How Executive Selling Can Drive Growth In Your Organisation

Many senior executives become involved with their key customers as a way to stay in touch with the markets they serve. But the results of their interactions can vary widely. Executive Selling can either boost sales revenue, profitability and strengthen customer relationships — or it can damage growth and destroy key customer relationships.

According to a recent article published in the Harvard Business Review titled “When CEOs Make Sales Calls” there are 5 types of executive involvement:

1. Hands-Off

These executives employ a hands-off policy with sales. In the HBR study, 28% of respondents have their own responsibilities; competitive pressures and must do more with less.

“I typically do not see customers,” the CEO of a large manufacturing company explained. “That’s what the sales force is for. If only our account managers would do a better job of selling our value to customers!”

2. Loose Cannon

These executives represented 21% of respondents in the HBR study. They rarely grow sales revenue, and they are more likely to damage than enhance key customer relationships.

3. Social Visitor

Representing 19% of respondents in the HBR study — seek to build personal relationships with key customers rather than directly generate revenue. These executives work the room, love meet-and-greets, often arranging educational events on the customer’s premises, cocktail parties, trade shows, trips to marquee sporting events, and the like. They rarely delve into deep discussions about business.

4. Dealmaker

Executives in this role are highly focused on revenue and only marginally concerned with relationship building. In the HBR study, 18% of executives fell into this group.

5. Growth champion

This role demonstrates the most productive customer-facing behaviour, according to the HBR study. Executives in this group have a keen focus on both customer relationships and sales revenue growth, and as they unlock opportunities, they serve as role models for others in the organisation. Unfortunately, the smallest share of executives in the study — just 14% — fit this profile.

Having identified these five types of executive involvement, HBR with their study sought to understand how each affects financial performance. We have found after working with our clients on sales enablement programs – some of the most successful executives evolve with their roles.

Industrial companies are better placed now to bring power back to their sales and marketing teams. When guided by decision-making that best serves the customer and their organisation (win-win). By better understanding, the role these executives could play will empower sales and marketing to perform to higher levels.

If you’d like some help with your approach to sales enablement, let’s chat.

Related Reading: When CEOs Make Sales Calls

Further Reading: Looking beyond technology to drive sales operations

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ABOUT THE AUTHOR

Peter Zafiris is an industrial marketer and founder of Industrial Ideas. Having built his experience in B2B marketing from the ground up, Peter understands what it takes to succeed with your marketing strategy. All client projects are personally managed by Peter to help industrials like you get the return on investment you deserve. Peter and team, work hard to become an extension of your business, to help you get the most out of your marketing efforts. Get your free 30 minute marketing consultation to learn more.