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Key Factors in NegotiationGetting to Convincer StrategiesDealing with C Level ExecutivesMoving on from a Cold Calling - Yes or NoCollaborative Selling vs Traditional Selling
 

Are you confident enough to deal directly with C-level executives?

  • C-level decision makers spend the bulk of their day in meetings.
  • They aren’t sitting at their desk waiting for you to call them.

C-level decision makers are paid to improve their business results - their primary concern is to improve their business. That means increasing sales, market share, customer loyalty; reducing costs, errors, or employee turnover; improving productivity, employee engagement and customer service.

How does your product, service or solution address one of these issues?

  • C-level decision makers deal with changing priorities.
    • Improving customer engagement may be a top priority today but tomorrow that executive may be faced with cutting $250,000 in expenses.
    • That means they sometimes cool off after expressing initial interest in your solution.

Do you have a strategy in place to keep your solution current?

  • C-level decision makers are extremely busy.
    • The average executive arrives early in the morning and stays late into the evening. They get dozens of calls every day, receive too many emails, and attend too many meetings.
    • This means that you need to maximize every minute you have when you connect with them. This applies to telephone conversations and face-to-face meetings.

Do you know EXACTLY what to say when you connect with these individuals?

  • C-level decision makers rely on others. 
    • They often defer to other people on their team and ask for feedback from peers and/or subordinates.
    • This means you need to involve these people in your conversations and include them in the decision making process.

Do you have the ability to finesse this?

  • C-level decision makers don’t like to make mistakes.
    • A major mistake can affect an executive’s reputation in their company.
    • This affects the decision-making process which means you need to uncover their risk factor during your conversations.

How will you reduce your prospect’s risk factor?

  • You need to be very confident in your own abilities when selling to these individuals.
    • C-level execs want to deal with people who believe in what they do.  Don’t back down when you’re challenged. To do so could cost you the business.

Are you persistent in your efforts to connect with these individuals?

  • You need to give these individual’s an extremely good reason to meet with you or take your call.
    • C-level decision makers will likely have 40 hours at least of work on their desk at any given time.

Is your approach effective?

  • C-level decision makers receive upwards of 150 emails every day.
    • Consider telephone correspondence because they simply can’t get to every email, even when they want to.
    • Using email as your major form of correspondence can be ineffective because most C-level decision makers simply don’t have time to respond to every email.

Do you use a variety of strategies to connect with C-level decision makers?

  • C-level decision makers think big picture.
    • Most C-level execs don’t get bogged down in the little details of their business they pay others to take care of the details.

It is important that you stop focusing on your product or your company and start looking at the big picture of your prospect’s business.

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