what specifically you are offering that is going to have real value to this customer. That is one of the big, big things about getting in the door. How do you earn the right to do it?” The best way is by creating a customized value proposition. Says the consultant, “Salespeople ought to look at the particular customer and say, ‘What could we do for this customer that no one else can? What is the most valuable single thing we could provide them?’ And then, work and work and work at refining the message into a very customer-specific value proposition.


“The wonderful thing about the In- ternet is you can find a huge amount of information about customers,” he continues. “So, go through all the possible search engines and look at the things that have been reported and published, such as annual reports. Try to build up the case before you approach them. If you have done the right kind of work, you’ll find you’ve got a fairly exciting message to offer.” The consultant suggests using a SWOT Analysis to strengthen your value message. “What are the customer’s strengths? What are their weaknesses? What are their oppor- tunities? What are their threats?” he asks. “Now, step back and try to link your strengths to the higher priority issues in the customer’s organization. Write the message you would give if


SELLING TIP Make the Most of Networking


“Everybody has contacts, but you can get bottom-line results if you make your contacts count,” says the owner of a nationwide training firm specializing in business networking. Based on a survey of businesspeople, she concluded that only about 15 percent of them have the networking skills they need to accomplish their goals. In terms of your comfort and skill level, she points out that you’re in charge of managing your mindset – so eliminate any outdated beliefs about networking and re- place them with an attitude that makes it easier for you


VIDEO: AMY FRANKO’S NEW BOOK: THE MODERN SELLER


you had the opportunity to get into their senior executive’s office.”


CONTACTING THE RIGHT PEOPLE


The last of the three initial steps to opening new accounts is choosing the best contact points within the custom- er’s organization. “In the old days, you would make a call to a company and pay them a visit and they’d probably give you a try. But that is no longer true. Now, you can’t get in the door – and anyone who has time to talk to you probably isn’t worth talking to,” says the consultant. Instead, he recommends a mul- tipoint contact strategy: “You can never rely on one person because – even if that person can get you in the door – you are very vulnerable if he is your only contact and your only source of information. To get a big


decision, you need a coalition inside the organization; and, if you get too aligned with one person too early, it can actually defeat your chances of getting in.”


The consultant advises developing


three contact points: • A contact who is receptive to your message – that is, someone who is very interested in the solutions you provide and will provide infor- mation and access


• The problem owner – the person responsible for the problem your value proposition addresses


• The budget holder – the person who will pay for your solution “They may all exist in one person,” he says, “but it’s more likely that they’ll exist in three different people. So that means that you have to be prepared to talk to each one.” 


to reach out to people. For example, it’s your respon- sibility to teach new contacts your name. It’s not his or hers to remember it – especially in social settings where everyone’s meeting many people at once. To meet more people faster, look for group situa- tions – clubs, teams, choirs, alumni groups, professional organizations, charity boards – where people are already gathered and expecting to socialize. And, when it comes to follow-through, studies show that it takes six meetings with someone before he or she feels comfort- able with your character and competence. It’s your job to arrange those six meetings and use them to build trust and understanding.


– KIM WRIGHT WILEY


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