Branches & Roots: Secret Sauce of Enterprise Sales

Secret Sauce of Enterprise Sales

Summer has arrived and the first half of the year for your business was either great, good, or just OK. As the leader you know that revenue is a form of a lagging indicator, and so for many businesses the third quarter is a time where your leading indicator (first time sales calls with prospects) can drop off a cliff. While you still have the marketing and sales teams working on the top of the funnel this natural drop can afford you a time to revisit your sales habits and processes. 

We recently worked on this exact issue for a company, and below is a window into what we built for them. Feel free to share it with your company and tweak it as you see fit. There isn't much intellectual property in sales processes, however, dedicated practice on the right actions of listening and communicating appears to be a timeless pursuit for the best. 

Just like Steph Curry's pregame workout and his practice sessions, they are re-mark-able.

The very best pursue all types and forms of practice and they are re-lent-less in that pursuit.

If your company wants a customized practice plan or a practice partner, just let us know.

Our General Bias to Take Into Enterprise Sales CallsYou (our prospect) have been specifically selected:

• This isn't a shotgun talk-to-everyone exercise.
• We have spent years working on this innovation.
• It is our mission to serve people and company's like you. 
• We have done a lot of research about the typical needs of a company like yours, and are here to see how your individual needs may be similar or different to others.
• We have a series of questions to ask you at the beginning.

What is the outcome that your company really really cares about?

• What are the most important flags that everyone in your company has to salute?
• What are you telling the world you are all about?
• How are you getting to that point?
• What are the obstacles getting in your way to getting to that point?
• Is it possible that our solution can help you get far down the road of obtaining the outcome that your company has stated is most important?
• It's not enough to identify pain, you have to identify and solve for a really really big important pain and be able to measure it relative to other pains or they will not move in your direction in the time frames needed to be successful.
• Most deals die here and we are more than happy to identify a big problem for them, put a bow on it and leave them sitting by the side of the road with that problem because it helps us keep our margins up, especially when we are innovating.
• Our Worksheet is used here to clearly spell out the $$ benefits and that can also be socialized inside the customers C-Suite to validate the decision to align with us and stop aligning with the chemical companies.

If we can't kill this idea....then you should move forward with it....the key issue is how many and over what time period (WHEN)

• We make machines.
• Machines take time to build.
• We like to time it right for both of our benefits so.....LET's PUT ON OUR PLANNING HATS.
• When are we making them and when are you receiving them and when are you paying us for this?
• We also have a training and protocol timeline that we share with you that insures proper use of the equipment for maximum efficiency and effectiveness. 

The four legs under our platform are:

• The $$ it saves you over a 5 year period. (THE WORKSHEET SHOWS THIS IN DETAIL)
• The efficiency it gives you in XYZ 
• The leverage it gives you in the marketplace as a ABC
• The reduction in employee lawsuit exposure you gain by DEF 

The secret sauce behind the process

• We use the questions at the beginning to get them talking and to feel like they are special with a unique problem that we care a lot about and focused on (picture being sick and meeting the right doctor).
• We use the worksheet to formalize the amount of pain they are in and the amount of benefit we can deliver and to pivot to the WHEN conversation.
• We use the flank of making the machine to get them to talk to us about timelines and budgets so we can efficiently plan as two businesses in alignment towards their stated goal early in the call.
• We are now brothers in arms fighting a common foe together and not vendor/customer. We need alignment to carry the day to get through all the hassles of making, delivering and maintaining the equipment and hitting their goals. 

Why/What/When White Paper

The above outlined process is an adaptation of our WHY/HOW/WHEN white paper on customer acquisition which you can access by clicking on the document or find it and other white papers on our website CONTENT page.

Enjoy the summer!

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