Developing C-Level

Developing your C-Level Value

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?

Gaining Access

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

Why they are Buying?

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 Business Unit Manager
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
Financial Pressure Operational Pressure Customers Competition Business Partners Suppliers

3C’s Comfortable, Confident, Credible

Potential areas to establish “3C’s”
DISC
Trust
Rapoort
Communication (4Mat, Presentation Skills, Framing)
USP Product knowledge
Call Plan

Developing your Value Proposition

The Importance of a Value Proposition

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 = Collaboration
To do the right things right, you must first know what the right things are
#3 Governance and Funding
Guiding them in to value
#4 Business Integration
Bridging the gap
#5 IT Sourcing
What to hold close. And what to send where
From Technology Steward to Business Leader

From Technology Steward to Business Leader
#6 Performance Measures
If it’s not worth measuring, its not worth doing
#7 Security and Risk
Fast, cheap and secure (pick only two?)
#8 IT and the Law
Compliance matters
#9 Growing Talent
Employers of Choice have their choice of employees
#10 Beyond Customer Service
Differentiated 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 Elevator Speech (10 - 15 seconds) Supporting Information (30 seconds) Executive Summary Dept Account Industry Market

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 Access
We don’t actively reference sell and need to build a plan
Why are they Buying
We have all the tools of the trade, trick is in execution plan
Comfortable, Confident and Credible
We 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."

Developing C-Level

by Michael Green on May 04, 2010

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Developing C-Level — Presentation Transcript