***C-Level Relationship Selling: Selling at the Executive Level -The 5 Elements - Part II - Focus

Everyone knows that “Those with the In, Win”. Sales people want to be connected at the top, but usually struggle. Sales managers to presidents hope their sales people are connected and schmoozing with their customers’ top executives.

So this five part series is intended to ...Everyone knows that “Those with the In, Win”. Sales people want to be connected at the top, but usually struggle. Sales managers to presidents hope their sales people are connected and schmoozing with their customers’ top executives.

So this five part series is intended to help you easily and naturally sell at the executive level, and for more C-Suite Selling details, See http://www.relationshipselling.info for Parts I - V
Part II - Focus

Getting to the top requires focus. Once you realize there is a monetary purpose to sell at the executive level, you must change your mindset when approaching sales opportunities. You must believe your mission is to eventually meet with the top relevant executives in order for you to make a sale. And if you don’t, you must believe there is a significant risk a competitor will get there and win it or it won’t happen. These beliefs will set a nagging red flag in your head that signals you to move beyond your main contact, and to keep pushing for higher level meetings.

Now you may not get those higher-level meetings; and if you don’t, you should be worried. This will give you incentive to keep trying. One of my favorite anecdotes is sales people claiming they can’t get higher -- until they learn they are going to lose the sale. Then somehow magically they conjure all the creative ways to make contact with higher-level people. So if it helps your thinking, assume you’ve heard the competition is being awarded the sale. What would you do? For ideas see my C-Level Selling Reference Manual.

Caution: Do not ignore subordinates on your way to the top. They have to be covered, but realize your mission is only partially finished with subordinates. Set the stage from the beginning that you will have to speak to others, including their bosses before you can create a proposal or give pricing. Say that you need to know all the decision makers’ expectations in order to present a good offer. If your contact says s/he knows exactly what everybody wants, and/or the executives are too busy, so you should stick only with him or her, that should be a big red flag for you.

The executives you should target are those with P/L responsibility and their direct reports for the division, region, company, etc. where your products/services are used. Never ever believe that purchasing or the purchasing manager makes the final decisions. They are administrators directed by others. Engineers, operations and other functional people are influential but not the final finals. Another administrator, although very powerful, is the CFO. S/he can only advise the CEO, GM or P/L executive. Now anyone has the power to can kick you out and you’re out -- no matter the level. So don’t neglect people. However, there is only one who can say “yes” and it’s a done deal. Focus on the P/L executive. He is the one responsible and will be in it a little or a lot, depending, but he will be involved.

Again, set your focus upward towards senior managers and you’ll figure way to get there. Make it known to others that it is necessary for you to meet with them, and you’ll be surprised how easily you get there. This will take Confidence, and Credibility and developing these is what I’ll discuss in Parts III and I V.

And now I invite you to lean more.