The Key to the C-Suite: What You Need to Know to Sell Successfully to Top Executives Review

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The Key to the C-Suite: What You Need to Know to Sell Successfully to Top Executives Review"C-level executives make buying decisions based on the strategic effect that a purchase will have on a set of key financial metrics or levers." The book makes a compelling case for using Metrics when selling- things like Return on Assets, Return on Investment, Earnings, Debt to Equity ratios etc.
Nick suggests that you need to know how your product or service impacts these metrics. And understanding your strengths in those areas will help you make a more compelling case to help you sell.
As a former CEO, I have strong opinions of my own on how to sell to CEO's. My top 5 rules include:
1 - Respect the executives' time in all interactions. Most CEOs get hundreds of emails so keep any emails short. Most CEOs get invited to lunch or dinner daily so keep those short. Most CEOs have fairly aggressive schedules so be on time and stick to the time granted.
Anything you can do to save the executive time will help make the sale. I recall one creative sales person who offered to give me a ride to the airport so had my uninterrupted attention for 50 minutes.
2 - Make sure the CEO is the one you need to sell to. Sure it helps if the CEO is onside but many CEOs delegate decisions in many areas to their staff. I recall sitting through a detailed presentation on trucking complete with glossy brochures. After wasting an hour of my time, I simply put a post-it note on the brochure and passed it to my shipping manager "these guys presented to me - call them if you want".
3 - Treat everyone well. How you treat the receptionist, the assistant and the person doing research for the CEO will get back to the CEO. And besides, they are just doing their job and it is lower stress to be nice anyways.
4 - Do your homework. The internet makes it easy to know a lot about the company. Wasting a CEOs time asking questions that are on the web site or that can be readily obtained elsewhere is not a good way to start the sales call.
Use your valuable question time to probe for hot buttons and problems you can help solve.
5 - And after reading The Key to the C-Suite, I do think it is a great idea to know your metrics. This would fall in the category of saving the CEO time. It would also help the CEO make the case for buying from you.
People have the mistaken idea that the CEO makes decisions without having to "sell" anyone themselves. This is not true. CEOs need the buy-in of their staff to ensure good implementation of any purchase.
And finally, like all marketing, there is not only one way to sell to the C-Suite. Situations vary, people make decisions differently, companies are organized differently etc. So use multiple approaches to make the sale.
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The B2B Executive Playbook: The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth Review

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The B2B Executive Playbook: The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth ReviewThe insights and the guidance that the B2B Playbook offers rest on the simple, yet insightful observation that, for companies that sell to other companies, it's often the case that a handful of customers comprise the bulk of their revenues and a large share of their profits.
Losing a customer in this context can be catastrophic. Growing one can be transformative.
From this premise, the playbook explores the approaches that a B2B company can pursue in order to meaningfully engage and develop thought leadership with the critical stakeholders on the client side who ultimately decide the scope and nature of the business relationship that they will support with the organization.
This book enjoys two strengths. The author has taken great pains to discern and elaborate on the different challenges and opportunities B2B firms face, relative to their B2C brethren. The author has likewise practiced what he preaches in the playbook from having helped B2B firms develop their customer engagement strategies for a number of years. His experience allows him to ground his insights in reality and to provide a number of illuminating examples from his own practice.
Anyone who has a hand in guiding and developing their organization's approach to customer engagement in the B2B realm would benefit from reading this book and allowing the author's perspective to influence their approach for growing the business with their key accounts. The lessons learned here can serve as a competitive weapon for those who take the time to thoughtfully apply them to their own circumstances.
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Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top Review

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Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top ReviewIn tough times, spending limits are always curtailed with the effect that more decisions are made or need approval by someone in the C-Suite. The age old recommendation of "calling high" is therefore of high actuality. Yet many sales people struggle to get access to the senior executives and even more so to hold meaningful conversations at this level. In today's economic environment this capability gap can become career threatening.
« Selling to the C-Suite » by Nicholas A.C. Read and Stephen J. Bistritz offers very practical advise how to close this gap. It is not one of those thousands of books flooding the business book market written in the style of "This is what I did, I was successful, there is no reason it should not work for you." Instead, "Selling to the C-Suite" is packed with research based concepts that have successfully been applied by thousands of practitioners. Instead of looking what people did who were successful to sell to the C-suite, the research focused on how senior executives want to buy.
With the concept of the relevant executive, the authors help salespeople to understand exactly what "calling high" means for a particular client. This relevant executive cannot be identified by just looking at an organization chart. The relevant executive is not only defined by his/her high rank but also by his/her high influence. The book gives good clues how to determine this influence.
The authors are also helping us to understand , based on their research, when senior executive are involved in a buying decision. It is not when they actually sign the contract. They are involved early when a problem surfaces where "work-arounds" do no longer contain the consequences caused by the problem and a project needs to be defined for finding a new way of how to address this problem. Usually when the vision is clear how the problem can be solved by buying something, the selection of the vendor offering suitable solutions is delegated. The executive's interest in the project increases again once the solution is in place. At this point in time they want to know what value the solution actually delivers to their business.
Calling to executives early, requires a higher proficiency of selling. Indicators are given helping an individual to check his/her actual level of sales proficiency and throughout the book practical advice can be found what it takes to close the gap.
Preparation is key in selling to the C-Suite. There is a chapter in the book helping to gain an understanding what executives want. In an appendix of the book, there is a very practical guide to customer research how to find clues of what a particular executive wants specifically.
How to gain access and how to establish credibility with executives are other important topics. It also has been said many times, that sellers today are no longer "messengers of value" they have to be "providers of value". How this can be achieved is also very clearly explained? The explanation that value is to be articulated differently depending on the status of the customer project is particularly insightful. It is recommended to use a Value Hypothesis to articulate the problem, a Value Proposition to help with the buying decision and a Value Message, to confirm the value that has been delivered through the solution. However the structure recommended for the Value Proposition seems to be a bit to rigid. I doubt that the template where just some blanks are to be filled in is still effective today.
Knowing when executives are involved in a project is also a key concept how to cultivate loyalty.
To help the reader to transition from knowing to doing, there is an appendix with worksheets providing a tool box how to apply the concepts in daily practice.
This description of the content does not represent the flow of the chapters in the book. Not mentioned yet is Chapter 2 of the book.
This is one of the most concise discussions on B2B Marketing, how it differs from B2C Marketing and how the Internet has changed the role of selling I have ever seen. This chapter alone is an alternative reason for buying the book. Understanding its contents is not only relevant for people wanting to sell to the C-Suite. It is essential for anyone who seeks to have a lasting career in direct sales.
For people wanting to sell to the C-Suite this book is a must read anyhow.
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