Selling to Big Companies

1. Corporate Selling is a Unique Challenge Requiring a New Approach

Selling to big companies is tough. Really tough.

New Rules of Engagement. The old sales tactics of cold calling and product pushing are ineffective in today's corporate landscape. Big companies are complex, global, and constantly changing, requiring a more strategic and thoughtful approach. The traditional sales model, focused on self-serving pitches, is dead.

The Perfect Storm. Multiple factors converge to make selling to big companies harder than ever:

• Companies are getting bigger and more global, leading to complex decision-making processes.
• Technology enables decision-makers to protect their time and filter out unwanted interruptions.
• Competition is fierce, with copycat products and services emerging rapidly.
• Corporate buyers are bombarded with marketing messages and are increasingly immune to sales pitches.

Rethink Your Strategy. To succeed, sellers must abandon self-serving behaviors and adopt a new paradigm focused on understanding the customer's needs, providing value, and becoming a trusted advisor. This requires a shift from product-centric selling to a customer-centric approach.

2. Big Companies are Not Monoliths; Break Them Down

The easiest and fastest way to get into a big company is through one of its functional areas.

Bite-Sized Pieces. Large corporations are not single entities but rather a collection of smaller business units, divisions, and departments. Approaching them as a whole can be overwhelming and ineffective. Instead, break them down into manageable parts.

Functional Areas as Entry Points. Targeting a specific functional area (e.g., marketing, sales, R&D) within a division is often the easiest way to get your foot in the door. This allows you to:

• Identify the relevant decision-maker more easily.
• Conduct focused research without being overwhelmed.
• Determine specific problems and gaps in their operations.
• Implement a customized "getting in" strategy.

Foot-in-the-Door Strategy. Focus on filling an immediate and urgent need for your prospect, even if it means starting with a small contract. Once you're in, you can leverage that initial success into a long-term, profitable relationship.

3. Understand the Overwhelmed Corporate Decision Maker

Corporate decision makers often face unrelenting, ever-escalating, unrealistic expectations to do more, better, faster.

Time is Their Most Precious Commodity. Corporate decision-makers are under immense pressure to deliver results with limited resources and time. They are constantly bombarded with information and are highly protective of their schedules. They are often too busy to explore new ideas or address problems that haven't reached a crisis point.

Risk-Averse and Cynical. Decision-makers are risk-averse and require a strong return on investment (ROI) for any expenditure. They are also cynical due to the constant barrage of marketing messages and are skeptical of claims of superiority or differentiation. They are looking for real customer stories with tangible, measurable results.

The Status Quo is Your Biggest Competitor. The last thing decision-makers want is to create more work for themselves. Change is disruptive, and they will only consider it if the benefits are significant and clearly articulated. They are not actively seeking change, so you must make a compelling case for it.

4. You Are the Differentiator, Not Your Product

Top sellers constantly think about how they can help customers improve their business.

Shift from Product to Value. In today's market, products and services are often commoditized. The real differentiator is you—your knowledge, expertise, and ability to help customers improve their business. Your offering is simply a tool; the focus should be on the business outcomes it delivers.

Become a Business Improvement Consultant. Top sellers are not just product pushers; they are change agents who proactively lead initiatives with their customers. They challenge their customers' thinking, expand their range of possibilities, and bring valuable ideas and insights. They are an indispensable asset to their client's business.

Focus on Making a Difference. Successful sellers prioritize making a difference for their customers over getting the order. They see themselves as problem solvers who help their clients achieve their objectives. This approach builds trust and long-term relationships.

5. Targeting is Key: It's Not a Numbers Game

Selling to big companies is not a numbers game anymore.

Narrow Your Focus. Instead of trying to be all things to all people, narrow your market focus to increase sales and profits. By targeting specific types of companies, you can craft a more powerful value proposition and increase the effectiveness of your marketing and sales efforts.

Define Your Ideal Customer. Clearly define the demographics (e.g., industry, size, revenue) and psychographics (e.g., values, reputation, management style) of your ideal customer. Also, evaluate the enabling conditions that make a company ripe for your offering (e.g., strategic initiatives, challenges, problems).

Select Your Top Ten. Once you've defined your target market, identify a limited number of companies (no more than ten) that fit your criteria. Focus all your sales efforts on getting into those companies. This approach is more effective than trying to reach a broad base of customers who may not be a good fit.

6. Your Value Proposition is Your Door Opener

A value proposition is a clear statement of the tangible results a customer gets from using your products or services.

Outcomes, Not Features. A strong value proposition focuses on the tangible, measurable business outcomes that customers achieve from using your products or services. It answers the question: "How can you help my business? What difference do you make?" It is not an elevator pitch or a unique selling proposition (USP).

Specificity Sells. The more specific your value proposition, the more attractive it is to decision-makers. Use numbers, percentages, time frames, and statistics to quantify the value you provide. Include real customer stories with actual, tangible, and measurable results.

Business-Oriented Language. Use language that resonates with corporate buyers, such as increased revenues, decreased costs, improved efficiency, and faster time to market. Avoid self-serving adjectives and focus on the business impact of your offering.

7. Research is Your Secret Weapon

If you want big companies to be your clients, you won’t find any shortcuts.

Knowledge is Power. Corporate decision-makers expect you to be conversant about their company and what's important to them. Invest time in researching their business, industry, market trends, objectives, customers, and competitors before initiating contact.

Online Resources. Utilize online resources such as company websites, Hoovers, Manta, and Corporate Information to gather information. Look for problem indicators and opportunity indicators that align with your offering.

Creative Research. Go beyond online resources and get creative. Interview their customers, talk with people who work there, order or use their products or services, and visit trade shows. The more you know, the better you can tailor your approach.

8. Networking is About Strategic Connections, Not Just Events

Most people you meet at networking meetings are really nice but may be even hungrier than you are for business.

Traditional Networking is Ineffective. Local business organizations and professional associations are not the best places to meet decision-makers from big companies. They are often too busy to attend these events.

Strategic Connections. Focus on building relationships with people who can help you get into your targeted accounts. This includes existing contacts, industry colleagues, and strategic alliance partners.

Strategic Alliances. Form alliances with businesses that have related specialties and sell to the same decision-makers. This can extend your reach and create new opportunities.

9. A Multi-Touch Campaign is Essential

To get into a big company today, you need to put together a strong account entry campaign from the very start.

One Call is Not Enough. A single phone call or email is not enough to get the attention of corporate decision-makers. You need a multi-touch campaign that includes phone calls, emails, letters, and other forms of communication.

Strategic Value Sharing. Your campaign should strategically share the value of working with you over multiple contacts. Don't dump all your information at once. Instead, focus on building a relationship over time.

Campaign Tool Kit. Your tool kit should include voice mail scripts, telephone scripts, obstacle handling guides, and strong letters highlighting your value proposition. It should also include success stories, white papers, relevant articles, and invitations to events.

10. Conversations, Not Pitches, Lead to Sales

Sales is not a bunch of mysterious, manipulative techniques you can master that trick customers into buying from you.

Focus on Dialogue. When you finally connect with a decision-maker, focus on creating a conversation, not delivering a sales pitch. Your goal is to understand their needs and demonstrate your expertise.

Ask Insightful Questions. Use well-planned, thought-provoking questions to engage the decision-maker in a discussion about their business. Focus on their challenges, goals, and objectives.

Be a Peer, Not a Peddler. Avoid self-serving language and focus on the business value you provide. Your goal is to be seen as a trusted advisor, not a pushy salesperson.

11. Overcome Objections by Anticipating Them

Stop creating customer objections.

Anticipate Common Objections. Be prepared for common objections such as "We're happy with our current vendor," "What are you selling?" and "We're too busy right now." Plan your responses in advance.

Focus on the Problem, Not the Solution. When faced with an objection, don't jump into a sales pitch. Instead, focus on the problem the customer is facing and the business impact of that problem.

Turn Objections into Opportunities. Use objections as opportunities to learn more about your customer's needs and to demonstrate your expertise. By addressing their concerns, you can build trust and credibility.

12. Gatekeepers are Gate Openers, Not Obstacles

Treat gatekeepers with as much respect as you would decision makers.

Respect and Value. Treat gatekeepers with respect and recognize their importance in the decision-making process. They are not obstacles to be overcome but rather valuable sources of information and potential allies.

Focus on Business Value. When talking to gatekeepers, focus on the business value you provide and why their boss would benefit from speaking with you. Avoid self-serving language and focus on their needs.

Enlist Their Support. Build relationships with gatekeepers and enlist their support in getting access to decision-makers. They can provide valuable insights and help you navigate the corporate landscape.

Last updated: January 24, 2025