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Sales Tips: How to Create Demand for Your Offerings at Executive Levels

By John Holland, Chief Content Officer, CustomerCentric Selling® – The Sales Training Company

I was involved in a lengthy meeting this week that was primarily about creating demand in light of the fact that visitors to my client’s website are lower level staff whose primary interest is learning about products/offerings.

Presenting Value and Payback with Executive Level BuyersThe fact is these people can’t buy and they have little or no idea of what potential payback or value offerings they’re interested in can provide.

That caused me to realize that for the vast majority of Key Players there is no demand for offerings. Marketing and Sales organizations have to back into creating demand for people that rightfully have little or no interest in their offerings.

The stark reality is that Key Players have latent needs for business outcomes they can’t achieve (goals) or for business problems (pains) they don’t know how to address.

The key to creating high level demand is to identify desired business outcomes that can be achieved through the use of offerings.

Getting away from an overarching focus on offerings is difficult to do, but companies that can target specific titles with high probability business problems or goals will enjoy several advantages:

  • They can start buying cycles with Key Players that can fund unbudgeted initiatives.
  • They can give sellers an excellent chance to start opportunities as Column A (preferred vendor).
  • They are likely to close larger transactions because these buyers aren’t budget-constrained.
  • They should have shorter sales cycles.
  • They should have higher win rates.

KEY: Products can create demand for lower levels. Potential value creates executive level interest.

Don't just win more.Win BIGGER.

Sales Tips: A Resolution for 2018 and Beyond

By John Holland, Chief Content Officer, CustomerCentric Selling® – The Sales Training Company

2018 is here, a time for making resolutions that you may or may not keep. I’d like to suggest trying what may be a different approach to finding new opportunities.

The best leading indicator of future performance is the quality and quantity of opportunities in a seller’s pipeline.

charts-calculator.pngStarting 2018, the condition of each seller’s pipeline reflects how they finished the year. If it was a sprint to end 2017 there’s work to do. Regardless of where you stand I’d like to offer an approach that can allow you to shorten sales cycles and increase win rates moving forward.

Most sales organizations have an increasing reliance on inbound leads. If you’re selling complex or expensive offerings, these leads are likely to:

  • Provide entry points below Key Player levels
  • Put you in contact with people interested in products that don’t have budget
  • Have you contact people concurrently evaluating several vendors in a given space
  • Have you contact people unaware of business results that can be impacted
  • Yield a high percentage of “no decisions” and low close rates
  • Represent quantity more than quality

It takes courage and initiative but there is a way to start opportunities with Key Players that enables sellers to establish themselves as “Column A” from the start with buyers who can find budgets for new initiatives. Key Players don’t have time to visit websites and evaluate vendors. For that reason many are unaware of value and payback offerings can provide.

key-player-senior-executives-meeting.pngThese buyers have latent needs, not for offerings (an erroneous assumption many sellers make), but rather for achieving desired business outcomes. I recently used an approach Michael Higgins (Selling at the C-Level) provided. He suggested this:

👉 Review a prospect’s annual report to learn the company’s objectives and challenges and select a specific title and outcome that an offering could help them achieve.

Here’s my experience using this approach:

  • I researched a Fortune 500 company and sent a one-page letter via snail mail to their Chairman.
  • Four days later I called.
  • After being heavily screened I was told the admin was busy and I should call that afternoon.
  • 45 minutes later I got a phone call from a senior vice president that had been asked (or told?) to contact me.
  • A buying cycle began with a Key Player.

Superior salespeople sell outcomes rather than offerings.

These sellers pique senior executive interest by leading with relevant business goals or issues.

Leading with offerings puts sellers out of alignment with Key Player buyers who don’t have the time nor interest to learn about products.

I hope 2018 will be prosperous for you and that you may try this new approach to generate new opportunities.

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Sales Tips: 6 Strategies to Get Buyers to Talk to You

By Connie Schlosberg, Primary Intelligence

Are you having a hard time getting buyers to talk to you?

How many times have you tried to find out how your most recent sales opportunity went and got no response? Or attempted to talk to a customer to see how it is going only to hear crickets? Frustrating, isn’t it?

After completing well over 20,000 interviews with busy buyers, we’ve learned a thing or two on how to get them to talk to us. We also know:

Getting feedback from buyers is the best way to improve your win rates.

And talking to your current customers to see what benefits they’re receiving from your solution is a highly effective plan to retain them. By going straight to the source, you discover what is and isn’t working for you and most importantly, why.

Here’s an infographic sharing our top 6 strategies to get the conversation started.

Top-6-Strategies-to-Get-Buyers-to-Talk-to-You

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