Selling is Social

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Presentation delivered at the Sales 2.0 conference in San Francisco Oct 18, 2011

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  • Page x. Target the Right Executive
  • Page x. Establish Your Credibility
  • Page x. Establish Your Credibility
  • Page x. Why Call on Executives?
  • Page x. Why Call on Executives?
  • Page x. Establish Your Credibility
  • Page x. Establish Your Credibility
  • Page x. Establish Your Credibility
  • Page x.
  • Focus helps professionals make better decisions by making the world's business and technology expertise available to everyone. There are thousands of Experts on Focus who answer questions, publish research, and speak at events in a variety of different markets. Members can personalize the information they receive on Focus by following specific topics and Experts. Focus is free and easy to use, particularly when compared to the traditional models of creating and consuming business expertise.
  • Page x.
  • 100% complete Professional headshot Keywords Customize profile URL Compelling summary Specialties Relevant experience Recommendations
  • Quality plus quantity secures access Referral building Introductions Competitive Intelligence
  • Page x. Establish Your Credibility
  • Page x. Establish Your Credibility
  • Page x.
  • Page x. How to Gain Access
  • Page x. How to Gain Access
  • Page x. How to Gain Access
  • @2010 Talent Builders, Inc. 01/07/11 Talent Builders, Inc.
  • Selling is Social

    1. 1. Selling is Social Presented by: Barbara Giamanco @barbaragiamanco Co-Author of The New Handshake: Sales Meets Social Media #newhandshake
    2. 2. The Conversation Has Begun Without You!
    3. 3. Sales Has Evolved Cartoon by Gordon Pritchard
    4. 4. Ditch the Pitch <ul><li>A sales pro was presenting to a prospect when the prospect interrupted and said: “you must have been a real superstar at your XYZ training.” </li></ul>
    5. 5. What Executive Buyers Want You to Know “ 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
    6. 6. What Buyers Think About
    7. 7. Talking the Right Buyer? <ul><li>Who initiated the request? </li></ul>Who gains or loses the most by the outcome?
    8. 8. Different Perspectives Executive Management Operations Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010.
    9. 9. Different Perspectives Project View Department/Function View Company Wide View Other Uses of Funds Solution Fit Price/ Discounts Executive Management Operations Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010.
    10. 11. Enter the Sales Opportunity at the Right Time Early Executive Involvement Steps in the Buying Cycle Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010. When and why do senior executives get involved in the decision process for major purchases? Q A © 2010 - 2011, Learning Solutions International. All rights reserved. Early Middle Late
    11. 12. Executive Involvement Steps in the Buying Cycle Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010. When and why do senior executives get involved in the decision process for major purchases? Q A © 2010 - 2011, Learning Solutions International. All rights reserved. Salespeople tend to engage here
    12. 13. What About Sales Meetings? 1. Demonstrated responsibility 2. Understood my business goals 3. Listened before proposing a solution © 2010 - 2011, Learning Solutions International. All rights reserved. Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010. A What has to happen in meetings with salespeople for the executive to feel it was effective? Q 4. Displayed knowledge of my industry
    13. 14. Do You Have Cred? 1. Ability to marshal resources 2. Understands my business goals/objectives 3. Responsive to my requests 4. Willing to be held accountable © 2010 - 2011, Learning Solutions International. All rights reserved. Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010. A How does a salesperson establish credibility and trust with a high-level executive? Q 5. Knows company’s products
    14. 15. Components of Credibility Adapted from: Clients for Life. Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000. Integrity Capability
    15. 16. Components of Credibility © 2010 - 2011, Learning Solutions International. All rights reserved. <ul><li>Trusted Advisor </li></ul><ul><li>Collaborative Relationship </li></ul><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>Adapted from: Clients for Life. Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000. Integrity Capability Client Value Zone
    16. 17. Trusted Advisor? <ul><li>Shared confidential information with you </li></ul><ul><li>Unveiled their long-range plans giving you competitive advantage </li></ul><ul><li>Sought your advice on issues unrelated to your company solutions </li></ul><ul><li>Asked your input on events happening in their organization </li></ul><ul><li>Invited you to attend key internal meetings </li></ul><ul><li>Offered to be a reference site for you </li></ul>Examples of how you know… Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010.
    17. 20. <ul><li>Define who you target </li></ul>
    18. 21. Choose the Right Tools www.linkedin.com www.insideview.com www.focus.com www.hootsuite.com www.twitter.com www.facebook.com www.wordpress.com www.blogger.com
    19. 22. Measure and Track
    20. 23. Sales Meets Social Media
    21. 24. <ul><li>The Internet is top information resource </li></ul><ul><li>Members of the C-suite search for information themselves </li></ul><ul><li>Video and online networks are emerging as C-suite tools </li></ul>© 2011 – Talent Builders, Inc. All rights reserved.
    22. 25. Be Visible Buyers check you out… what will they find?
    23. 26. Be Compelling
    24. 27. Work Your Net
    25. 28. Fill the Pipeline
    26. 29. Research Your Prospects Adapted from: Clients for Life. Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000. Your Prospect’s Competitors Your Prospect’s Customers Prospect Executive Your Prospect’s Company Your Prospect’s Industry
    27. 30. Learning About Your Prospects: Examples Adapted from: Clients for Life. Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000. Prospect Executive Your Prospect’s Company Your Prospect’s Industry business.com linkedin.com insideview.com
    28. 31. Research Resources © 2011 – Talent Builders, Inc. All rights reserved.
    29. 32. Demonstrate Expertise
    30. 33. Approaching the Relevant Executive <ul><li>Get passionate </li></ul><ul><li>Do your homework </li></ul><ul><li>Focus on: introduction, purpose, credibility, commitment and action </li></ul><ul><li>Relate to their agenda </li></ul><ul><li>Listen and understand </li></ul><ul><li>Determine next steps </li></ul>Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010.
    31. 34. Four Approaches to Gaining Access © 2010 - 2011, Learning Solutions International. All rights reserved. Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010. Implement an overt approach via the telephone or using a phone call, preceded by an email or 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
    32. 35. Preparing Your Approach © 2010, Learning Solutions International. All rights reserved. Brief introduction to why you’re contacting the executive Explain your connection to the person who referred you to the executive, if appropriate Be clear and specific as you explain the purpose of the call Explain the homework you’ve done on their organization and communicate how you’ve helped other companies address similar challenges Propose a clear and specific action for the executive Outline for the Initial Telephone Call to the Executive Adapted from: Selling to the C-Suite: Nicholas A.C. Read and Stephen J. Bistritz, Ed.D. McGraw-Hill, 2010. Introduction Purpose Credibility Commitment and Action
    33. 36. Finally… <ul><li>Sales has evolved – evolve with it </li></ul><ul><li>Buyers do their homework , so should you! </li></ul><ul><li>Decision makers want to work with trusted advisors </li></ul><ul><li>Create your social sales plan then measure results </li></ul><ul><li>Give value in advance of sales opportunities </li></ul><ul><li>Engage at the right time </li></ul><ul><li>Be consistent , persistent and patient </li></ul>
    34. 38. Connect With Barb <ul><ul><ul><li>Twitter: @barbaragiamanco </li></ul></ul></ul><ul><ul><ul><li>LinkedIn: Barbara Giamanco </li></ul></ul></ul><ul><ul><ul><li>Facebook: Barbara Giamanco </li></ul></ul></ul><ul><ul><li>www.talentbuildersinc.com </li></ul></ul><ul><ul><li>www.thenewhandshake.com </li></ul></ul><ul><ul><ul><li>[email_address] </li></ul></ul></ul>3522 Ashford Dunwoody Rd NE #413 Atlanta, GA 30319 404-647-4925

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