But the truth be told, it’s not appropriate for most sellers to call on the executive level. By this, I mean people like the Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Technology Officer (CTO) or the Chief Marketing Officer (CMO).

Why not?

Because they’re not selling products or services that solve problems or create opportunities that are of interest to the executives of major corporations.

C-level executives get involved in decisions related to the initial implementation of high impact new systems, technologies or methodologies.

For example, an organization may decide that its entire supply chain needs a major overhaul. Perhaps the leadership team is thinking about outsourcing their customer service functions. Or maybe they’re evaluating ways to maximize shareholder value or better managing their exposure to disaster scenarios.

That’s what corporate bigwigs are interested in.

These decisions all have some things in common. They:

- Have an impact that spans multiple business units, divisions or departments.

- Affect core business processes.

- Have the potential for a high cost of failure, and also the potential for huge gains.

- Require a substantial financial investment upfront and/or an ongoing outlay of money.

- Are difficult to reverse. Once the decision is made, the company is headed down that path for an extended period of time.

In short, C-level decision makers get involved when the RISK is high.

If a bad decision is made or a good one is rolled out poorly, they may lose key customers, their technological lead or even their jobs! It may cost them millions of dollars in lost revenue, eat into their profits or create inroads for their competitors.

Get the picture?

Speaking of that, if there’s a chance that their photo could be splashed across the front page of the Wall Street Journal, complete with a very unflattering article – they want to get involved too.

Take a moment and think about what you’re selling.

- Has the company ever purchased similar products or services to what you offer? If so, you probably don’t need to call at the highest levels.

- Is your sales focus on expanding the implementation of an initial high-risk decision? If so, the C-level execs aren’t likely to be involved if everything went well the first time.

- If a company does business with you, does a high potential for failure or substantial gain exist? If not, the bigwigs aren’t likely to be involved in a decision.

- Would switching to another firm or supplier cause massive disruption, major financial outlays and lots of change? If not, the decision won’t likely be made at the highest levels of the organization.

- Does your product or service offer more “bells and whistles”

than what they’re currently using? If so, C-level executives could care less.

These are typically the decisions of senior level management (i.e., directors, assistant vice presidents), middle management, project or program leaders or even key individuals. They have the power, resources and money – or they can get it by putting together a solid business case.

So if you’re meeting with corporate executives, then you better have something to say to them that’s directly tied into their interests. If not, you won’t have another chance.

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Jill Konrath helps salespeople get their foot in the door and win big contracts in the corporate market.

Sign up for her free e-newsletter on her website at
http://www.sellingtobigcompanies.com . You get a free “Sales Call Planning Guide” ($19.95 value) when you subscribe.