SellXL™ – a practical, high-energy, one-day workshop that helps professional salespeople better establish, maintain and leverage relationships at the executive level.

2. What is SellXL?
SellXL is a practical, high-energy, one-
day workshop that helps professional
salespeople establish, maintain and
leverage relationships at the executive
level.
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3. Based on rigorous research on
Selling at the Executive Level
Hewlett-Packard | Kenan Flagler Business School, UNC
Georgia State University | Target Marketing Systems
 When and why do executives get involved in
the decision process for major purchases?
 What has to happen in meetings with
salespeople for the executive to feel it was
effective?
 How do salespeople establish trust and
credibility at the executive level, thereby
securing return access?
 What are executives looking for in “strategic
relationships” with suppliers?
Selling to Senior Executives: Part 1. Stephen J. Bistritz, Ed.D. Journal of Selling and Major Account
Management. Volume 4, No. 2, Winter, 2001. The Sales Research Trust Limited.
Southampton, United Kingdom.

4. What are some of the Challenges
Your Salespeople Face When
Calling on Executives?
http://www.wcremembered.co.uk/63_p12.html
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5. Could one of them be…
Targeting the
Right Executive?

6. For the biggest sales opportunity
in their key accounts, do your
salespeople know the Relevant
Executive™? Do they even know
how to define the Relevant
Executive™?
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7. Typical Organization Chart
CEO
Stephen
Markup
COO CIO CFO
Joseph Anne Marie Benjamin
Harris Lawson Wu
Dir. Sales & Dir. Dir. Corporate Dir. Customer
IT Director Controller
Marketing Manufacturing Strategy Service
Sarah José Susan Dave John Nancy
Lit Compo Langston Powers Lee Wallet
Formal  Who has the formal power for a decision on a new IT
and solution?
Informal  Who has the informal power?
Power  It may not be who you think it is. . .
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8. Informal Power vs. Formal Power
Which is most powerful?
People with informal power typically possess that
power because of their …
 Previous or current relationships
 Reputation for past or current performance
 Control of key resources
 Subject matter expertise
Remember informal power always trumps
formal power!
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9. Gaining Access
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10. Four Approaches to Gaining Access
Assuming your client was considering a major purchase, how likely
would they be to schedule a meeting with your salesperson if the
request came from…?
Overt Sponsor Referral Gatekeeper
Implement an Use a credible Use a referral Treat the
overt approach sponsor within (someone outside gatekeeper
via the the client’s the client’s (AA, secretary or
telephone or organization to organization), suc the like) as a
using a phone help secure h as a resource and use
call, preceded by access consultant, busin them to help
a letter ess associate or secure access
friend
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11. How Effective Are Your
Salespeople at Address Roadblocks?
Do they know the causes of roadblocks they face? Do
they know the wrong approach could be one of them?
Do they know what techniques can be implemented to
better address or circumvent them?

12. Establish Your
Credibility
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13. Components of Credibility
Integrity
Capability
Adapted from: Clients for Life. Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000.

14. Components of Credibility
 Trusted Advisor
 Reliable  Collaborative Relationship
 Trustworthy
 Consistent Client Value Zone
Integrity
 Extra Pair of Hands
 Expert for Hire
Capability
Adapted from: Clients for Life. Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000.

15. Different Perspectives
Executive
Management
Operations

16. Different Perspectives
Executive Other Uses
of Funds Company Wide View
Solution
Department/Function
Management Fit
View
Price/ Project
Operations Discounts View
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17. Learning About Your Clients
Client
Executive
Your Client’s Competitors Your Client’s Customers
Your Client’s Company
Your Client’s Industry
Adapted from: Clients for Life. Jagdish Sheth and Andrew Sobel. Simon and Schuster, 2000.

18. When calling on
Executives, do your
salespeople know the Four
Major Objectives of an
Initial Face-to-Face Call?
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19. Create
Your Value
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20. Perception of Value
Q When your client formed a strategic “partnership” with your
company, what benefits did they expect and what did you
actually deliver?
A Expected Benefit
Loyalty Gap
63% Value Received
47%
Responses
37%
33% 32%
28% 28%
23%
11% 11%
6% 6%
Integrated Commitment Deeper Gain Sharing Reduce Lead
Information of Dedicated Insight into Competitive Price/Cost Time for Product
Systems Personnel Product Plans Advantage Risks Development
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21. Creating a Value Proposition
You, Your Your Client’s
Company Specific Breakthrough
and Your Business Initiative
Solution Value
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22. We can give you the tools…it’s up to you to use them!
For more information, or to schedule an onsite SellXL
workshop for your sales team, call The Gentry Initiative at 267-
210-0080 or visit us at www.TGInow.com