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Management knows the answers to the "why" the business does what it does, and what the impact of change will be. As you ask more questions about why a new purchase is important and what the consequences of change or no-change will be, your lower-level people will be unlikely to answer all of these questions. Also, the greater the seniority of management that you bring in, the more he can discuss issues like your company's strategic direction (which could be of great value to your prospect). Key tip - when y Article: The fastest way to get a decision made is to speak directly with the decision-maker, right? OK, so you knew that. Often times, the decision-makers are not easy to get to. There are dozens of salespeople who would love to pitch to the CEO, President, VP, or Department Directors if given the chance. And the purpose of middle management is to filter perfusion to executives, and oversee the execution of plans and policies so that the executives don't have to. Executives make it hard for salespeople to get to them on purpose. So what do you do when you get pigeon-holed down with a lower-level staff person? In a perfect sale, you would prevent talking to the low-level people from the beginning. By going directly for the decision-maker, you will have the opportunity to make the sale the fastest. There are techniques for penetrating the executive ranks at the radical of your sale, but I am not going to discuss those today. Instead, I will stand up for the question, "What do I do when I get stuck down with a low-level staff person?" Here's the best strategy that's best most of the time: treat your contact as an ally. Have him help you to get an canonization with your target decision-maker. You can do this in one of three ways. #1 - Make it a personal win for them.Your contact has been "empowered" by her management to do a specific job. To go higher in the account, you must make it valuable for her. Show her how you can help her reach her point goals. If the overacting is considering making a major investment in a new product of yours, you can be a big help by offering to write a cost justification for them (or render assistance her in writing it). Now of course to do this, you will need to speak to the senior management who will be impacted by this decision (which of course you'll be happy to do). You will need to have a series of tight conversations with each of these people, in order to determine the relevant factors in the cost-justification. In offering to do this, you will be helping to make your contact look successful. By framing your request this way, your contact will likely want to help you get to her senior management. #2 - Ask questions that they can't hack itAnother way to secure a meeting higher up the food-chain is a variation on the beyond technique. Low level people are good at oral "how" questions. They can tell you all back how something works today, and how something should work, and how something needs to work. These people know the nuts and bolts of the business. Management knows the answers to the "why" the game does what it does, and what the impact of novelty will be. As you ask more questions at hand why a new purchase is important and what the consequences of qualify or no-change will be, your lower-level people will be unlikely to guarantee all of these questions. Be firm, and gently insist upon answers to these questions as a condition of going forward with the sale. When you know why they might buy, and what the consequences of this decision are, you'll be best able to help them solve their problems. If you get challenged as to why you need answers to your questions as a condition of moving forward, then use the following line of reasoning. If you determine that your product cannot help them solve their problems, then you will cry havoc them to look elsewhere. You will be doing them and yourself a favor. #3 - Use your managementSometimes the best way to leverage yourself up is the old standby of bringing in your manager, Sales VP, or CEO to meet their executives. Your management offers a perceived stature that we often don't have as salespeople. Also, the greater the seniority of management that you make public in, the more he can discuss issues like your company's strategic direction (which could be of great value to your prospect). Key tip - when you elicit your CEO, President, or Sales VP in, do not to diminish their assignment by having them call on mid-level management. Save your most influential people for the highest level meetings that you'll eventually need to get. © 1999-2004 Shamus Brown, All Rights Reserved. Royalty Free Coaching Products. - Keep 100% of the profits by selling your own royalty free coaching products! Type At Home - Converts All Traffic Ez. - www.type-at-home.com/affiliates.html - Stop wasting your time for Tiny Profits! Try it and See for Yourself! Position Overview:
The Account Executive is responsible for finding, developing, and closing new business within the Staffing and Recruiting market. Emphasis will be placed on identifying and converting sales targets, including detailed tracking of sales prospects to establish a qualified pipeline, and activities including customer presentations, product demonstrations, and closing business. The Account Executive will coordinate involvement of Sales Engineers and Professional Services as required.
Responsibilities:
· Maximizes territory potential through targeting prospects, conducting customer meetings and demonstrating the product.
· Generates new target prospects through research, networking, and referrals.
· Converts target prospects to sales opportunities by identifying alignment of critical business needs with solutions and services.
· Develops proposals together with Sales Engineering and Professional Services.
· Works closely with sales management to prioritize opportunities and execute sales strategies to exceed quota expectations.
· Submits standard sales metrics, such as, weekly forecasts, pipeline, funnel, monthly progress, business plans, and expense reports on a regular and timely basis
· Maintain Bullhorn CRM for opportunity and contact management.
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