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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