SELLING TO THE C-SUITELearn how to get a "yes" from decision makers

RYAN LONGFIELDRob Perrilleon

2

Training for my 1st

marathon!

RobPerrilleon

Co-author, “The Expansion Sale” SVP, Delivery

at CVI

3

Loves vintage Air Jordans

RyanLongfield

Spent 9 years at LinkedIn Gong’s Chief

Revenue Officer

Table of Contents

The Biggest Mistake

Three advanced sales tips that’ll persuade DMs to say “yes”

Giveaway details

Dog ate your homework?

Big mistake is doing too much discovery

Biggest Mistake

6

Gong Labs C-suite dataAsking Too Many Questions Decreases Your Win Rate

7

Gong Labs C-suite dataAverage Customer Response Length to Questions

Ask your champion for discovery time

What to do instead:

How to get “Yes”Sellers need to understand the role of the CXO

1

Sellers often misunderstand the role of the CXO

Mistake

“I only do what I cannot delegate”

Follow the RAPID Framework

● Recommender● Approver● Performer● Input● Decision maker

What to do**MOST sellers DON’T do this!!

“Because I can make the decision doesn’t mean I will.”

Map out the decision making process.Option 1: Who is really making the decision?

CXO: “If this, then I’m much deeper involved, and assess how it aligns with what I’m working not now.”

Option 2: Is the recommender fully bought in?

● CXO: “Am I checking the box? If this, then I’m spot checking and just giving some quick oversight.”

What to do

Higher isn’t always betterGreat leaders delegate more than then decide

Negative outcome?

● adds unnecessary complexity to sales cycle

● offend the true DM

● you look junior

2

Navigate and win influence accordingly

What to do

Understand the difference between Role vs. Title

Earn their openness to your influence Need to deliver...

Why am I joining this call? Why do I specifically do I need to be here?

● Capturing attention in the first 3 minutes

● You need to prove this is worth their time

3

Shows how solution solves problem in new, different, better way

Unique ProductValue Prop

Seller demonstrates understanding of customer challenges, shares Quantified Results / ROI

Known Business Initiative + ROI

Introduce new need exec hasn’t considered

ProvocativeIndustry Insight

Seller offers benchmark comparison to similar companies

CompetitiveBenchmark

Executive Access Test Conditions

How Credible is Proposed Vendor?

5.4

5.6

5.8

6

6.2

5.2

Unique Product Value Proposition

Known Business Initiative + ROI

Provocative Industry Insight

Competitive Benchmark Offer

9.1%

How Confident Company can Help?

5.2

5.4

5.6

5.8

6

5

Unique Product Value Proposition

Known Business Initiative + ROI

Provocative Industry Insight

Competitive Benchmark Offer

9.5%

How Likely to Take Meeting?

5.6

5.8

6

6.2

6.4

5.4

Unique Product Value Proposition

Known Business Initiative + ROI

Provocative Industry Insight

Competitive Benchmark Offer

10.4%

How Likely to Decline Meeting?

4.6

4.8

5

5.2

5.4

4.4

Unique Product Value Proposition

Known Business Initiative + ROI

Provocative Industry Insight

Competitive Benchmark Offer

12%

Shows how solution solves problem in new, different, better way

Unique ProductValue Prop

Seller demonstrates understanding of customer challenges, shares Quantified Results / ROI

Known Business Initiative + ROI

Introduce new need exec hasn’t considered

ProvocativeIndustry Insight

Seller offers benchmark comparison to similar companies

CompetitiveBenchmark

Executive Access Test Conditions

So there’s a code switch that needs to happen. *It’s not just speaking their language

What to do

Tip: If sales rep can’t, bring someone who can.

Recap

Higher isn’t always better

Map our decision making process

Earn their openness to your influence

24

Giveaway

We’re picking two attendees to win a 1:1

with one of the speakers!

25

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