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1. 2 Reaching the CEO Caroline Trotman-Wren 3 Strategic products and services demand a different sales approach Considered Prestige Mission critical.

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Presentation on theme: "1. 2 Reaching the CEO Caroline Trotman-Wren 3 Strategic products and services demand a different sales approach Considered Prestige Mission critical."— Presentation transcript:

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2 2 Reaching the CEO Caroline Trotman-Wren

3 3 Strategic products and services demand a different sales approach Considered Prestige Mission critical High risk Brand implications Multiple stakeholders Enterprise wide implications Complex decision factors ROI pressures

4 4 The Business Development Lifecycle Business Development Lifecycle Proposal Pursuit Opportunity Qualification Client Identification & Maintenance Decision

5 5 The Marketing Toolkit Business Development Lifecycle Proposal Pursuit Opportunity Qualification Client Identification & Maintenance Decision Investment Allocation Competitive positioning and brand research Brand positioning Media relations Lead nurturing programs Account Planning Tools Power Mapping Competitor research CEO research Win loss analysis Performance measurement Gap Analysis Sales effectiveness assessment Positioning strategies Client centric relationship marketing programs Circle of Influence tracking Brand awareness building Media relations Influencer programs Proposal team management Presentation Training Pitch document production

6 6 Rule #1 - Determine the CEO’s role and mindset –Decision maker, or –Influencer –Believer –Sceptic –Non believer

7 7 Rule #2 – Perform an honest assessment of the depth of CEO relationships –Develop questioning techniques –Develop a relationship assessment scale From “doesn’t know my name” through to “I know his / her partner’s and children’s names” –Test quality of relationship early in the sale process –Continue testing

8 8 Rule #3 – Understand the target organisation’s culture and communication style –Conduct desk research –Audit all existing relationships –Initiate direct contact where possible –Determine role of marketing organisation –Contact other suppliers, analysts, commentators –Analyse past sales successes and failures

9 9 Rule #4 – Understand what does and doesn’t work with CEOs. Don’ts Direct mail Telemarketing Unsolicited invitations Monologues Gimmicks Do’s Client references Client specific events Align with interests Personal CEO to CEO contact Dialogue Peer influencing Appropriate entertainment Out of the box thinking

10 10 Rule #5 – Align marketing investments to the power map Power map Whom do you need to influence Who can influence your target Who can you influence to start the process Consider what marketing investments will : Build relationships with the CEO Build relationships with influencers Build reputation and credentials in the market Establish differentiation Challenge / undermine the competition

11 11 Rule #5 – Align marketing investments to the power map Options for Marketing Investments 1.Research projects 2.Client workshops 3.Targeted sponsorships 4.Targeted media 5.Engagement with your target’s causes 6.Client references 7.Targeted advertising 8.Media

12 12 Rule #6 – Think broadly about Influencers Who holds a position of credibility vis a vis the service ? Who has the ear of the decision maker ? Who can sway the decision toward your offering? Internal influencers Supplier influencers Commentator influencers Client influencers Professional service influencers Alumni influencers

13 13 Reaching the CEO - Checklist 1.Understand his/her role in the buying process and mindset 2.Understand his/her style, interests, preferences 3.Audit your past and existing relationships – honestly, and test assumptions early and often 4.Put your full marketing toolkit to use – from account planning through to win/loss analysis 5.Determine your do’s and don’ts – and engage the sales team on the right approach 6.Align your marketing investments to the power map 7.Identify and leverage all influencers 8.Win!


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