A "Day in the Life" of Selling
Preparing/Executing a CXO call...

A "day in the life of Selling" compares and contrasts the investments (time, money, resources) and return on investments (ROI) of two sales professionals preparing and executing a call with a CXO. Michelle had access to our methods and tools, Andy did not.

Andy (Sales Rep) - WITHOUT Our Methods & Tools		Michelle (Sales Rep) - WITH Our Methods & Tools
Before the call Scans company, client, and "net" sources to determine and assemble his understanding of the priorities for the company. Creates/modifies a "corporate presentation" with information gathered from his research. (Investment = 8 Hours)     During the call Opens by sharing verbally some of his research with the goal of "earning the right" to review his company's capabilities. Attempts to ask a good set of open-ended questions to understand and confirm the CXO's priorities. He captures the limited responses from the CXO on his note pad. Provides a brief corporate overview highlighting his company's capabilities. As the call ends, he is directed back to his normal contacts. For the executive, the call was cordial but lacked substance and/or value. (Investment = 15 Minutes)   After the call Andy returns to his "traditional" approach of selling and serving his client Andy questions BOTH the pressure from his manager to make the call AND the lack of value resulting from the CXO call.     MONICA (ANDY'S BOSS)... Hired Andy as a "professional" hire. Expects her team to act in a consultative manner and provide solutions to their clients. Now questions Andy's ability to "step-up" and his future with the company.   REAL RESULTS (ROI = ?)		Before the call Accesses an Industry Kit. Configures a Play from her Integrated Capabilities Playbook. Modifies two pre-populated "single page" visual aides (SIM Summary, Value Proposition). (Investment = 3 Hours)     During the call Opens by giving the single page SIM Summary to the CXO that outlines her understanding of the company's organizational, operational, and infrastructure priorities and positions her company's capabilities. Questions to confirm and augment her understanding of priorities. Hands a single page Value Proposition that clearly defines the monetary worth of her company's capabilities based on a set of recognized organizational, operational, and infrastructure performance criteria. When asked, provides additional details to substantiate her company's capabilities through the use of a Play from her integrated capabilities Playbook. (Investment = 30+ Minutes)   After the call Successfully executes a "series of next steps" to ensure the early-on and ongoing success of a major sales pursuit. As a result, the CXO now recognizes Michelle and her company as strategic providers of advice, products, and services.     TIM (MICHELLE'S BOSS)... Hired Michelle as a "professional" hire. Expects his team to act in a consultative manner and provide solutions to their clients. Provided the "how to" means (methods, tools, vocabulary) to support/enable his team to act consultatively and provide client-centered solutions. Pleased with Michelle's ability to "step-up" and with the prospects of her future with the company.   REAL RESULTS Industry expertise throughout all sales segments >30% Efficiency and value of "internal" sales processes (account planning, opportunity management, call planning, forecasting) >25% CXO access (initial & ongoing) >20% Average sales cycle times >20% Sales results (new and existing clients) >15 Selling costs per transaction >15% Yearly "sales operations" costs across all sales segments >10%