Posts Tagged selling to cxos
My latest booklet, Quick Guide III – How to Bridge the Pillars of Successful Relationships (QG3), focuses on complex, inter- and intra- corporate, many-people-to-many-people, business relationships.
There are sound, logical, rewarding, tangible and emotional reasons for building healthy relationships. These very same reasons apply equally to personal relationships.
Here’s an extract from QG3…
Logic – less cost
Research shows that once you’ve established a customer relationship based on mutual trust and value, it takes five times the effort to build the same relationship with a new customer as it does to maintain it with your current customer.
When the cost of new prospect sales is five times that of existing satisfied customer sales, you don’t need a certificate in mathematics to appreciate the importance of satisfying, if not exceeding, the expectations of existing customers irrespective of the premium you earn from brand loyalty.
Premium – higher earnings
A reputable brand image makes selling a lot easier. I had no problem whatsoever getting to see new clients when I worked for IBM. Cold-calling for an organisation that isn’t a ‘household’ name, however, was a real ‘eye-opener’ for me after I made the switch.
The value of your reputation is the premium that customers will pay to do business with you over and above what they will pay your competitors, all else being equal, plus the cost reduction in sales your brand reputation affords you.
A simple example: ‘Household-name’, supplier A, renowned for its high quality products and services, sells a PC. ‘Relatively-unknown’ supplier, B, clones A’s PC with the exact same components, guarantees and terms of service. Intrinsically there’s no difference between PCs from either supplier. The cost of production and distribution of each product is the same.
Look at the buying/selling process from a customer perspective. All else being equal…
- What price difference will a customer pay (for the increased: reassurance, sense of status or another emotional, differential source of value they feel) for a PC from supplier A over supplier B?
- Reduction in sales cycle time and resourcing: how quicker and easier is it for a seller to convince a customer of the quality of a PC from supplier A compared with supplier B?
Brand value = [(what customers pay you) – (what customers pay for the exact same product/service from your competitors)] + (increase in productivity/cost-reduction in sales afforded by your brand)
Legacy – higher contribution
How do you want to look back on your time in sales and management at the end of your career? How do you want to be remembered? As a seller, buyer or leader: do you want to feel you’ve kept (or at least strived to keep) the agreements you made?
Maybe a business world forged with 100% truthful relationships is somewhat of a pipe dream, but as you look at the world’s economy and the ‘wars’ for limited resources right now, what choice do we have? And we have to imagine something before necessity will mother its invention – do we not?
‘You’ can either contribute to a world where wealth and power are shared through equitable negotiation – or not, truth or illusion/deception, abundance or scarcity, oneness or separateness, love or fear. ‘You’ choose! (But this is the topic contained in another book of mine, Defrag your Soul.)
Paul C Burr
Publication Date: May 6, 2013 | Series: Quick Guides to Business
Over and above exemplary sales achievements how do ‘you’ (by ‘you’ I mean: you, me, us, we) spot a top salesperson when you meet one? Top salespeople come across differently. There’s a resonance to their mannerisms. If you want to sell as well as they do, how would you go about it? If you were to ask the same questions and give the same answers as they do, would that be enough? No, because you bring your own personality and mannerisms into the equation. It requires the wisdom and will to nurture 7 key traits by which top salespeople outsell ‘moderates’.
This series of ‘Quick Guides to Business’ is borne of research, direct selling experiences and coaching in some of the world’s largest companies including: IBM, Xerox, Cisco, BP, American Express, Standard Chartered and Reckitt Benckiser.
From the Author
I chatted to two advisers about a business book that “I have inside me”. I had original research and experience inside my head. I had data. It delves into people’s effectiveness at strategic and personal levels. I’d developed simple but powerful business frameworks and a scorecard that take people’s feelings, motivations and fears into account.
They reveal what happens below the surface of successful business relationships at their outset – and what needs to happen for those relationships to thrive. I had a lot to tell but would the busy-business people, it’s aimed at, read it? So I tested my ideas and scope for ‘the book’ with two wise confidants.
The first simply said, “At last, I’ve been waiting for you to write ‘your business book’. When are you going to write it? I want a copy!”. The second: “People want ‘quick guides’ these days. They want ‘manageable chunks’ of wisdom, practical tools and ‘cheat sheets’. Something you can read in minutes and do something with straight away.”
Subsequently, I gave a series of briefings to business audiences and post-graduates. The talks were very highly received. The University of London asked me back to talk to a wider range of postgraduates in business-related studies. I am due to go back a third time.
March 2013: I set about writing a series of Quick Guides. Each would have about 10-15 (A4 size) pages of findings, tips, self-help tools and insights into specific topics.
The majority of my work focuses on what top performers do differently from ‘moderates’. I’ve started in sales and sales management, an area in which I’ve coached hundreds of individuals/teams and conducted research – across Europe, the Middle East and Asia.
The first two guides reveal ‘the what, how and why’ top salespeople outsell ‘moderates’. They sequence activities differently. They come across differently. They attune their approach to the most senior of clients resonantly; ‘moderates’ do not.
My next and third Quick Guide… will reveal what needs to happen for business relationships to thrive over the long term.
Summary Bullet Points
This 17-page article (A4 size, excluding appendices) bears from my research, consulting, direct selling and coaching within global corporations over a twenty year period.
Within you will discover how and why top salespeople succeed through:
- Effectiveness = motivation x confidence x competence x curiosity (or E=MC3)
- Migrating from selling at D-Level (middle management) to C-Level (senior management) involves a journey, from a tangible and known environment to one of uncertainty and the unknown
- Engaging a customer effectively and willingly, to co-explore uncertainty and the unknown, requires a salesperson to demonstrate 7 key traits, characteristics and competencies
- Top salespeople demonstrate that:
- The aforementioned 7 key traits are what really differentiate top performers from ‘moderates’, more so than behaviours in that they predict whether the salesperson will be successful selling directly to C-level clients.
- You can spot a top-performer or high-potential individual by noticing how much they demonstrate these 7 key traits.
- These key traits are nurtured not ‘trained in the classroom’; the nurturing process can be accelerated by equipping yourself with ‘non-expert’ coaching tools, such as in Appendix 2 – Prepare to Be at your Peak in Every Meeting.
Combined extracts from two business articles:
Quick Guide II – Learn How to Spot, Mimic and Become a Top Salesperson (coming soon)
“When you’re selling at board level it’s about taking the customer on a journey that’s both fantastic and believable. That is, no matter how complex that journey is…, it’s about breaking it down into manageable chunks. You create a pathway into the future that is as clearly marked out as possible. There will be uncharted territory. So it’s about discerning all the parts of the map that are known from those unknown.
It’s then about pinpointing all the ‘dots on the chart of the unknown’. That is, answering all the ‘what if this happens’ questions.
In effect, you join the dots of the unknown with customer as best you can.”
Top UK salesperson for a global top 10 IT company
Images courtesy of http://misswhit-tany.blogspot.co.uk/
What CEOs value:
The ‘science’ to determine value discovers what’s important to the CEO. And once you understand the customer’s priorities – how do you stack up (against your competitors) to deliver against them?
Here are sources of value (business drivers and problems to fix) that CEOs look for:
• Cash – Will your proposal improve our cash position?
• Cost Down – Will we reduce costs?
• Revenue/Market Share Up – Will we make competitive gains?
• Agility/Speed – Can we move, reshape, transcend quickly?
• Security – Will we be better protected?
• Governance – Am I compliant with Company Law?
• Product/Service/Cost Leadership – Will our own customers notice and value the changes in our organisation that your proposal offers?
• Innovation (e.g. Technology, New Business Models) – Do I want (to be seen) to be first in the marketplace, to do something differently? Does your proposal accelerate the process?
• Personal Credibility – Can I use your proposal to advance my own prospects and standing?
• People – Will your proposal raise the effectiveness and job satisfaction of people?
• Something else? – If you don’t know, ask “What else do you feel is important for me to know?” Even if you feel you know, ask anyway.
Put concisely, you need to understand profoundly what’s important in the heart and mind of your CEO client and convey the value you bring to the table in their language, not yours.
At this stage you may have provided sufficient verifiable value for the CEO to progress the sale. And there’s often a temptation to press on. In doing so, you may miss another, often unspoken, factor that weighs heavily in the CEO’s mind (as well as most of us) – fear.
The more you earn a customer’s trust, the more fears they share with you. They give you more power deliberately to help them.
My thanks go to Professor Colin-Coulson Thomas who shared with me the bounty of a minute fraction of his wisdom, and made a significant contribution to the following list.
What CEOs fear:
• Bad earnings news: the most likely and quickest sign of departure.
• Corporate programs don’t deliver: mergers and acquisitions “achieve 70% of their potential” at best.
• Failure to turnaround ailing sales quick enough.
• Change takes too long: ‘corporate firewalls’ prevent people from getting it done.
• Investors don’t understand: a CEO spends 40% of their time articulating strategy and some argue that’s not enough.
• Personal wealth at risk: e.g. missed deadlines can lead to private investors swallowing up the shareholding of a company
• Lack of innovation: playing it safe is no longer an option these days. Competitors and customers are moving too quickly.
• Talent gaps in performance: e.g. 20% of the sales-force bring in 80% of the revenue.
• Conflict in the boardroom: too much time spent looking inwards leaves too little time to focus on the customer.
• Personal credibility at risk: any of the above means less likelihood of stepping up the ladder of success and/or lack of a legacy of note. These in turn can lead to…
• Personal health at risk: where the stressed mind-body connection can have serious consequences. I know of one CEO who, after missing targets set by investors, developed terrible eye problems because he didn’t like what he saw. Another developed disabling back pain through a lack of self-esteem. Another who was deemed too rigid and inflexible developed problems with their joints.
Your task is to earn the right to zig-zag; to take the CEO on a journey whereby they see your solution working in their organisation and have allayed any fears they once had.