Selling to the CIO without being DOA (February 2007 event)
"Offer something of business or educational value, to attract our attention."
"Differentiate yourself from your competition - why is your company/product better, faster or cheaper?"
These are just a few nuggets of information provided by panelists at the NEOSA panel discussion: Selling to the CIO without being DOA was held on February 8, 2007 at Corporate College East in Warrensville Heights.
Panelists included Doug Wenger (CIO, Omnova Solutions); Sasi Pillay (CIO NASA Glenn); Rich Weber (former CIO, Dental Care Partners); and moderated by Pete Reagan (Territory Partner Manager, IBM).
Everyone in sales knows that getting noticed, or getting a foot in the door, is one of the most challenging parts of the whole sales process. So the "dos" and "don'ts" offered by the panelists were interesting and helpful.
Dos included:
- Be a partner, not just a sales rep
- Go the extra mile to offer value and show how you can help the CIO's business
- Know the company you're approaching AND the industry
- Offer value-added services and be willing to give something to get something
- Be patient: the client's buying cycle probably won't match your selling cycle
Don'ts included:
- Don't go around the CIO, to functional departments or other divisions; CIOs have long memories and make bad enemies within the organization
- Don't be pushy or confrontational, and don't call the CIO "stupid" if he doesn't agree with your position (true story from one of the panelists!)
- Don't make claims (saving money, increasing productivity, etc.) unless you can back them up with real data
- Don't drown the CIO in unnecessary communication; if he agrees to a six-month follow up, then don't follow-up in two months (unless you have compelling, new information)
- Don't be afraid to meet in the middle and compromise if appropriate; CIOs want a mutually beneficial partnership
Panelists also had some interesting remarks about voicemail vs. e-mail, and how to reach the CIO. Because of their responsibilities and busy schedules, the CIO can be a hard person to reach. One CIO recommends a two-step approach as being effective. He finds value in receiving pertinent, industry strategy or white papers. Leaving him a voicemail and indicating that you're sending him an e-mail with a white paper (or other such data) is likely to capture his attention and get you some time on the phone or in person with him for a follow up conversation. Surprisingly, another panelist made a point of saying that a useful, physical object gets his attention and generates a certain level of top of mind awareness. That's right, a little 50 cent desk calendar with the company's name printed on it gets his attention!
In any event, straight voicemails or e-mails probably won't get returned, especially those with "teaser" information ("I have a product that will increase your staff productivity by 150 percent, call me to find out how!").
The changing or evolving role of the CIO also generated interesting discussion among the panel. Some feel that the CIO's role is becoming more process oriented, making it even more important to offer tangible, bottom line oriented, relevant examples of your company's successes. Ideally, you can tie these successes to their industry, or at the least to a very similar industry.
CIOs want to hear honest appraisals of where your company is a great fit, where it's a good fit, and where it's not such a good fit. They'll respect this candor and view those sales reps as honest, straightforward and trustworthy.
