| Everyone knows that "Those with the In, Win". | | | | subordinates. Set the stage from the beginning |
| Sales people want to be connected at the top, | | | | that you will have to speak to others, including |
| but usually struggle. Sales managers to presidents | | | | their bosses before you can create a proposal or |
| hope their sales people are connected and | | | | give pricing. Say that you need to know all the |
| schmoozing with their customers' top executives. | | | | decision makers' expectations in order to present |
| So this five part series is intended to help you | | | | a good offer. If your contact says s/he knows |
| easily and naturally sell at the executive level, and | | | | exactly what everybody wants, and/or the |
| for more C-Suite Selling details, See Parts I - V | | | | executives are too busy, so you should stick only |
| Part II - Focus | | | | with him or her, that should be a big red flag for |
| Getting to the top requires focus. Once you | | | | you. |
| realize there is a monetary purpose to sell at the | | | | The executives you should target are those with |
| executive level, you must change your mindset | | | | P/L responsibility and their direct reports for the |
| when approaching sales opportunities. You must | | | | division, region, company, etc. where your |
| believe your mission is to eventually meet with | | | | products/services are used. Never ever believe |
| the top relevant executives in order for you to | | | | that purchasing or the purchasing manager makes |
| make a sale. And if you don't, you must believe | | | | the final decisions. They are administrators |
| there is a significant risk a competitor will get | | | | directed by others. Engineers, operations and |
| there and win it or it won't happen. These beliefs | | | | other functional people are influential but not the |
| will set a nagging red flag in your head that signals | | | | final finals. Another administrator, although very |
| you to move beyond your main contact, and to | | | | powerful, is the CFO. S/he can only advise the |
| keep pushing for higher level meetings. | | | | CEO, GM or P/L executive. Now anyone has the |
| Now you may not get those higher-level | | | | power to can kick you out and you're out -- no |
| meetings; and if you don't, you should be worried. | | | | matter the level. So don't neglect people. |
| This will give you incentive to keep trying. One of | | | | However, there is only one who can say "yes" |
| my favorite anecdotes is sales people claiming | | | | and it's a done deal. Focus on the P/L executive. |
| they can't get higher -- until they learn they are | | | | He is the one responsible and will be in it a little or |
| going to lose the sale. Then somehow magically | | | | a lot, depending, but he will be involved. |
| they conjure all the creative ways to make | | | | Again, set your focus upward towards senior |
| contact with higher-level people. So if it helps your | | | | managers and you'll figure way to get there. Make |
| thinking, assume you've heard the competition is | | | | it known to others that it is necessary for you to |
| being awarded the sale. What would you do? For | | | | meet with them, and you'll be surprised how |
| ideas see my C-Level Selling Reference Manual. | | | | easily you get there. This will take Confidence, and |
| Caution: Do not ignore subordinates on your way | | | | Credibility and developing these is what I'll discuss |
| to the top. They have to be covered, but realize | | | | in Parts III and I V. |
| your mission is only partially finished with | | | | And now I invite you to lean more. |