Level C Prospecting: Why Make Decision-Makers Your Prospects
One of the things I think I'm good at is identifying patterns and making connections. I quickly realized that every salesperson, sales executive, executive, company, business, or fast-growing or immature business organization I've ever worked in seemed to miss out on some things.
Everyone wants to accelerate their sales cycle and seize opportunities to make their proposals win. But why the same problem arises repeatedly?
When I started to gain height, my own activities began to decrease, but my results continued to grow at the same time. I call it the invisible elephant who has been tracking down the meeting rooms and sales floors all over the planet.
There are three things, the sales tripta and their performance, that could be the problems:
1. Their sales and boarding are late
As a result, the message we send to the target market or potential customers when we prospect is late. We attract people by product marketing, and the message pushed to their throats is, "Why choose us?" "Why should you choose our service? Our society? "" Why are we the best in the classroom? " We, us, us. Prospects do not like that.
You must reverse everything. When I was sales manager, I did not place my staff under "why change, why now". It's in your client's interest that you do something different. All sales sell behavioral approaches that change. I think the sooner sellers will recognize that they are in the game of change, the faster the paradigm shift will begin to occur.
2. Sellers prospect and sell frames that are too low mid-rank, which, on paper, look like their ideal customer profile
We built characters or personality types. I think we create most of the ideal customer personalities while looking in a rear-view mirror. They are presented to the organization as incoming prospects. Something happens in the organization that made them contact them in the first place. What is the trigger event happening? Where does it come from? Sales representatives are often introduced to an intermediate person who is doing something different. If something does not work, they go out and find a solution.
When you ask a CEO with whom to go if he wants to do business with other companies, he says, "This will definitely be the CEO." Why? "Well, those are the ones who make the decision to change quickly."
If this is the case, why are companies letting or telling sales professionals to contact middle-ranking people who are working on a status quo – who can not say yes or no?
3. No one teaches sales professionals how to assert their rights with CEOs
Sales Representatives do not receive any training in prospecting on how to approach executives in a manner that attracts public attention.
People in sales should go higher, but one thing that does not really work is the way they are taught about it. They are pushed towards the intermediate person rather than the CEO. They are not equipped to approach these.
People say, "Look, the CEO does not have the time and I can not contact him. I can get that influence and build my business case, and they'll talk to the CEO, but it certainly takes a lot of time. In a perfect world, I would only call the CEO, but I can not reach him. In reality, it's a combination of mentality and skills.
Two skills for effective prospecting
It's fun to work with a group of people with whom you can see the light bulb come on. You can see this small change in mentality.
One of the most common concerns of sales representatives is what they will talk to the CEO. "I have never been CEO. I do not know what to talk to them. "The motivations of the CEO are simple and easy to understand: how make more money and how save more money. Everything falls into these two categories, whether it's speeding up the market or reducing risk. If you want to reach these two key points, you are probably very good.
It reminds me of the millennia, these young people who come straight out of the university. They are so lucky. They did not grow up with a sense of deference. In my generation, we viewed CEOs as "We are not worthy. They are superhuman and super-performers. The Millennials do not have the kind of deferent luggage we have. They just consider them as human beings, and that's precisely what they are.
When they meet the CEO, they discover the conversations they have with someone who is successful, who is confident, who is humble and it's just that – conversations. Compare that to trying to convince someone of intermediate rank. If they make a mistake, the company can send them back from the existing project.
Sales professionals also need prospecting skills. Nobody teaches people how to compose an excellent and tight value proposition and send it by e-mail. They do not know how to convert their prospecting letter into voicemail, much less to express it. But, miraculously, he is supposed to appear. No other professional is so inefficient in his career, but we do it in sales.
How to initiate a change of mentality
Changing mentality is not an easy process, but there is a way to do it quickly. The quickest approach is to understand very clearly what is the potential value, outcome, impact or outcome that their product, service or solution can create for another human being. When you have difficulty prospecting, your fingers are pointing to your ego. "Oh, I could be rejected."
I speak from a lot of experience. I went through these rejections as a young salesman. It's so hard to overcome, right? Here's the thing: when you focus on how you feel, your attention is directed to the wrong person. If you are the person I would like to talk to, I would say, "How can I serve you in your best interests?" If I can help a company improve sales performance, mitigate risk, reduce costs, and 12% supply chain and to speed up the marketing, I have the duty to let the CEO know that I am there. I can be useful to them. It's not at all for me, but for them.
If you were stuck in the proverbial elevator with someone and the CEO asks you, "What are you doing for my business?", You should be proud and say, "I appreciate your request. Last year, we helped you accelerate marketing in the Chinese market and we collapsed after six months. "It's not about you, but what you can do for a other human being.
When they develop this state of mind, the salespeople will say, "Oh, it is not a question of pushing or selling my products. It is clear on both the professional and personal results that I can offer to another human being. There is the change of mentality. It's not about being shy or selfish, but about prospecting.
How to accelerate the prospection of CEOs
In moving from the "me to them" mentality, you wonder how you can speed up the sales process. Maybe you have several years of experience in sales. As you generate more revenue and train more people in the sales funnel, you gain confidence. Now, your goal is to know how to be more effective in what you do.
Whether in the field of internal or external sales, vendors benefit from internal tribal knowledge about the results that your company can bring to others. The fastest way, therefore, is to tap into that.
You realize that you have to peel the onion beyond beautiful platitudes and testimonials. "We have helped businesses accelerate their business performance!" Woohoo. Yet you have heard that from everyone. You have to quantify. Of how many? In which situation? What is the XY when?
Then you use the third party social proof. With the sellers, we think it's our job to sell, but consider these two scenarios. I sell to someone: "You have to spend time with me. I am Matt Conway. I am 6 feet 1, blue eyes, handsome boy. "Then you hear someone else go," You must meet Matt Conway. Good guy, tall, good hearted. What impresses you the most: how much am I telling you that the other person is telling you the same thing?
These are the stories about the results and transformations that you or the company have done for others that really make an impression on people. It's not me trying to convince you that it should buy something from me. The narrative calls the behavioral psychology that says that the power of stories or metaphors bypasses people's conscious objections and speaks to their subconscious or unconscious brain.
Write a prospecting letter
Many people talk about methods of prospecting sales to CEOs. How do you do exactly that? Based on my cold vendor career in the UK, I tried to sell to mid-level people. It was not so successful. It took a long time. There were a lot of rejections. It was only when I accepted my mother's suggestion that it was high.
No one, however, has taught me to write prospecting letters. Instead, I read a lot of books on B2C writing and picked up some psychological tips. This is different from B2C writing, however. You do not sell a product or service. It's not a long copy. You are trying to sell a meeting. You are trying to sell "spending time with me".
Over the years, I have developed a B2C copy adaptation system and its synthesis in a format that is suitable for B2B prospecting. Throughout my career, I have studied hypnosis and neurolinguistic programming. In this way, I would not only incorporate the processes or elements for an effective prospecting copy, but would also recover them from persuasive writing.
Robert Cialdini says that if you use the "if-becomes-then" formula, you increase your compliance by more than 60%. What I did is that I married more than 20 years of prospecting at level C and how to write a note. Quite frankly, this helped my clients to get better results than me regarding the appointment of a CEO after sending an e-mail. A Lancaster, Pennsylvania-based sales development representative (SDR) holds a world record of 38 seconds after sending an email to the appointment. It's hard to beat there.
If you have 20 or 200 salespeople who are prospecting differently every day, it's a terrible inefficiency. You must stop doing that. You can quickly put in place a standard and effective approach. In addition, companies are trying to hire marketers to make sales and marketing copies. If they have not done this work before, it can be terrifying. Be aware if your marketing is writing your sales copy and prospecting. You must be wondering why you are doing this.
We hope that Matt Conway has provided helpful tips on how to give your team the means to contact senior management. Modify the spirit of your team and tell them the skills they need to talk to CEOs rather than mid-level managers, because that's how you'll win prospecting.
What advice can you give to help managers make their sales team more accountable to senior executives? List them in the comments section below.
Next Step: Sales Prospecting for Pros: 5 Secrets to Build a Winning Cadence
Editor's Note: This position was published on April 26, 2018 and has been updated to improve its quality and relevance.