Creating the future of startup sales
Regardless if you are selling for an Enterprise leader, SMB company, or well-funded Startups; your Target Account sponsors or stakeholders all struggle with making an effective business case on buying from you irrespective of what you sell.
Competing in today’s crowded, global markets for a steady stream of high-quality sales opportunities is tough, and reaching decision makers burdened with information overload is even more difficult. Time is the new currency.
The first step to achieving success here is to re-build existing scripts to focusondelivering value, and not selling. Your “value proposition is the foundation ofallprospecting scripts”. Thus, the purpose of the cold call is to secureanappointment or action step and commitment to move forward with aqualifiedlead, not sell yourproduct.
Once you have identified the business issue, the next step is to understand the problems that it causes to the business. These are commonly called pains in sales circles; because without pain, there is not enough motivation for change. Typical examples include:
One of the most important tenents when selling, especially when you are a pro and know you need to reach and engage with the Decision Maker so you can get funded and close your deal in a reasonable timeframe, is to sell VALUE. But, this is easier said than done.
Themorewecanhelpourclientsconnectthevalueofourtechnologyorsolution totheirbusiness and personalobjectives,thestrongerthe buy-in andmotivationto takeactionand buy more, with larger more strategic deals. They want to do business with you as an advisor and NOT as a perceivedvendor.
After the Sales rep has done all the hard work of research prospecting, strategies, presenting, and delivering the proposal, they are faced with tyh4e #1 obstacle to overcome to get to a signature. It is the PROOF of all their claims and value statements.
With most if not all salespeople, the part of the job they like the least is almost universally answered with one word: prospecting. Despite spending time, effort and money comforting, engaging, encouraging, supporting and demanding that salespeople maintain a pipeline of “suspects-to-prospects,” many efforts fail to produce more than low returns.
It’s presumed that once we learn new techniques or process, where many are delivered over a short time span, we simply deploy them, mostly on our own, into our respective named accounts or territories.
There are six important tasks that most “A Player” sales reps perform before they meet with a prospect, whether an important, strategic one, or just opening a new opportunity.
