| In principle, selling your coaching service to an | | | | as much as you can about the executive, the |
| executive is no different than selling it to any | | | | organization, and the problems. Executives are |
| other person. However, there are some points | | | | unlikely to take the time to walk you through the |
| that can make a lot of difference in the result, | | | | basics of their business, and they will appreciate |
| and you would better adapt your sale routine | | | | your professionalism if you come prepared.d. Be |
| accordingly. | | | | clear about the benefits of your service, make |
| So first, what are the principles of sale?a. Get | | | | sure they are relevant to your prospect's needs. |
| close to your prospective client. Make introduction, | | | | Benefits should be termed in the common |
| build some conversation, a little trust.b. Find out | | | | "corporate language". This is no place to promote |
| what is the prospective client's challenge or | | | | "soft benefits" and "spiritual improvement". Use |
| problem, so that you can show him why your | | | | common management metrics, and if possible, |
| coaching service is the answer.c. Sell benefits, not | | | | state levels of expected improvement.e. |
| features.d. Identify and overcome objectionsc. | | | | Executives seek accountability. Think about what |
| Close the deal | | | | measurements you can offer, by which your |
| Here are some of the things to be aware of:a. | | | | coaching effectiveness can be measured. Also |
| Getting to even talk to an executive could be a | | | | think what guarantees of success you can give.f. |
| daunting task. They are often shielded by | | | | With top executives, money is not much of an |
| secretaries and assistants whose task is to keep | | | | issue as time is. The more you can show your |
| people like you away. Either get those on your | | | | service to be time-efficient and quick to get |
| side, or find some leverage to use (i.e. - a good | | | | results, the more chances you have of closing a |
| reference).b. Executives are constantly being sold | | | | deal. This isn't to say that you can charge |
| to. They are usually adapt and cutting through the | | | | anything you want, but this is often not the |
| pitch and getting down to business. Make it short, | | | | decisive factor in the sale.g. Despite all the above, |
| clear, concise. Like an executive summary. And | | | | do not be overly intimidated. However successful |
| even then, expect and be ready to be interrupted | | | | the executive is, however many assistants and |
| and requested to get to the point. Be prepared, | | | | secretaries you had to pass, this is still a person. |
| both to the task and to the emotional stress of | | | | He has problems, he is looking for solutions, and |
| being "under attack". Stay cool, and get to the | | | | he is susceptible to the right suggestions just like |
| point.c. Do your homework. Find out beforehand | | | | any other person. |