What is the best way to cultivate intros and leads into Fortune 500 companies?

I am going to begin my answer to this question not talking about writing emails at all, but rather getting at the true source of the problem. Then we'll talk text. The problem with "follow up" messages is they illuminate something is missing in your sales process. Most people fly by the seat of their pants on sales process anyway, believing that only big companies need one. But *everyone* in the field of selling needs a consistent sales process. "To manage we must measure" is a process improvement maxim...and if we aren't consistent in our behaviors, how can we measure? How do you know why you lose some orders and win others? Do you just assume it's your personality, or your price, or your brand? That would be crazy!--and what salespeople do every day. You have given us a single sentence to work with (industry, paths to market, what prospecting/qualifying method you're using now, and other facts would have been helpful). So I don't know anything for certain about your sales process or lack thereof. However, the fact that "following up" is included in your steps and vocabulary indicates to me you are having conversations that go nowhere. If you had a conversation with a prospect and it didn't result in a clear understanding for BOTH salesperson and prospect what the next step was...your process failed. That's what leads to having to "follow up". Every time I see "follow up", the first letter of each word jumps out at me, and that's what I hear it saying directly to me. "FU, Jason. You screwed up." Determining what the next step is, and ensuring it is ultra-clear for both you and your prospect, is YOUR responsibility. It needs to be built right into your consistent sales process. Do it automatically, every time. Otherwise, you end up in this "mutual mystification" situation you're in, where neither you nor the prospect knows what's supposed to happen next. Leading to the plaintive, "Are we there yet?" email. No, we are not. We are nowhere near there yet. If in your qualifying conversation with the prospect you did not uncover the urgent reason they want to buy, do you think you are going to discover it in a "follow up" email? If you didn't find out how important (or not) moving ahead was to them in your live, interactive, back-and-forth dialogue...what makes you think you're going to get the answer in a dull, one-way, inert email? Doesn't that sound ridiculous? Having to "follow up" means you're chasing prospects. Stop doing that immediately, and work on qualifying more effectively. Is this prospect In or Out? A Fit with us or not? Do they have an urgent, important reason to work with us now, or not? Uncover this, and you won't have to "follow up". Most of the places selling falls down are where the salesperson and the prospect have left things in this state of "collective confusion". Each believes they understand what the other means and intends...but the truth is totally different. When a prospect says, "Leave it with me and I'll get back to you," at the end of your meeting, what does that tell you? Me, it tells me NOTHING! Except that I'm being "niced out" of the door. These are times to be a little assertive: "I appreciate that. How long do you think it'll take for you to have a look at it? When should we book a talk to discuss your decision or any questions you have?" Don't leave it to chance. In fact, your sales process ought to have you laying out this as part of the ground rules right up front: "Ms. Prospect, we'll meet for about 40 minutes, that's typically what these conversations are, and I'm sure you'll have some questions for me. I'll definitely have some questions for you, because I want to find out more about your operation and determine whether we're really a good fit for you. At the end of that time, we'll know whether we're a potential fit or not. If not, no big deal. No one will get mad at anybody. If we are a fit, we'll figure out what that next step looks like then. Make sense?" And if the prospect wants to add anything into the agenda, they can. Most salespeople never even lay out these simple ground rules. A consistent sales process is a series of steps. At the end of every step, either it's over or it continues. If it's over, you know why: it's not a fit for a specific reason (no need, the problem's not big enough for you to get involved, or the prospect has uncontrollable anger issues, for example). Over is not a bad thing; it keeps you out of trouble and away from The Client From Hell. If you goof up--and I certainly do from time to time, even though I work with this stuff every day; it happens fast and there's a lot to keep in mind--and you must write an email, you must get the train back on the rails. Let it read like this: Mr. Prospect, I appreciate you meeting with me on (date) about (topic). I forgot to make sure of something at the6 end of that conversation, and I'm hoping you can help me out. Turns out you and I didn't figure out what our next step will be. Now you've had some time to go over what we talked about. At this point, there can only be three possible outcomes: 1. You've reviewed everything, and it's just not a fit for you at this time. 2. You have looked everything over, but have more questions that need answering before moving ahead. 3. You are delighted with the idea and want to move forward, and were just waiting for me to give you this quick reminder of the project. Let me make this super-easy. If the answer is the first possibility, will you reply to this email with the digit '1', and I'll know you're no longer interested? If you want to talk further, please reply with '2' and I'll call you about the further questions you have. If you are ready to go ahead now that I've brought this project back on your radar, please call me at ### so I can get things started ASAP...or reply with '3' to this email, and I'll know to call you so we can begin. Thanks again, YOUR NAME ** This message doesn't chase. It gets things back on track. If your prospect ignores it and you don't get an answer, you can safely assume it's '1' and stop trying to "follow up". In sales, "Yes" is good, "No" is good, but "I need to think it over"--making you have to "follow up"--is torture.

Generally bootstrapped startups should avoid salespeople, for a few reasons: a. they typically can't afford the base and overall comp required to attract sales people who can actually sell / or afford to support them with marketing, management, etc b. it will be very difficult to find the rare person with the right mix of sales and startup DNA along with the critical domain knowledge, consequently the startup is likely to settle c. the founders need to be very involved in the selling and customers will demand it That said, if the plan is still to hire a salesperson, find someone who has demonstrated sales success in startups and is excited by the early stage in company building. Create a comp plan heavily leveraged on sales results (unless you are in an industry where 100% commission is a common practice, would recommend against $0 base as this creates the false impression that your hire isn't passing time with one company while looking for another job with a richer comp plan - you want your rep focussed). Sell the vision and opportunity to be part of a growth story. I have written a several blog posts on hiring sales people into start-ups. You might find these useful: http://www.peaksalesrecruiting.com/ceo-question-should-i-learn-to-sell-or-hire-a-sales-person/ http://www.peaksalesrecruiting.com/start-up-sales-and-hiring-advice-dont-stop-selling-once-you-hire-your-first-sales-rep/ http://www.peaksalesrecruiting.com/hiring-start-up-sales-reps/ http://www.peaksalesrecruiting.com/startups-and-salespeople/ Good luck!

Instead of repeating the wisdom of others, I'll link to it below. Here is a great blog post on hiring your first salesperson: http://tomtunguz.com/when-to-hire-a-salesperson Also, Mark Suster has written a ton of great post on his blog about startup sales. http://www.bothsidesofthetable.com/on-selling/

I know of a marketing executive at an online university. I will ask him your question and let you know what I find out. Cheers, Frank

This is a good question, thank you for asking it. I'm sure there are many business owners and newbie entrepreneurs who constantly wake up with the sweats trying to make ends meet by increasing their lead generation, strengthen their pipeline, and increase conversions. At the end of the day, it's all about converting, right? I'll give you what I consider a basic guideline for building a pipeline of good reliable high-quality leads that are easier to convert. We use this methodology for our clients and for our own marketing agency. www.Unthink.me is just a 4 people team with a few contractors helping us on certain projects but the structure that I have created for ourselves is what allows us to work with only certain clients we like and the ability to charge as low or high as we want. For context, we have clients that pay as low as $100 per month and some that several thousand and that is because we get a lot of client requests and proposals, etc. Let me start by saying that you are right and wrong at the same time. Many very large, publicly traded, tech companies rely heavily on cold-calling while mailing is still king for certain industries. Here is a basic methodology guideline you should consider and keep top of mind with any effort you put out there for lead generation or customer facing effort. Voted Best Personality 1. Don't forget that people, humans, work in these companies. If you are able to truly understand what you sell, the value, the critical pain points it solves (with no fluff or ego boosting mentality) you should be able to clearly identify who will get the most value out of what you offer in any company you plan to target, or industry for that matter. You should also be able to understand their needs and their goals. As you decide on campaigns, pitches, offers, products, pricing, and placement this insight will determine better decisions and better outcome. Present yourself in a way that they can relate to, in a context they appreciate and with a medium they enjoy. Clarity On Them 2. Have a stupidly clear positioning statement if you want your prospect commercial clients to pay attention, remember what you have to offer and give you the benefit of the doubt to prove yourself first. At the end of the day, when you get a contract with another company - you are simply given the opportunity to prove yourself and continue the relationship. By starting with a clear and simple positioning statement you give yourself the opportunity for questions, curiosity, and most importantly branding consistency - imagine that everywhere your prospect sees or hears about you, they are exposed to the exact same pitch or statement about what you do for companies like theirs... It's powerful! * Position is the actual value service of what you sell, while the positioning statement is the pitch you use in every medium. Start with a good, potentially viable and scalable position with a niche industry or market and particular use and try to own that before you want to expand your position on a broader market (this is off the Blue Ocean Strategy approach, I follow). Hit'em Where They Ain't 3. Segwaying from the last statement, having a good position and statement will only work if you know where to go pitch right? Again, it's all about reducing those lead costs while increasing conversion rate off the pipeline. For that, you need to be where others are not. Your competitors may not be as sophisticated as you are, maybe they have grown some unorthodox way or maybe they are as clever as you and maybe more. So try to win a battle without having to fight directly with your competitors for clients through pricing, innovation for innovation sake and find both losing the fight through loss profits, lack of attention and clarity and your clients getting all the rewards while you slave yourself to a sinking ship. Instead, spend time doing your homework on what different industries use your service or product for, what other companies might need what you offer, where would this companies' leaders congregate (their watering holes)? Go present yourself there, in the lesser known niche markets, the lesser known watering holes. Thought: You could try to fight and bleed your company's profit for 1% of a large generic market pie, or you can go after a smaller less understood pie elsewhere and with a lot less long term effort you could own 100% of that small pie. Educate 4. At Unthink, we use Hubspot, a content led generation tool for marketers. We handle other Hubspot client accounts. When it comes to building a B2B pipeline you will heavily depend on content and education more so than advertising budget to constantly bombard and interrupt someone's feed on social media or Google Search. If you invest in creating education content that proves you are a market leader and product expert with the best interest of everyone at heart you will be more likely to be liked and trusted when someone needs your type of product or service. We Hubspot because it enables to produce great content and manage our pipeline, but don't be fooled - in itself it does not help generate the content nor drive leads simply provides tools to create and manage them... Whether you use a paid or free tool, create content and educate as much as you can. Once you know who your customer is, where they hang out and the pie you want to go after then you should know what type of content they want and you can create it for them. * Think about it, me writing here gives me content ideas and allows me to position myself well through a non-invasive channel while providing actionable guides to others. Strategy Is Not King 5. This pains me to admit, after all I am an MBA Strategist and have been helping many startups as a stealth partner or advisor exactly on strategy - how to compete more efficiently. But it's actually my years of experience that force me to admit that the most brilliant of strategies can be outperformed by someone who can execute passionately. While I have also seen great strategies fail due to lack of execution, testing, or any other marginally expected effort. thought: A lot of B2B marketers/owners rely heavily on the idea that if they belittle others or make themselves look like experts or promote their years in business or experience that it's enough. And it's not. Client's could care less about your experience or expertise - again people like doing business with people. Show your scars, leverage failed projects as ice breakers on email campaigns or on social media, stop pretending your company is perfect and show your bad reviews too! Strategy Is Queen 6. It may not be king, but it is definitely Queen and at least in my house, Queen rules. A strategy will dictate where your efforts go and how much of them. After all, why would you invest all into something if you have no clue as to how much potential it has or how difficult it is to sustain? There are various strategies for conversion such as the lesser logic (www.BetaBulls.com for example, starting to promote that their code is good enough for fighter jets but amazing for corporate needs). Or the Recency Effect which might drive an accounting service like www.BluePearlTax.com to heavily look for startups who are being audited or need to pay back taxes so that they can help them reduce or eliminate their financial responsibility. Something that just happened and has a huge impact in our lives has an incredible potential for driving us towards buying or trying something we wouldn't otherwise. Leverage the recency effect if you can when you can and drive it with a no-brainer value proposition without assuming people will be smart enough to see the value - instead clearly state it for them. Also deciding whether maybe your business as is now or for ROI purposes if you would benefit from being the Good Enough option? If you take the good enough option, your prices should most typically be lower than the best alternate, wider known brand, but not as low as the one scraping and fighting on price - instead you position your company as a human, person led company that has its struggles, its potential and its dedication towards the end user and what you lack elsewhere you make up for in commitment and price driving up the value. Sometimes people look for good enough but many companies struggle to position themselves as the best or cheapest that they forget the middle grounds making the decision that much harder for these type of consumers which delays the pipeline build and the conversion into leads and then into customers. Maybe your pie (whatever niche in a market you chose) can be owned by being the good enough option? I will give you an example using our team, Unthink is becoming widely known as the most helpful agency. Since we have clients worldwide we figured we would leverage this because being helpful translates into any language and culture. We also clearly state through our communications that we let our clients negotiate their monthly budget which allows us to bring big business tools and experts to small growing companies. We break these branding statements because another thing to consider with anyone is that the more you say the less people hear. Especially when it's about yourself and not for them. This messaging has allowed us to constantly get new client requests, the opportunity to prove our worth no matter the budget, and the transparency that companies (people) ask for when they are hoping to make a connection with a partner who is invested in their success as much as their own. This has an added perk of clients reaching out and talking to us when they aren't happy instead of publicly shaming or simply instantly cutting us off. Typically their unhappiness is a matter of a simply missed communication and our clients average at around 2 years with us until we have either built something sustainable or it's out of our scope of interest. I hope this has been helpful if you would like I would really appreciate your follow in any of our platforms. Get in touch and stay engaged. www.Facebook.com/iWillUnthink https://twitter.com/OfficialUnthink https://www.facebook.com/groups/MySmallBusinessResource/ - Humberto Valle #Unthink