What is your point of view about the prospect’s business?

When selling to enterprises, you must come to every social, email and live conversation with a point of view about their business.

What are the top-down strategic priorities that your teams need to align with?

You want to know the top strategic priorities that will trickle down to every department across the business.

How do you need to change the thoughts and ideas of your key prospects?

Unless you create an a-ha moment, there is a good chance that your prospect will stay stuck in status quo. Before you can sell change, you need to reframe your prospects’ thoughts and ideas. And, you need to open their mind to new ways.

What are the business and market conditions?

You need to create the buying vision and show “why” the time to act is now and how your solution will give the prospect the competitive advantage they are looking for.

What is the business case for change?

Where are the operational, financial, service and customer risks and what is the impact across the organization. GTM teams need to go beyond persona pain points to drive urgency, build consensus and win larger deals.

What are the strong-fit use cases?

Each sales and marketing interaction should be intentional. You need to understand the unique role you can play in your prospects’ strategic priorities – and the specific use cases you can support. While your competitors discuss generic benefits, you can show the specific impact you can have on your prospects’ organizations.

How do you align with the prospect’s value-driven vision for the future?

Rather than react to predefined needs which automatically results in lower deal sizes, you can partner with target accounts to map out a solution that will support BOTH current and future needs.

What relevant proof of success do you have?

You need to uncover the stories that need to be told in content and messaging so you can make an emotional connection with the human buyers.

How well do your customer success and sales team know the impact that your solutions had on existing accounts?

In most cases, there is no differentiation between a sales conversation and a retention conversation as customer success teams are discussing the same generic benefits, just in past tense. They do not have the insights they need to keep VPs and the C-suite engaged and to show them the ROI at the time of renewal.

Are your solution and communications aligned with the strategic roadmaps of your existing accounts?

If you want your key tier 1 enterprise accounts to stay and evolve their programs so you can increase your customer lifetime value, then you need to evolve with them and align your solutions and communications with their changing priorities and value-driven future vision.

Where are there growth opportunities?

You need to pinpoint where there are opportunities to expand within different regions and business units, why there are opportunities and how you can have the same impact in these new growth areas.