Sales Craft: Don’t Add When You Can Multiply

Successfully selling to payers requires resources, coordination and logistics, strategies and tactics, discipline and attitude, and all sorts of other military-sounding referencesif successfully applied. And while military analogies applied to the sales process are usually trite and tiresome, there’s a particular mindset that I’ve found useful as I approach sales opportunities, and that’s the concept of Force Multipliers.

The idea behind force multiplication is that there are factors that can dramatically enhance the effectiveness of an effort. And an effective salesperson is arguably among the most influential force multiplier there is. Properly engaged, you have the unique ability to roam the customer organization, coordinate meetings, collect information, establish relationships, negotiate contracts, help resolve technical and customer service issues, report customer and competitor information back to the team, and otherwise advance the sale and the relationship. In fact, that’s basically the job description.

This is especially true when it comes to leveraging the power of the C-level sales call. In my career, I’ve found that a big part of my value is in taking responsibilities off the plate of my CEO and other execs so that they can do whatever else they might do. Setting up the meeting is my job, as are meeting prep and coordinating post meeting follow-up. (Under ideal circumstances the CEO will make a point to mention during the meeting that “Brendan will be following up with you on all this.”)

So ask yourself how you can multiply the force of your company’s key assets? Who are your best executives and how can you apply them to maximum effect? How can you get them in front of customers most effectively, easily, and so they want to do it again?

Because the payoff is two-fold. You’ve advanced the sale AND you’ve increased internal awareness of your value to management. Get the math?