Training - C-Level & C-Suite Selling
C-Level & C-Suite Selling Tips 22
Get 100% of the Business from 100% of
Your Clients - Become Preferred
It’s so much easier to get more business from
existing customers when you’re the preferred vendor, and this is
very easy to do.
Being preferred provides an unfair advantage over any
get jobs without bidding and at your price.
Even governments or institutions have work that sneaks-in
under the radar that will be yours.
For those projects that have to be bid, you’ll know when
they are coming down the pike.
You’ll learn what price will win, and you’ll be able to
help write the specs that center around your strengths.
So being preferred is where you want to be with all your
accounts, and it’s easily possible.
The 2 Steps
The first step is to make a sale – see my
article about getting to the top people, interviewing and
Once you make the sale, you now have to
However delivering results is subjective to each executive who
will measure how well you performed using his or her measurement
of results, which is not only the spec.
How you or your company thinks you performed is
So you must know each executives standards
and take pains to track your progress against them.
So the second step is is to set-up a meeting with all the
key executives – especially the profit-center leader and his or
her staff immediately after you close the sale.
You shouldn’t have too much difficulty
because they know the competitive selling frenzy is over.
Besides, you’re going to frame the request around the
idea that you want to be sure you meet everyone’s expectations
and you need to confirm them so no one is disappointed.
If your main contact or subordinates tell you it’s not
necessary, you’ve got to stand you ground and insist.
It will be for their good also.
If possible, make these meetings one-on-one.
It’s OK to conduct them by phone, although face to face
is better. At these
meetings get a clear understanding of each c-level executives’
desires, wants, and most importantly, expectations, i.e.
completion time, costs, resulting benefits, etc.
Then ask how this executive will measure you.
To be specific ask, “How will you measure how well we
do?” Then, close
your mouth and listen. Don’t argue.
You can ask for clarification or more details, but this
is his or her measuring stick.
You will have many different sticks, and they will all be
important, so don’t minimize or ignore any.
If there is a total misunderstanding about what will be
provided, you’ve got to clear that up then and there.
Extra Meetings Enhance Relationships
When all is settled, establish progress
reviews and a conclusion meeting.
If it’s a project that will take months, you’ll want to
ask for reviews on specific dates, or after specific milestones.
Be sure this is done with the leaders.
It can be brief and by phone if necessary.
This is to insure expectations are still on track, and to
discuss corrections if necessary.
These reviews at the top are very important because it
shows you’re being diligent, and it gives you more time to
develop your relationships.
Your relationship will be how preferred status will
You’ll also want to make sure the top people
agree to a conclusion meeting.
This is critical for you because it is where you will
associate yourself with the solutions.
At this conclusion meeting you’ll ask if his or her
expectations were met.
If so, you’ll elaborate on what it took for you to
accomplish these results.
Don’t be shy.
It’s critical that you make a point of how well you
preformed and what effort and expertise it took to do it.
If you don’t hammer this in, the subordinate or your
contact will get the credit.
However, if the expectations have not been
met, you’ll have to ask what needs to be done to correct this to
his or her satisfaction.
Make the corrections, if possible, and set-up another
Being Associated with the Solutions
Most sales people and companies neglect
conclusion meetings, and this is a missed gold mine.
If you feel your good work says it all, you are sadly
didn’t hire you to do bad work, so they will feel they got what
they paid for – nothing more.
If you don’t have progress meetings and conclusion
meeting, but only have meetings when there are problems, guess
what, you’re though of as a problem.
That’s not good for the future.
So make it a point to be associated with the solution.
Then you can ask for more business with confidence and
Present the findings regularly to each and
ask for his or her feelings.
If the feeling are not so good, then develop a correction
assume their feelings.
Let them tell you.
If the feelings are good, then you now have the essence
of a relationship and the opportunity to become preferred.
So use it.
Ask for more business, or more information or introductions to
Problem Meeting Only
It seems you’re only called into the chiefs
when there’s a problem - a delay or change order or over budget.
Otherwise, you assume there’s no need - you’re doing
fine, no ones complaining and/or you’re getting good feedback
from the low levels.
You’re Only Associated with
Since there are no meetings of good news with
the executives, they assume their subordinates are doing their
job and you’re getting paid, as hired help, to do your job.
If you only meet when there are problems, you’re
associated with the problems.
As a result, there is nothing special about you or your
firm, as seen by the senior staff, and therefore, no basis for a
high-level professional relationship.
4=Always; 3=Most Times; 2=Usually; 1=Sometimes;
Do you feel that doing good work you
will get more work? ____
Do you visit senior executives after the
project or sales to tell what you did to make it successful?
Do you believe senior executives measure
you on what the project specs ask for? ___
Scoring: 2 – 1 – 3 = ??
Positive is good.
Negative suggest you need to
schedule more progress and conclusion meetings.
And now I invite you to learn more.
Sam Manfer delivers
key note speeches
selling work shops
anxious to increase sales. His hands-on coaching turns
individuals and sales organizations into selling whirlwinds.
Sam’s selling awards and $ Million sales recognitions support his
methods. His book,
TO YOUR LEADER$ along with his
CD and sales seminars replace selling myths and clichés that
frustrate decision makers with a proven approach that captures
their attention. Follow
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