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Any tips for selling high ticket B2B services?

by stanton
12 replies
Hi,

I am selling services to CIO/CTOs of big corporates and the ticket price is usually 6 and sometimes 7 figures.

These services save the client a lot of money, in fact, their ROI is usually in 6 months.

What I am looking for is any tips on first of all getting in the door, and secondly closing the deals.

All help appreciated.

Cheers,
R
#b2b #high #selling #services #ticket #tips
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  • Profile picture of the author HollyK
    Build your presence and reputation by blogging on LinkedIn pulse. Post case studies, post data points, and post about trends in their industries. Share their posts and comment on them when they post on LinkedIn pulse.

    The more they already see you as an expert before you walk in the door, the more likely they're going to open the door. Make them know who you are without asking for anything. Be a resource. The sales you are describing are the long game, and most people won't try something new because they think there's going to be a downside to going with someone they don't already know, like and trust.

    If you're not much of a writer, do videos. LinkedIn now has videos, and that part of the platform is growing quickly. Good luck!
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  • Profile picture of the author Jason Kanigan
    At this level it isn't about the service or the ROI. It's about "who do I trust to touch the controls."

    Start thinking about "How can I position myself to be seen as someone they'd allow near the controls."

    If you don't get a conversation, it doesn't matter what you have to say.
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  • Profile picture of the author Jason Kanigan
    I should have concluded with a question, because the most useful thing for you Stanton is to engage and then we can "go somewhere" with this stuff.

    What can you demonstrate, or who do you know who can talk about you at the right level, to show executives you should be allowed in the cockpit?

    Looking forward to your answer & will be happy to continue helping.
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    • Profile picture of the author stanton
      Originally Posted by Jason Kanigan View Post

      I should have concluded with a question, because the most useful thing for you Stanton is to engage and then we can "go somewhere" with this stuff.

      What can you demonstrate, or who do you know who can talk about you at the right level, to show executives you should be allowed in the cockpit?

      Looking forward to your answer & will be happy to continue helping.
      We have reference clients, case studies, and certifications from the relevant technology companies.

      Basically, we are helping companies moving software X off their own infrastructure and into the cloud.

      I can get customer lists from the makers of software X, I am not sure I can get an introduction from them though.
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      • Profile picture of the author Jason Kanigan
        Originally Posted by stanton View Post

        We have reference clients, case studies, and certifications from the relevant technology companies.

        Basically, we are helping companies moving software X off their own infrastructure and into the cloud.

        I can get customer lists from the makers of software X, I am not sure I can get an introduction from them though.
        OK. There has to be a stronger reason than moving from their own IT infrastructure into the cloud. That's like selling the drill instead of the hole, right? Why would they want to do that? Couldn't it be scary?

        I was bizdev manager for an IT firm, just so you know I'm not talking out of my hat.

        The tech guys may understand...but the business executives, the ones with their hands on the purse strings...they do not. And as non-gearheads, the execs won't care much about the certifications, either.

        You need a compelling reason for them to embark on (what seems to a non-techie like) this drastic step. And it's best if you get it in their own words.

        You need a funnel. This is a process you put leads into, and it filters them...some Out as Not A Fit, and some In, as people you should talk to further.

        You are also going to have to deal with committees, multiple stakeholders, even multiple decision makers. This is probably a complex sale. But that's down the road. Right now you need a way of starting conversations with the right people, and developing or identifying a champion within the prospect organization.

        A book is a good way of doing this.

        A video series is another.

        What you want is COMMITMENT, commitment by the would-be champion, who then calls on you (that's the call to action) for help in selling the idea to the rest of the organization, and implementing the solution. Always keep in mind: this is not a technology issue...it is a change-of-mind issue. Customers are thinking differently about the idea than non-customers. For non-customers, the idea of moving to the cloud may not even be on their radar. For customers, you have changed their point of view about the idea to where they are enthusiastic about it. This is not accomplished with technical jargon, not when it comes to the business decision makers.

        If I was a CTO, I might have big issues about giving up control. You should have a way of helping them overcome this...or filtering for those who do not have this block.

        Find your "way in". This is the typical person you can begin conversations with. They may not be the ultimate champion within the prospect organization, but it's a starting point and there'll probably be some common ground. From there, they can help you move into the organization and people who are likely nowhere near as familiar with the ideas. Develop ways to help these "way in" people sell the other decision makers on the idea. The easier you make it for them, the easier your route to the sale will be.

        One good way in is a newly-appointed company president. I worked with one who had just taken on his $1/year role (huge annual performance bonus), and he was disgusted by the state of the IT infrastructure at his new business. It appalled him that this company did not have the dashboard and physical tech he had been used to in previous positions. This was a great time to start working with him to ensure he got what he expected. One meeting and I walked out with a commitment to a $200K plan.

        Note the hole not the drill.

        Book The Business by Dan Kennedy is a good place to start.

        Oh, and pick up Selling To Big Companies by Jill Konrath.

        Your goal is to create a funnel that you can put X number of leads a month into, and know you'll get Y fraction of qualified prospects out of it consistently. A funnel that is automated and sets up qualified prospects to speak with you, so you don't waste your time. Yes, you're a salesperson...and you're running a mini business-within-a-business now. Do not rely on the company to serve you up piping hot leads: it won't. You have to tackle this yourself and it does not have to be expensive or incredibly time-consuming.

        Get a little further along and come back with what you've got for more feedback.
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  • Profile picture of the author JohnMcCabe
    Originally Posted by stanton View Post

    Hi,

    I am selling services to CIO/CTOs of big corporates and the ticket price is usually 6 and sometimes 7 figures.

    These services save the client a lot of money, in fact, their ROI is usually in 6 months.

    What I am looking for is any tips on first of all getting in the door, and secondly closing the deals.

    All help appreciated.

    Cheers,
    R
    Maybe it's just me, or maybe it's a language thing, but something in this post is disturbing.

    You say "I am selling...", yet you are looking for tips on gaining access to prospects and closing them.

    Are you selling or are you trying to start selling at this level?

    Either way, Jason has a valid point. Before you can start talking about ROI, you have to show that you won't crash the car if you take the wheel. How do you do that?

    Personal introductions from others on the same level tend to carry a lot of weight. You can start building those connections by demonstrating your abilities through avenues like white papers and case studies, involvement in professional organizations, etc. Heck, even involving yourself in the right charitable and civic causes can put you elbow to elbow with the people you seek access to, or people who know those people.
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    • Profile picture of the author helisell
      Originally Posted by JohnMcCabe View Post

      Maybe it's just me, or maybe it's a language thing, but something in this post is disturbing.

      You say "I am selling...", yet you are looking for tips on gaining access to prospects and closing them.

      Are you selling or are you trying to start selling at this level?

      Either way, Jason has a valid point. Before you can start talking about ROI, you have to show that you won't crash the car if you take the wheel. How do you do that?

      Personal introductions from others on the same level tend to carry a lot of weight. You can start building those connections by demonstrating your abilities through avenues like white papers and case studies, involvement in professional organizations, etc. Heck, even involving yourself in the right charitable and civic causes can put you elbow to elbow with the people you seek access to, or people who know those people.
      Yeah I picked up on that.

      I read it as 'I sell' as in I currently sell to........

      Looking again it probably means 'I want to sell to.....'

      Big difference between 'I currently sell to....' and 'I want to sell to...'
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      Making Calls To Sell Something? What are you actually saying?
      Is there any room for improvement? Want to find out?

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  • Profile picture of the author Andrey Norin
    Originally Posted by stanton View Post

    Hi,

    I am selling services to CIO/CTOs of big corporates and the ticket price is usually 6 and sometimes 7 figures.

    These services save the client a lot of money, in fact, their ROI is usually in 6 months.

    What I am looking for is any tips on first of all getting in the door, and secondly closing the deals.

    All help appreciated.

    Cheers,
    R
    How big are the companies you are talking about?

    There is a gulf of difference between selling to a company with 1,000 employees and one that has 100,000. Why? Because this is where organizational complexity comes into play.

    The larger and more valuable these companies the more their primary concern will be risk mitigation and risk avoidance.
    To put it into layman's terms - the upside that a service can generally deliver is dwarfed by tons and tons of risk and downside.

    The bigger the company, the more it's build for the status quo. This is **especially** true when it comes to IT services.
    Professional managers build systems to improve how their groups and areas of responsibility function. In order to implement something new, existing systems have to be unwound. This is incredibly costly, complicated, and carries with it a ton of operational risk.

    The CIO may be the ultimate sign-off that's required to achieve a purchase, but there will be levels and levels of lower level managers, technologists, internal risk and compliance officers, committees that you have to get on the good side of in order to get anywhere.

    Ultimately, in well run large organizations the Subject Matter Experts (SMEs) make the decisions. The CTOs and CIO's put those people in charge for a reason - to do the thinking and the evaluation of new products for them. The SME's are also how the C-Level guys abstract themselves from risk. If a lower level manager makes a bad decision in bringing in some service that has bad implications it's his head who will be on the chopping block, not the C-Level guy's.

    As an outsider, you have to play the internal buying game of the account, which will be different for every account.
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  • Profile picture of the author ewenmack
    Go in with a BIG IDEA on where your client's market is heading.

    First where it was, where a few are now and where your company fits in it.

    We want to see high stakes for being left behind.

    Your company is the only leader of where their market is heading.

    This attracts the top guys in big companies.

    Having a pitch deck structured like this has got investor funding,
    one firm half a billion dollars for their clients.

    Moving to this methodology has closed tech salespeople their biggest deals.

    To expand on this more, read this article... https://medium.com/the-mission/the-g...n-4f4ef3391ba0

    Best,
    Ewen
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  • Profile picture of the author Stephanie Pleasant
    Here i will give you 5 tips for selling high ticket B2B services.
    Adopt an adviser mindset.
    Think "buyer first".
    Take a long-term perspective.
    Foster collaboration, not confrontation.
    Lead with new ideas and perspectives.
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