| Last Week I wrote about "We Have To Call At The | | | | The executives in your own organization can help you |
| Top," suggesting the concept of right level selling. | | | | better understand the perspectives of their peers. |
| There are many times when calling at the "C" level is | | | | Companies could develop their own "executive training |
| critical for our sales efforts, yet we struggle to get | | | | programs" by having the appropriate functional |
| appointments with these executives. I was interested | | | | executives in their own organization. Each functional |
| to read a Forrester Research report on this topic, | | | | executive and senior manager should sit down with |
| presenting the executive perspective. Only 15% of the | | | | sales people to help them understand what makes |
| "C" level executives surveyed felt their meetings with | | | | people like them tick. They can discuss: |
| sales people were valuable and lived up to their | | | | -Their role and responsibility in the organization. |
| expectations. They went further, based on the | | | | -How they are measure and how their performance is |
| outcome of the initial meeting, only 7% would accept | | | | evaluated. |
| follow-on meetings. No wonder they don't want to see | | | | -How they measure and manage performance in their |
| us, we waste their time! | | | | function and organization. |
| -The report goes on to look at the reasons sales | | | | -Key business issues that "keep them awake at night." |
| people fail to meet executive expectations in meetings, | | | | What questions sales people should be asking them. |
| several specific areas hit me: | | | | -Issues and trends facing their functions. |
| -Only 27% felt sales people were knowledgeable | | | | -What they look for when they meet with vendors |
| about their specific business. | | | | and sales people. Questions they tend to ask sales |
| -Only 34% felt the sales person could relate to their | | | | people and why they ask them. Proofs they are |
| roles and responsibilities in the organization, with 38% | | | | looking for from sales people and why they are looking |
| saying sales people understood their issues and how | | | | for that information. |
| they could help. | | | | -What sales people can do to conduct a meeting |
| -Only 34% felt the sales person had relevant | | | | worth their time. |
| examples or case studies to share with the executive. | | | | -Why they would even meet with a sales person in |
| -Only 38% felt sales people were prepared for the | | | | the first place. |
| questions an executive might ask. | | | | -How to secure an appointment. |
| Clearly, sales people aren't "connecting" with | | | | -Why they might delegate sales to a lower level. |
| executives effectively. In some ways it's | | | | -....the list can go on. |
| understandable-if you've never been in an executive | | | | I guarantee, the issues your own functional executives |
| role before, how do you relate to their roles, | | | | face are not that much different than those their |
| responsibilities and issues? How do you know what to | | | | equivalents in the customers face. Businesses will be |
| talk to them about, what examples to use, how to | | | | different, strategies will be different, but fundamental |
| respond to their questions? In a way, the sales person | | | | issues for the function are likely to be very similar. |
| is caught between the proverbial rock and a hard | | | | These conversations help accelerate the ability of |
| place. How do you overcome this? | | | | sales people to connect effectively with the customer. |
| Many organizations try to do this through training-I think | | | | There is are important side benefits to these |
| training is a key element-but training needs to focus on | | | | discussions. It helps the functional executive to better |
| industry, market, and business training. In addition to this, | | | | understand their own sales people and the challenges |
| I think organizations too often overlook their own | | | | they face. Every once in a while, you are also able to |
| executives and their ability to help their own sales | | | | leverage functional executives in your own |
| people understand the "executive" view. For example, | | | | organization to help you meet their counterpart in the |
| if you sell software to CIO's, why don't you leverage | | | | customer. |
| your own CIO to better understand the "real world | | | | Connecting with executives on the things that matter |
| concerns of CIO's?" If you sell to manufacturing execs, | | | | to them is critical for sales effectiveness. Are you |
| why not leverage your own VP of Manufacturing to | | | | leveraging your own company's executives to help |
| help you understand the way manufacturing execs | | | | you learn how to connect with your customers? |
| think? | | | | |