Arthur Brisbane was a run-of-the-mill newspaperman, no better and no worse than a he receives How To Sell Your Think BIG: Big Ideas, Big Findings. JILL KONRATH. KONRA Break Big Companies into Bite-Sized Chunks Employ a . Selling to Big Companies shows you what it takes to get the attention. Selling to Big Companies For more fresh sales strategies, visit bestthing.infonrath. com. © I would like to know if I could possibly send your company some.

Selling To Big Companies Jill Konrath Pdf

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Selling to Big Companies Jill Konrath inner sanctums of big companies come tumbling down and the red carpet is rolled out for you. $ PDF. $ Printed. ___. ______. JumpStart Your Sales Self-Study Guide: Complete audio. Selling to Big Companies [Jill Konrath] on *FREE* shipping on qualifying offers. Struggling to Get Your Foot in the Door of Big Companies? Setting. Jill Konrath, | | | [email protected] Selling to BIG. Companies.

And for good reason. The book is repetitive. I'm not saying Jill Konrath doesn't make good points, and I've always liked most of what she has to say about selling products or services. She just says the same thing a bunch of times.

And I think that's either because this book isn't meant to be read straight through, or that she's hoping you'll remember each tip through repetition. Not I'd be lying if I said I read this book straight-through, cover-to-cover.

Not a bad strategy. That said, I got defensive when it came to her comments about marketing. I'm not sure if she was burned by a marketing department in the past or what, but some of her statements were scathing. I'd like to think not, and I'd really hope we were above pointing fingers. She also states that sending someone a brochure means nothing, and then goes on to say marketing rarely supplies sales with the tools and collateral they need to sell.

I still believe that good marketing sells something itself, not a sales person trying to convince you although this does depend on what it is you're selling - does the iPad have sales people? The problem is getting the good marketing behind it. Supply chains are reevaluated. Sales forces are merged; employees are let go. Marketing collateral needs to be redesigned.

Teamwork and collaboration are necessary as people jockey for position. Existing suppliers may have to reestablish their value. One of my clients, an entrepreneurial professional services firm, keeps a keen eye on legislation. When new laws are pending or have just been passed, they leverage the news to get themselves in to meet with key decision makers from competitive accounts.

In the past year, they experienced significant growth using this strategy. She was complaining about that exact issue last time we talked. They overtly state the type of customer you work with so your fellow networkers know when someone would be an ideal prospect for you. Use a Problem-Centered Approach Because issues and challenges typically have top-of-mind awareness, problem-centered elevator speeches are generally more effective.

Use a Benefit-Centered Approach These elevator speeches are focused on what customers want to achieve. He got much better results when he changed to: In the last chapter, I shared how it took me seven phone calls to locate the decision maker in a local high-tech firm. Once I found his name, it took me another eight contacts to finally connect with him.

Below are the contacts I made over a two-month period and what I did on each one. Left a voice mail highlighting value proposition 1 related to new product introductions. Sent letter focused on new product launch issues and relevant customer results. Followed up via phone; left voice mail stressing different aspect of value proposition. Left voice mail reiterating need to get together to discuss how to ensure successful launch on critical new product coming to market.

Talked to assistant. Found out the decision maker was out all week traveling but would be in Friday. Got e-mail and sent short message that I looked forward to talking with him soon.

Called on Friday at recommended time. Got voice mail and transferred to assistant. His schedule had changed and he was traveling.

Got cell phone number. Called cell phone and immediately reached decision maker in airport. Had short conversation, answered questions, and was referred to product marketing manager with blessings.

The result? I talked with the woman in product marketing the following week, set up a meeting, wrote a proposal, and had a very nice-sized contract within a month. No competitive bids were taken, and no one tried to knock my price down. Corporate decision makers are under extreme pressure to reach ever-increasing goals with ever-shrinking time frames and resources. Establish Credibility. To establish credibility with corporate decision makers, you can reference: Your Referrals: If you have a referral of any sort, this is the time to use it.

Brian Johnson calling. Marcia Herman from the Leadership Development Center said to give you a call. Nancy Stevens from Synergy Software. I just spoke with Bob Cummings in your corporate research area.

He said that you were the person I needed to speak to. Dig in. Do it. What you learn makes your voice mail even more enticing. Trigger Events: Pique Curiosity. After reviewing what you know about your targeted big companies, determine what would pique their interest the most.


Communicate Your Value Proposition: Prospective customers are enticed by value propositions that address critical business issues and demonstrate significant value. To increase their effectiveness, mention that the results come from businesses like theirs—or even name-drop some prominent clients.

Examples of enticing value propositions include: In fact, research into failed product launches shows that 75 percent of executives blame weak value propositions as a major factor in their poor sales results.

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To pique curiosity with a thought-provoking idea, combine it with your knowledge of their business and your value proposition. Based on my analysis, I have some interesting ideas regarding how you could leverage it to create additional revenue opportunities. Tell them only enough to make them eager to learn more. Dangle Important Information: If you have access to knowledge that big company decision makers might find useful, by all means use it.


One of my clients recently used this strategy to land appointments with hard-to-reach decision makers. Every piece of correspondence sent to your targeted account must be written specifically for the decision maker with whom you want to meet. To be irresistible to prospective customers, your writing must accomplish two things: Pique their curiosity by speaking directly to their business issues and challenges. Position your firm as a competent resource capable of making a difference.

Here are a variety of subject lines that you could adapt for your own e-mail account entry campaigns. Mary Jones suggested I give you a call Subject: Quick question re: Operational efficiency problems in plant Subject: Need help re: Shrinking time-to-market on new product launch Subject: Referred to you by Bob Smith in regional office Subject: Impact of new legislation on your HR group Subject: Increasing sales of Star seafood products Subject: Programming idea for new radio station Subject: How Goodies Restaurants cut absenteeism 34 percent.

Trying to engage people in a discussion when their mind is elsewhere is totally pointless and inane. Treat the person you contact like a human being, not a prospect. If you were calling a colleague, you would: Faith Walston here. Is this an okay time to talk? These comments get you in trouble nearly every time.

Make sure you never say: I really appreciate it. I know how busy you are. You may think it sounds respectful, but instead it diminishes you. You hate it when telemarketers use these insincere and feeble attempts to warm you up. How big of a concern is this for your firm?

How satisfied are you with the performance of. Are you experiencing similar challenges? What is your organization doing to address these issues? How are you handling the. Have you analyzed the impact on your organization?

What plans do you have in place to help you achieve those stretch goals? They make people feel stupid if they say no, but trapped if they say yes. Never try to convince prospects that you have a great solution.

Instead, use questions to demonstrate your deep knowledge of their most pressing business concerns. Here are several ways you can easily, gently advance the sales process: Is there anyone else you think should be included in the meeting?

How about scheduling a meeting with a few others in your group who deal with this issue all the time so we can find out? They simply reiterate a valid business reason for getting together—on the phone or in person—and suggest what could come next. To be irresistible to corporate decision makers you simply need to keep your focus on their business issues and challenges.

When marketing throws the new product over the wall to the sales force, they forget to toss over the tools that the salespeople need to shorten their sales cycles and keep them in the field selling. We work in the gap between marketing and sales to create the tools and to prepare the sales organization for making highly effective sales calls. It really expands on the problem, thus building credibility. Have one of your own ready to ask—a question that focuses the attention back on their needs, their issues, and their concerns.

If you know the difference your offering makes, then you can confidently say: Right now your company is pouring money on this problem with little to show for it.

I have some ideas on how to eliminate redundancies in your workflow that can make a big difference almost immediately. How about we get together sometime in the next couple of weeks? But let me tell you, it has high impact. They never hear this from sellers.

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Most back down immediately. This type of response positions you as an expert—someone who really understands their business. Think you might have a hard time pulling it off? Practice saying your own version of this comeback until you believe yourself. Think for a second, though, about why it came up. Is it possible that you were talking about your products or services too soon again?

Of course it is; they caught you! Feel free to treat this obstacle humorously. To get on this list, someone needs to champion your inclusion. The only way to deal with this one is head-on.

You might say: What we do makes a big difference for our customers. To generate interest over time, stress different aspects of your value proposition, share results your customers have attained, or tempt your prospect with new information.

Thank him or her for calling and ask if you can call back in a few minutes. Always bridge your contacts with decision makers. Reference key points in your letter or voice mail to get them grounded, then ask a question.

Their lack of interest is usually a matter of corporate priorities. Good selling is about creating conversations with decision makers, not pitching.

Remember, your offering is only a tool to help them achieve their desired outcomes. Your prospective clients must know from the onset that your one and only goal is to help them remove obstacles or impediments to reaching their business objectives. Maintaining this focus is the best way to lay the groundwork for a mutually beneficial relationship. If you focused on your value proposition or shared a customer success story to get your foot in the door, your prospect wants to find out how you helped other firms achieve these same results.

Listen carefully to me now. Simply say something like this: However, at this point I would need to know more to determine if that would be the right option for your firm. Now move into asking questions. A conversation is a two-way street. If you enticed your prospect to meet with you because you shared an insightful idea, focus on that idea when you meet. However, rather than making it sound like your idea is the perfect solution, position it as a possibility that needs to be explored in more depth.

Mention the research you did prior to initiating contact. Focus on their business issues, critical success factors, and obstacles to success. Share ideas about how other customers successfully tackled these same challenges and the results they achieved. You goal is to start a conversation about their business. After sharing your idea, transition quickly to questions. Not by blabbing everything they know. Not by telling customers what changes need to be made. Not by talking endlessly about their unique capabilities or technology.

You might think that this makes you look like a rookie, but real pros do it all the time. To avoid sounding like a police interrogator, try to create bigger questions that elicit fuller answers.

A few years ago I coached a sales representative who was very excited about a new product his company had introduced. We role-played a call he was going to make the next week at a large corporate account. He asked me a hundred questions in just a few minutes, some of which were: What system do you use for this application? What software are you using? How long have you had it?

Who do you use for support? What system is that person using?

The rest of your questions will come out during the course of normal conversation. Selling is not about you. Questions that uncover problems and gaps have evaluative words in them. Key words to include in problem or gap questions include: Bottlenecks Challenges Barriers Concerns Difficulties Issues Problems Improvements Troubles Dissatisfaction Changes Frustrations Ask the decision maker questions specifically related to the business problems your offering solves.

We talked about this earlier in Chapter 7: Strengthening Your Value Proposition. Look at the problems you listed. Develop questions around these problems to find out if your customer considers them to be significant issues. For example, you might ask questions such as: What are your most pressing problems related to. What are the primary challenges you face in growing your business? Where do the bottlenecks occur? What are the biggest barriers to achieving your goals? What improvements are needed to increase your operational efficiency?

When customers share their answers, be curious and learn more about their issues. Whenever you uncover an area of concern related to the solutions you provide, do not jump in and start talking about your offering. Again, this was covered in earlier discussions related to your value proposition. Then create insightful questions that engage the decision maker in exploring the consequences of their current methodology.

Key words to include in these questions include impact, consequences, affect, implications, effect, and ramifications.

Examples of questions you might ask include: How do these problems impact profitability? How does the difficulty with. You mentioned turnover was an issue. How is that impacting your training costs? Hiring costs? Error rate? Customers like these kinds of questions because they make them think.

They also give you lots of good information to build a business case for your offering. Top sellers ask significantly more of these types of questions than average sellers.

When customers answer these questions, they tell you how their business would be better if their problems were resolved.

Selling to Big Companies

In essence, the customers sell themselves. Top sellers are extremely proficient at asking these types of questions. Most average sellers rarely ask them. These questions are positive and solution-oriented. Key words to include in these questions are help, important, value, useful, benefit, assist, aid, and worth. If that problem were solved, what value would it provide to your organization? Why is it important for you to fix.

Help me understand why cutting turnaround time would benefit your group?They do this by helping clients see their business operations differently, by sharing useful information, by questioning the status quo, and by doing much more. When you truly understand the business value you bring to customers, you work harder to get into accounts. Would you like to tell us about a lower price? How do you know when you've successfully completed the 2nd Decision? Prospective customers are enticed by value propositions that address critical business issues and demonstrate significant value.

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