What's the best way to sell to IT execs when they're not interested? Any great stories out there?

Sales, Customer Success Patience is key. Stop calling and emailing incessantly, that's an instant deletion. Once a month contact at most. Make sure your message is clear initially, don't want for a reply. Most of all, make sure you are sending the email to the right person, I can't tell you how many emails and calls I get and they get my name wrong. You are immediately out of the running if that happens. 

24 comments

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Pulse User

Patience is key. Stop calling and emailing incessantly, that's an instant deletion. Once a month contact at most. Make sure your message is clear initially, don't want for a reply. Most of all, make sure you are sending the email to the right person, I can't tell you how many emails and calls I get and they get my name wrong. You are immediately out of the running if that happens. 

Pulse User

The best way to sell IT execs is to demonstrate their alignment to the CEO staff or board of directors. When an IT exec understands that they will have an overall influence on the business and how to align IT to the business with a seat at the table, they will be more likely to consider the position relative to other roles in the organization. 

Pulse User

Understand my business. Understand the gaps and your value. Understand that I don’t want emails and calls daily.

Pulse User

Alignment to customer business is key, do not spam and do blind chase. Connect with precise understanding and that works well.

Pulse User

For me it just comes down to the basics I want to see: - Show that you understand the specific business (or technical) problem that needs to be solved (not the generic problem, not  buzzwords) - Show how the solution addresses it and what sets it apart from the competitors in terms of relevant functionality, features, TCO - Show that you know pricing will need to be based on the actual value created by the solution, not by some random discount from an arbitrary list price

Pulse User

Trying to sell when you don't know me or my business is a quick way to lose my attention. Do your homework. Show the value of what you have to offer in my business terms and relate it tothr value I can contribute.

Pulse User

Find out why I'm not interested and either help me understand why I'm wrong or move on.  Rarely do I meet Account Executives that realize that I may not be in a position to purchase what they are selling at the current time.  

Pulse User

My approach is to sell the value, not the investment. By demonstrating the benefits of how the new tools can help achieve their goals gives them relatable information to base decisions off of, whether they are interested or not.  

Pulse User

By showing a demo

Pulse User

Understand the problems facing the country, business, sector, or industry. Bring solutions to those problems - cold calling without a specific purpose or solution immediately puts you on the do not pick up list. Bring value proposition pricing as well.

Pulse User

As some here already mention, you need to understand the business and the problem and demostrate that your propousal will solve the issue. If you cannot do that trying to sell something to somone you dont know will be very difficult. You need to demostrate that your recommendation will make life easier to someone, it's the hard way to do it. but it is what it is. you need to do you homework.

Pulse User

Also, if I'm not interested, please don't go to my boss to ask him/her if they are interested. That drives me nuts.

Pulse User

Understand the your product as well as the business, market, and individual.  I get several cold calls per week from infosec vendors where they misinterpret my role and have not looked at LinkedIn.  Usually they do not know my company or what we do, what I do here, and cannot articulate why I might need their product or even how it works beyond the script they were given to follow.

Pulse User

The best way to sell a product to an IT executive is to know their business by having a good working knowledge of their business and their needs, specifically, areas where the company can improve its business goals and areas where they have challenges. The salesperson should be able to demonstrate that their product will improve business efficiency and productivity and help realize cost savings while helping the business achieve/exceed its business objectives. 

Pulse User

Play on greed and fear. Understand their business drivers and inhibitors, develop a value hypothesis, communicate clearly what does it mean to them. Make sure you are addressing at their level of awareness and gently educate if necessary. Make sure they recognize the stick and the carrot. Relevancy is the key. 

Pulse User

Listen much more than you talk and connect at a human level.  Engage with your prospect and (actually) be very interested in them.   Definitely don't use FUD (fear, uncertainty and doubt).

Pulse User

Understand the future especially 18 months to 2 years further down the road especially in the area of tools and needs and speak to the them whether it be in developing hardware and platform environments.  Show us what your company senses are the way you can add to productivity and interconnection of workers.

Pulse User

You definitely need to understand the business. And customer needs. You have to be patient and make sure you have all your ducks in a row.

Pulse User

IT execs are almost never interested unless they are facing an immediate problem. I agree with what everyone else is saying, excessive calling and emailing just gets me to block your number and create a rule to trash your email.  Any contact you have should add value beyond just what you are trying to sell. 

Pulse User

You really need to provide me with solid, verifiable, near term  ROI - operability improvement, reduction in TCO, increase in revenue or profit, etc.  I may be busy or not in the buying cycle, but with verifiable benefit, I'll stop and listen

Pulse User

It pays to have patience. It typically will take time and repeated trys. Be sure to show the costs benefits as well as other benefits (such as resources gained back, with time and how that helps with moving towards, or more of a proactive approach (and tie in to automation of processes and tools) and giving time to teams to work on more fun items as well as work life balance and overall team morale improvement). Another item is to help show how this helps aligns to management/leadership/C suite goals and strategy as well as overall business alignment.

Pulse User

Business / $$$ value of your solution.

Pulse User

The vendors typically have a hard time, because we tend to be a little conservative. We want to make sure that the vendors abide by certain regulations and laws: HIPAA, PCI,  FDA, etc. I believe most vendors have to really look into the security aspect of their products. Does it provide the compliance and regulations that we need? Secondly, if it doesn’t really fit into our business model or goals, I don’t see a reason to bring a vendor to the table.  Whenever you change systems inside the healthcare industry, the labor in redesigning workflows can be a monumental challenge.  Even an otherwise excellent product would fail if it doesn’t resolve my immediate need and is quickly adopted.

Pulse User

The most important aspect is to first try and understand what the pain point of the person is rather than direct selling. Once we know the pain point, then we should understand what sort of approach they’re taking to resolve that pain point. Is it repetitive in nature? Is it non-repetitive? Once we have a fair idea with regular conversation, rather than a selling or a sales-oriented conversation, you can tell them how you can solve this because you have some data that can address their pain point and that’s a way for us to be on the same page.