According to Choir search millions of calls, purchase–CFO side joined 92% more meetings and sales–side CEOs joined 29% more meetings. With the drastic inincrease in C suite participation, salespeople need coaching to adapt.
Tailor your conversation to your audience
After doing some basic research, reps should have a better understanding how their solution can improve the lives of their potential customers. It means something very different to the practitioner than the CEO, so, sales reps should understand the different weak points and value opportunities for each character when making a purchaseside. It requires asking these important questions and listening to what the other party is saying.
Representatives must transmit their messages in speaking the executives’ language and using terms the C-suite will understand and appreciate. The C-suite finds value in dif offersfiercely than any other decisiondecision-makers, and their unique perspective focuses on the overall performance of the company. Even in the C-suite, a CEO will see it differently than a CMO.
When the C-Suite joins the call, give them the floor
CXO speak 8.5% more in deals that go through, while sales reps ask an average of five interesting questions to start the conversation. Resist the desire to ask questions simply for the pleasure of askinging their. Nobody wants to feel interrogates; we want to feel understood.
These questions will be different based on prospecting research and past discussions, but genuine buyer’s listening may together your team apart. Salespeople must vsee themselves more as consultants, which means building organically from discussion.
Understand the economics of your pitch
On average, CEOs and CFOs spend 42% more time viewing demos than CTOs. Know what is talking about each C-suite role allows you at highlight wThey want to know and communicate ROI and value.
Communicate the value to everyone involved
No matter who’s on the call, sales teams need to quickly establish extreme ROI at every touchpoint with every contact. reespite tit is a best practice, Chorus research has shown an increase in the time before entering the product for discovery or demos. Reps can dwell too long on parts of the cycle and overlook the prospect’s need to see what they’re buying.
There was one 31% increase in the number of days between the first and last call since Q2. We saw a similar trend last year, but it is slightly more aggressive. There are, of course, many factors involved here. The pandemic, market forces, social justice movements–each person on appeal will be affected by one or more of these factors. Sbeers salespeople can continue to be diligent and move the sales cycle forward, especially since on average there are Seven days between each meetingng in a chord that ends in closed success.
The pandemic ccreated a learning curve for all. The increase in C-suite participation is an opportunity for AEs and SDRs to continue to sharpen their sell skills and exit deals with more knowledge and expertise than ever before.
Thiago Sá Freire, originally from Brazil, is the current CRO in Chorus, the leading Conversation Intelligence platform, where he oversees global customer success, implementation, rev ops, sales, solution engineering and technical monitoringpport team.