Selling to senior-level executives requires a different set of skills and strategies from the more traditional departmental-level transactional sale. Until the early 1980s, product was king. When a company introduced a new product, it was in many cases proprietary, allowing the company to get months or years of mileage of it being “best in class” or “leading edge” before a competitor leapfrogged it with an alternative offering.
Because of strong product differentiation, manufacturers dominated the business environment. For them, the standard go-to-market approach was a direct sales force, whose key functions were to provide basic product information, a point of contact with ...
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