| Practice is not something one does when their | | | | competitors' sales people are probably hanging |
| good. Practice is what makes one good. | | | | with one or two contacts and doing little to |
| 1. Why is it important, for you or your sales | | | | enhance senior level relationships. Start working on |
| people to get to the leaders? List at least 5 | | | | the one's s/he has neglected.a. Spread like a virus |
| reasons why you'd like to get to top level | | | | in those accounts. What top people do you want |
| executives in your customers' and prospects' | | | | to meet? How will you get there? Make an action |
| organizations. If you realize the advantages, you'll | | | | plan. Use your Golden Network to help you. When |
| start focusing on getting to CEOs, profit center | | | | will get to whom? |
| leader, or top officials and their immediate staffs. | | | | 5. Do you feel it's important to know what's going |
| 2. Suppose your best customer said he really likes | | | | on in your customers' industry and client base?a. |
| your competition. What would you do to get his | | | | What research can you do to keep abreast? Who |
| business back? That's right; you'd get to someone | | | | can you talk with? Hint: Subscribe to "News |
| higher and determine what it will take to make | | | | Release" a service on the internet. It's free and |
| him happy so you can keep the business.a. List | | | | will keep you abreast of what's going on with |
| the actions you'd take to get to those higher | | | | your customers' companies.b. Meet with the |
| people.b. Now before it happens, set the dates to | | | | senior executive's entire staff to get a 360 |
| have those actions completed. A preemptive | | | | degree view of what's going on in the company.c. |
| strike is more useful than a defensive posture. | | | | Meet with the Sales VP to learn about their |
| The defense may hold, but the relationship will | | | | customer base and their demands. |
| take a serious blow. | | | | 6. Set-Up and Information Share Meetinga. What |
| 3. For your biggest customer what are the | | | | experts can you bring to the next meeting to |
| interests and issues of each executive? How will | | | | provide information your customers' executives |
| you know how to relate, if you don't have this | | | | will appreciate? Be sure to those top people what |
| information? Don't assume. It's got to come from | | | | will be appreciated.b. Pick a new location to |
| the horse's mouth. What will you do to get it?a. | | | | meet?c. How can you prevent it from being a |
| Realize people, issues, etc change - sometimes | | | | one time event? |
| slowly and sometimes quickly. How will you keep | | | | Start implementing these suggestions and you'll |
| current with the top executive and his or her | | | | soon be the preferred supplier for many clients |
| staff? | | | | and this will eliminate all that competitive bidding |
| 4. List competitors' strongholds. That is the people | | | | and getting stuck with purchasing agents. You'll |
| who the competitors are really tight with. Begin | | | | also penetrate deep into your competitors' |
| the process of positioning your company as the | | | | accounts. |
| number 2 supplier or number one alternative. Your | | | | And now I invite you to learn more. |