2 Often Overlooked But Critical Keys to Win Orders from CxOs
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2 Often Overlooked But Critical Keys to Win Orders from CxOs

- Venkataraman Subramanyan

Engaging with a CXO isn’t an everyday occurrence. 

When we secure these meetings, we’re often met with the question, “What do you truly do?” 

Let’s assume you are in the business of analytics. 

They enquire about your service, your response could be along the lines of, “We help businesses glean insights from their data through our analytics service.” 

Then comes the request, “That’s great, send me a proposal.”

At this time, it is very tempting to quickly package a proposal and send it across, hoping for a positive response. 

However, a wiser approach would be to slow down and take time to truly understand the issues your customers are facing. 

When you truly think about CXO engagements, there are two components that take center stage, elements that need to be fully understood before you send that proposal. 

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Let’s dive in,

#1. Understanding the Context

Recognizing the importance of context has been transformative in my approach to business engagements. 

It’s not enough to simply acknowledge the business issues or the results they aim to achieve.

To make a truly compelling proposal, you must dig deeper. 

What is the broader picture?

How does this need serve the CEO’s mandate to the board?

How does this need to show up on their scorecard?

How does this need drive specific KPIs for their business? 

This context is the backdrop against which your proposal will be assessed.

If you see the big picture, you are then able to present your solution as a strategic instrument, tightly knit into the fabric of their overall business strategy. 

By aligning your solution with the company’s broader objectives, you increase the likelihood of your proposal being accepted.

#2. Identifying the Constraints

The second overlooked yet critical element is identifying the constraints that may prevent an organization from taking action. 

In many instances, these constraints come in various forms: financial, operational, or the complex dynamics of internal politics.

I’ve found that an open conversation about these constraints can often uncover barriers that have remained hidden. 

For instance, I might ask, “How long have you had this requirement?” 

The aim here is to gauge the depth of the need and understand what has prevented them from implementing a solution so far. 

If we don’t address these constraints in our proposal, we risk hitting insurmountable roadblocks later on.

Politics within organizations can be a tricky constraint to navigate, but its influence on decision-making cannot be overstated. 

Approaching this discussion respectfully and insightfully can help you draft a proposal that aligns with the interests of key stakeholders, avoiding potential conflicts that could stall your proposal.

The next time you’re asked to send a proposal, remember to take a moment and dive into the context and constraints. 

This strategy has not only saved me from unnecessary proposal rejections, but it has also allowed me to build stronger relationships with the executives I engage with.

It’s not just about delivering a proposal anymore. 

It’s about delivering a proposal that demonstrates an understanding of the wider business context, addresses potential constraints, and ultimately, provides clear business value.

So before you send out your next proposal, consider the following: 

Does it illuminate the big picture? 

Does it consider all the constraints? 

Remember, when ROI and value are highlighted, a proposal is not just a cost, but an investment. 

Make sure it’s one your customers want to make.

If this resonates with you, Subscribe to the CXO Sales Playbook Newsletter. 

Every week, I’ll share 1 actionable tip to get your sales teams to over-deliver and quickly move deals over the line even in a slow economy. 

Join The Tribe
venkataraman-subramanyan-tripura-multinational-corporate-sales-coaching-author-singapore-india
Author:

Venkataraman Subramanyan is a Global Leadership Development Expert & Sales Coach. He is the Founder and CEO of Tripura Multinational. Venkat’s mission is to touch and transform a hundred million lives by 2025, and a billion lives by 2030. With over 30 years of experience, Venkat is passionate about 2 things – Leadership Transformation and Sales Acceleration. His trademarked deal qualification framework is licensed worldwide by organizations and filters over $3Billion in deals annually. He is an accredited member of the Forbes Coaches Council.

Tripura Multinational is a dynamic sales organization dedicated to empowering sales professionals and organizations to achieve unparalleled success. Originally established as a platform to address skill gaps in the sales industry, Tripura has evolved into a multi-faceted entity that offers comprehensive engagements for Sales Managers and Sales Leaders. Through the transformative power of Sales Coaching, Tripura enables sales organizations to elevate their performance from good to great and ultimately reach a world-class level. Our approach focuses on optimizing sales skills, management expertise, and leadership capabilities, helping clients plan more effectively, qualify leads better, orchestrate sales processes seamlessly, and expand their business with confidence. 

Our organisation is the trusted choice of market leaders across various industries and segments, relying on our expertise to elevate their performance to new heights. Recognized for our ability to enhance excellence, we are entrusted with the task of making the client’s best even better.

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