For decades, selling was typified by having Reps cold call to open accounts.

They were typically individuals with a direct demeanor, and many times more aggressive than need be.

The definition of their behavior was not as a “hunter”, more so, just a successful sales rep.

They were selling an array of products and services, spread across industries in manufacturing, engineering, technology, automotive, wholesaling, and countless more.

Now that SaaS and Enterprise software is the dominant vendor business selling into the enterprise, things have changed.

All small, mid to large Enterprise vendors require they hire hunters for their sales teams.

They refer to them as “elephant hunters” as they are given large Enterprises as their accounts or named accounts.

They sell in “patches” another connotation to an open field, where one would be able to hunt game.

Conversely, the folks that care for existing customers, commonly called CSM’s or Account Managers, are in essence “farming” the relationships, going deeper, to induce the typical cross-sell or upsell.

This is highly valuable and farmers are typically skilled in this endeavor.

It is also a common thought that farming is less stressful and somewhat easier as the customer is already receptive to your ideas and proposals.

Hunters however are built to kill and will operate at a higher frequency, so they typically cannot become farmers, and vice versa.

What is not typical is “how you hunt”?

It’s a falsely singular term that is a cloak for an array of critical sales skills.

Hunting is dominant for outbound cold calling and breaking into large accounts.

However, Social media expertise, superb research attributes to learn how complex companies solve their critical problems, financial acumen, and above all, high-powered communication skills designed to engage with illusive CXO conversations are not.

There are more, but for the purposes of this blog, let’s focus primarily on the meaning of hunting.

Hiring traditional hunters, it’s imperative they have the correct tools and patience to stalk large (enterprise) game.

With hunting SaaS software deals, they need the attributes in the previous paragraph, plus a plethora of prospecting techniques, consultative skills, and the mastery of a proven sales methodology.

As an example, The Challenger Sale, Value Selling, Consultative Sales, Miller Heiman, etc. 

If the enterprise accounts are enormous, they will need more time.

If the CXO is the primary target, they have to reload and use different strategies.

Ultimately, they will be successful as long as things are in balance, as they are in the wild.

To spot a hunter, you need to know their demeanor, tools of choice, and how they systemize their hunting process.

That will give you a great, winning combination.

Meeting with a C-Level of a $5B division of a larger company, she said “I want my reps to be “meat-eaters” and kill what they eat.

Very descriptive but then again she is wildly successful.

But to attract large enterprises, sales reps selling SaaS, CLoud, and technology need to be proficient in: 

• Upgraded Social titles to help position themselves as an authority in the business of the C-Suite they need to attract and engage.
• Exemplary writing skills for effective Social and LinkedIn profile and communications.
• Understand how “thought leadership” in their respective technology attracts large accounts.
• An interesting Twitter presence.
• Most importantly, the ability to understand complex business issues and correlate them to business outcomes.
• Value propositions by vertical, by title, even by a company, to help a sophisticated customer envision measurable gain and value, and not just cost.
• Hunters need to be comfortable with corporate finances to communicate eye-opening statements that get the attention of an SVP, EVP, and C-Suite.

Senior decision-makers speak a different language than an “Account Executive”, so why not create a level playing field for the hunter?

Good hunting, be fair and carry intelligence and generosity to your targets.

You will be rewarded.

Ed Golod

*” The center of gravity moves from generalist to specialist”, Bain & Company, Bain Brief, Ledingham, Kovac, Heric and Montaville.