl.com Linked to
    2. 2. Presentation Outcomes <ul><li>At the end of this presentation, you will be able to… </li></ul><ul><ul><li>Describe when executives get involved in the decision process for major purchases </li></ul></ul><ul><ul><li>Discover the best approaches to use for that initial call on the executive </li></ul></ul><ul><ul><li>Determine how to become perceived as a trusted advisor to the executive, thereby securing return access </li></ul></ul><ul><ul><li>Use Landslide to communicate your value to executives on a consistent basis </li></ul></ul>
    3. 3. Presentation Outcomes 10 years | 500 CXOs | Cross-Industry | Cross-Cultural Hewlett-Packard, University of North Carolina, Georgia State University, Target Marketing Systems, SalesLabs, LSI <ul><ul><li>When and why did executives get involved in the decision process for major purchases? </li></ul></ul><ul><ul><li>What has to happen in meetings with salespeople for the executive to feel it was effective? </li></ul></ul><ul><ul><li>How do salespeople establish trust and credibility at the executive level, thereby securing return access? </li></ul></ul><ul><ul><li>What are executives looking for in “strategic relationships” with suppliers? </li></ul></ul>
    4. 4. Executive Involvement in the Buying Cycle Executive Involvement Steps in the Buying Cycle Early Middle Late A When and why do senior executives get involved in the decision process for major purchases? Q Measure Results Plan Implemen-tation Examine Alternatives Set Vendor Criteria Explore Options Set Strategy Establish Objectives Understand Current Issues
    5. 5. Executive Involvement in the Buying Cycle Executive Involvement Steps in the Buying Cycle Measure Results Plan Implemen-tation Examine Alternatives Set Vendor Criteria Explore Options Set Strategy Establish Objectives Understand Current Issues
    6. 6. Selling to the C-Suite “ I meet with professional salespeople because often they can offer me solutions that even people within my own organization can’t develop. They’ve seen these problems in other organizations and I want the benefit of their experience.” — CXO-Level Executive
    7. 7. Defining the Relevant Executive <ul><ul><li>Simply put, it’s the executive who stands to gain the most or lose the most by the outcome of the application or project associated with the sales opportunity </li></ul></ul>
    8. 8. Typical Client Organization <ul><li>Cultivating Client Relationships </li></ul><ul><ul><li>Who has the formal power for an IT-based customer service solution? </li></ul></ul><ul><ul><li>Who has the informal power for that same decision? </li></ul></ul><ul><ul><li>Who is the relevant executive for this opportunity? </li></ul></ul>
    9. 9. Typical Client Organization Formal Power <ul><li>Cultivating Client Relationships </li></ul><ul><ul><li>Who has the formal power for an IT-based customer service solution? </li></ul></ul>
    10. 10. Typical Client Organization Informal Power <ul><li>Cultivating Client Relationships </li></ul><ul><ul><li>Who has the formal power for an IT-based customer service solution? </li></ul></ul><ul><ul><li>Who has the informal power for that same decision? </li></ul></ul>
    11. 11. Typical Client Organization Relevant Executive Informal Power <ul><li>Cultivating Client Relationships </li></ul><ul><ul><li>Who has the formal power for an IT-based customer service solution? </li></ul></ul><ul><ul><li>Who has the informal power for that same decision? </li></ul></ul><ul><ul><li>Who is the relevant executive for this opportunity? </li></ul></ul>
    12. 12. Selling to the C-Suite <ul><li>Identifying the relevant executive should be a focus of any major sales campaign </li></ul><ul><li>Aligning with that relevant executive will increase your odds of winning the deal </li></ul>
    13. 13. Four Approaches to Gaining Access Implement an overt approach via the telephone or using a phone call, preceded by a letter Overt Use a credible sponsor within the client’s organization to help secure access Sponsor Treat the gatekeeper (AA, secretary or the like) as a resource and use them to help secure access Gatekeeper Use a referral (someone outside the client’s organization), such as a consultant, business associate or friend Referral
    14. 14. Research on Selling to Executives A 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… Q A recommendation from someone 16% 68% 16% 0% inside your company 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 Always Usually Occasionally Never
    15. 15. Selling to the C-Suite <ul><li>Gaining initial access to senior client executives is an important first step in establishing successful and loyal relationships </li></ul><ul><li>Executives say that the best way to gain access to them is by using a credible sponsor within their organization </li></ul>
    16. 16. Components of Credibility Adapted from: Clients for Life . Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000. Integrity Capability
    17. 17. Components of Credibility <ul><li>Trusted Advisor </li></ul><ul><li>Collaborative Relationship </li></ul>Adapted from: Clients for Life . Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000. <ul><li>Extra Pair of Hands </li></ul><ul><li>Expert for Hire </li></ul><ul><li>Reliable </li></ul><ul><li>Trustworthy </li></ul><ul><li>Consistent </li></ul>Client Value Zone Integrity Capability
    18. 18. Different Perspectives Executive Management Operations
    19. 19. Different Perspectives Executive Management Operations Project View Department/Function View Company Wide View Other Uses of Funds Solution Fit Price/ Discounts
    20. 20. Research on Selling to Executives 1. Demonstrated responsibility 2. Understood my business goals 3. Listened before proposing a solution Selling to the C-Suite . By Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw Hill, 2009. A What has to happen in meetings with salespeople for the executive to feel it was effective? Q 4. Displayed knowledge of my industry
    21. 21. Research on Selling to Executives 1. Ability to marshal resources 2. Understands my business goals/objectives 3. Responsive to my requests 4. Willing to be held accountable A How does a salesperson establish credibility and trust with a high-level executive? Q 5. Knows company’s products
    22. 22. Making the Initial Face-to-Face Call on the Executive <ul><li>Ask questions that confirm your level of preparation </li></ul><ul><li>Discuss the issues and implications using the client’s metrics </li></ul><ul><li>Confirm the importance of their key business initiative(s) </li></ul>Issues and Implications <ul><li>Refer to your initial telephone call with the executive </li></ul><ul><li>Cite your past experience </li></ul>Introduction <ul><li>Explore potential solutions </li></ul><ul><li>Develop a vision of the optimal solution </li></ul><ul><li>Confirm the value of the solution </li></ul>Solution Options <ul><li>Re-connect with the executive to secure return access </li></ul><ul><li>Have an action plan that involves the executive </li></ul>Moving Forward
    23. 23. Four Major Objectives of an Initial Face-to-Face Call <ul><li>Establish rapport quickly </li></ul><ul><li>Confirm your understanding of the executive’s key business issues </li></ul><ul><li>Demonstrate some level of capability </li></ul><ul><li>Create next steps that involve the executive </li></ul>Adapted from All for One: 10 Strategies for Building Trusted Client Partnerships by Andrew Sobel
    24. 24. Selling to the C-Suite <ul><li>Make certain you do your homework before your initial call on the senior client executive </li></ul><ul><li>Becoming perceived as a trusted advisor can be accomplished by consistently demonstrating both capability and integrity </li></ul>
    25. 25. Creating a Value Proposition You, Your Company and Your Solution Client’s Key Business Initiative Your Specific Business Value
    26. 26. Creating a Value Proposition Key Elements of a Value Proposition Addresses the client’s issue(s) and focuses on payback or consequences as it relates to the client’s breakthrough initiative What’s important to them? Describes how we can help, in both a qualitative and quantitative form How does our solution create value for them? Might include an example of how we addressed a similar problem at another company How can we demonstrate our capability?
    27. 27. Format of a Value Proposition You should be capable of ______________ by _________ through the ability to ___________________________ . This will require an investment of _________________ , which will be returned within _____________________. describe the impact monetary units or % describe the new situation state the cost of the solution estimate the time frame for return
    28. 28. Value Proposition Example You should be capable of reducing repeat customer service calls by 20% , resulting in a monthly savings of $250,000 , by implementing our Call Tracker system . This will require an investment of $2 million , which will be returned in 8 months. We implemented a similar solution at Acme Transfer Company , who began achieving a monthly savings of $500,000 within 90 days of installation.
    29. 29. Using Landslide to Implement Best Practices <ul><li>Landslide’s Sales Production System provides salespeople step by step best-practice process for closing deals, sales performance tools and personal assistants to offload data entry. </li></ul><ul><li>Use Landslide to easily define the best practices for reaching the C-suite and closing deals so every one on your sales team can adopt these consistently </li></ul>
    30. 30. Using Landslide to Implement Best Practices <ul><ul><li>Tier 1 - Develop an end-to-end sales cycle </li></ul></ul><ul><ul><li>Tier 2 – Identifying activities needed to complete selling phase successfully </li></ul></ul><ul><ul><li>Tier 3 – Embed tools needed to complete the activity </li></ul></ul>
    31. 31. Using Landslide to Implement Best Practices
    32. 32. Using Landslide to Implement Best Practices
    33. 33. Summarizing Our Findings <ul><ul><li>Executives get involved early in the decision process for major purchases to set the project’s strategy – but also get involved late to monitor the implementation and measure the results </li></ul></ul><ul><ul><li>Identifying the relevant executive and aligning with that executive should be key elements of your sales process </li></ul></ul><ul><ul><li>The best approach to use for the initial call on the executive is to work with a credible sponsor inside the client organization to help you gain access </li></ul></ul><ul><ul><li>Demonstrating both capability and integrity over the long term helps you become perceived as a trusted advisor </li></ul></ul><ul><ul><li>Remember to utilize applications such as Landslide to consistently communicate your value to executives on an on-going basis </li></ul></ul><ul><ul><li>Some cool offers…… </li></ul></ul>
    34. 34. Offers <ul><li>Download slides - Visit www.landslide.com /webinar to download slides from today’s webinar </li></ul><ul><li>P urchase a copy of Selling to the C-Suite at www.sellxl.com Build your own sales process in minutes! Go to www.provenpath.com now to download ProvenPath, free Sales Process Builder tool </li></ul><ul><li>Free Demo – Sign up for a live demo of Landslide Sales Production System at www.landslide.com /webinar </li></ul><ul><li>Three Book Winners Announcement </li></ul>
    35. 35. Selling to the C-Suite The Groundbreaking New Book for Professional Salespeople Stephen J. Bistritz, Ed.D. [email_address] www.sellxl.com Linked to
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