You still need to start with that one person and know that in the large corporation the sales process can quickly expand to a “team” of people with different ideas and agendas involved in the decision process.
Addressing the target people you need…
Hmmm... the top performers are passionate about life and that bleeds into their selling, and the lower either a) don't care or more likely, b) have not been mentored to grow into the middle group.
I've been around for a while; plan to be for a while more. OK, I built my first PC before PC was a word... that gives a clue.
After 8 foundational years with Shell Oil, I jumped into the LBO and turnaround market of the late 1980’s. I worked with good folks, but we never ran the companies form more than a year so hard to stay settled.
My sales story is that when I left the last turnaround, a company I outsourced with asked me to start a Chicago/Midwest region. So there I was at the kitchen table with a phone, a list of CFO’s, and a Zig Ziglar book making cold calls. Took a day to learn that I needed to turn my conversations into appointments, but I did. Sales became fun, and I extended my skills with other books, Mahan Khalsa’s being one framework I try to fit it all into. The launch was a success and a happy 12 years winning Fortune 50 to Fortune 1000 firms.
The jury is out on the sales process in consulting/professional sales. In the “blended” model you need to be selling while you are delivering and trying to sell follow-on work at a client. Some have a dedicated business development team, some don’t, some have a little of both. In my case it seems confusing who is doing what, and I noticed that the client (prospect, target, etc.) also noticed in some cases.
We all sell no matter what title is plunked on our business cards. Happy Selling!
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