By Brad Lena, Senior Consultant Printing Industries of America/Graphic Arts Technical Foundation

We’ve all heard about the tactical value of relationship selling. But, is this as valuable, or valuable to the same degree, when selling to executives?

Relationship selling in the traditional sense certainly has value at lower levels of management, or to those involved in execution issues regarding your products or services. At the executive level however, it is a different story for a very practical reason. The executive’s motivation to buy is strategic in nature. Of course this fact does not diminish the importance of relationship selling. It is just that, in this instance, a relationship must be developed and enhanced through different tactics—over time.

In this case, the objective is to build credibility (i.e. relationship) through a demonstration that you truly understand the issues that challenge the executives—not just that you say you do. How is this done? For certain, it is not a features and benefits sell. These elements, while very important, reside in the background of the selling strategy always ready to be used when needed. Where executives are concerned, the technology, features, and benefits of the product or service are secondary to the business issue it solves. It is our job as sales and marketing people to demonstrate a solid understanding of the prospective client’s industry.

By that I mean, is their industry flat, growing, or contracting? Who are their customers and how do they sell? Is there the potential for disruption to their markets from new technologies, competitors, or regulation? What is the buzz in the trade publications that cater to their vertical?

Remember to think “solutions.” Placing your company’s products or services within the context of these industry factors has an impact on your discussion with the executive. It shifts the conversation to how you will help address the fundamental business issues facing the prospect company. In the end, your credibility is enhanced because you have demonstrated knowledge about their industry.

Remember the sphere of influence. It is important to be sensitive to the prospect’s corporate culture by remembering
that an executive’s decisions, such as acquiring your products/services, can impact operations throughout the organization. The consideration and necessary buy in by these other departments (such as marketing, IT, distribution, finance, etc.) places an additional responsibility on the salesperson to be perceived as part of the solution and not part of the problem.

If your solution will have an impact on the operational functions of other departments, be sure during your preparation that you develop answers to the objections these other departments will likely raise. Your job is to convince these other key players that you will help them (i.e. executive more efficiently and/or be more productive). In today’s business environment, decision making is more collegial. Do not expect the senior decision maker to simply “make it so” by his or her authority. You must help the executive convert those in opposition to supporters--by demonstrating you have considered possible ramifications to the sphere of influence and have addressed them.

Remember to utilize your experts. Not every company will have sales personnel that are both technically knowledgeable and comfortable with selling at the executive level. Many companies adopt a team approach where a company’s “expert” is brought in to support the salesperson—creating a powerful one-two punch. From a strategic standpoint, a company that utilizes their “expert” in this way increases overall productivity, as they are both selling and educating the sales staff simultaneously.

There is an old Chinese saying that “luck is where opportunity meets preparation.” When selling at the executive level, if you’re prepared, you may be surprised at just how much luck you will enjoy.

Brad Lena is a senior consultant with PIA/GATF (Printing Industries of America/ Graphic Arts Technical Foundation,) specializing in business models and strategies for the digital printing markets. He can be reached at blena@piagatf.org.