Marc’s methodologies, models, and ideas are utilized by many successful organizations including Nokia, G.E., Marriott, Genentech, O.C. Tanner, Oracle, Dun & Bradstreet, Delta Systems, Sun Microsystems, and Siemens Medical.
Here are some of the questions guiding this interview segment:
1. In your new book, A Seat At The Table, you show how top salespeople connect and drive decisions at the executive level. Why is this so important?
2. Have you helped others earn “a seat at the table”?
3. Why don’t senior executives see salespeople as consultative partners?
4. What is the one key to achieving radically better sales results?
5. What misconceptions do salespeople have when it comes to selling to high-level executives?
6. How can a salesperson quit talking about expenses-products and services-and start having discussions about investments-productivity and differentiation?
7. What type of questions (FOCAS) should a great salesperson always ask an executive?
8. Why do most salespeople think they are providing strategic value when in fact they are not?
9. Why are salespeople reluctant to try and influence a senior executive to consider a new way of doing things?
10. How can salespeople get a better handle on their true competency level?
11. You developed something called the Sogistics Smartpen. What exactly does it do and how is it helpful to the sales process?
12. Why do you say every salesperson has to confront the same problems a potential client has?
13. What is a value pipeline and how does one develop one?
14. How is the economy influencing the behavior and mindset of salespeople and executives?
15. How can a salesperson “be like Velcro?” Describe your analogy…
16. Why do you say: “The first step in improving selling effectiveness lies in understanding that not all sales are created equal?”
17. What are the big four decisions that all senior executives will need to make in their quest to sustain growth of their companies?
18. Why do you stress salespeople discuss the strategic, not the tactical, and to build a foundation, not push a product while conversing with a senior executive?
19. What are examples of what you call “concern questions” and how do they move the processing of a sale along?
20. Why do you believe the most important tool a salesperson can bring to the table is a “mirror” that forces honest reflection on the current reality?
21. How does a salesperson paint an “end-game vision” to a prospective client?