Connecting to the buyers of big deals is the forever frontier. I write on it, speak on it, read on it, worry about it, practice it… Figuring out how to get to the people who make the decision is evergreen in the minds of sales people and business owners.

From time to time I come across the anomaly—someone who simply doesn’t have this problem. People are beating down their door. They have more opportunities than they can process and they are working to control growth. How does this happen? Partly, they’re lucky bastards (and I’m jealous of them), but mostly I think they’re known for something specific, so people come to them.

For those of us who are not that lucky, I write about how to achieve this type of feedback extensively in my new e-book, “How to Get into Big Companies for Big Sales… and What to Do Once You Get There”.

In the meantime, the old way of creating this condition was based upon…

  • Longevity. They have been doing what they do for a long time.
  • Specificity. They are known for something very specific. It could be wrought iron gates, credit card processing software, criminal defense—the list is endless. However, in their specific field, they solved a unique problem and are capable of being briefly-defined. (See my past post titled “Rollercoasters”).
  • Dependability – The outcome is universally the same for the customers and it is exceptional.
  • The interesting thing about the world in which we now live is that you can shortcut dramatically the requirement of Longevity through the development of a position of expertise.

    In case you still need to be convinced that you should download this FREE e-book, here’s a quick excerpt:

    Challenges Hunters Face

    I KNOW I DON’T HAVE TO TELL YOU THIS, BUT I’LL say it anyway: selling never has been the easiest game in town.

    But for the past 14 years or so, we’ve built processes and strategies that have worked in most situations.

    In stable economic times, you could bake yourself into your clients’ normal budgeting cycles because there actually were normal budgeting cycles.

    Not anymore.
    You could also depend on their normal contract lengths as they ran through their 1-year, 2-year, or 3-year contracts with vendors.
    You could even build your tickler files for dates when those events were going to occur.

    Not anymore.
    Companies had strategic plans and capital initiatives. You could anticipate what was going to happen and prepare yourself for that eventuality.

    Not anymore.
    Selling your customers was about reaching people with budgets and business initiatives.

    Not anymore.
    You’re walking into different circumstances from what you’ve grown accustomed to over the last 4, 10, or 14 years.

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