84 minutes of enterprise sales alpha | Jen Abel

Keep the first call highly informal and conversational, focusing on a one-on-one dialogue for about 30 minutes. Avoid demos or slides. The goal is to swap intros, understand their priorities, and let them speak first to gain maximum information. Crucially, do not bring a recorder, as this can hinder their willingness to be vulnerable.

Alpha refers to the unique, often unfair, advantage or insight your solution provides. It's about what the executive can uncover and unlock by bringing in your tool, going beyond simply solving a problem or reducing costs. It's about selling the vision and helping them achieve their next stage of influence or success.

Tailoring the demo ensures it feels built specifically for the client, making them feel heard and understood. Focus on the 20% of the product that delivers 80% of the value they care about, based on intel gathered from previous conversations. This prevents overwhelming them and avoids the perception that they are paying for features they won't use.

A healthy win rate for enterprise sales, from qualified lead to signed contract, is typically between 25% and 35%. If your win rate is significantly higher, it might indicate your price is too low. It's normal to lose a significant portion of deals, as not all companies are ready at the same time.

During the pre-pilot stage, work backward from the desired signing date to set a timeline. Document agreed-upon pricing and any incentives for timely signing. Send your contract (as a Word document) to procurement early, offering them the option to use their paper or yours. Engage in live calls with legal and procurement to resolve redlines efficiently.

Many salespeople incorrectly treat sales as a rigid 5-step process (intro, demo, proposal, contracting, close). In reality, it's closer to 15 steps, involving deeper discovery and tailored approaches. Other pitfalls include not focusing on 'alpha,' using generic pitches, skipping crucial follow-up steps, and failing to deeply understand the client's buying process.

A champion is the internal advocate who genuinely wants the deal to succeed. They are crucial for navigating the organization, providing insights, and helping tailor the solution to the client's needs. They are typically involved from early stages and help steer the deal through various internal processes.

Ideally, discuss pricing post-demo once excitement and value are established. If pressed beforehand, provide a ballpark range but emphasize that the final price depends on specific needs. Work with your champion to understand how they will defend the price internally and build an ROI case. Consider offering full value in year two with a two-year deal.

Services are often a significant part of enterprise budgets and are familiar territory for buyers (like consultants or lawyers). They can help build a stronger relationship, provide initial value, and guide clients toward technology adoption. Services can also be a key driver for deal expansion.

It's crucial to avoid boilerplate emails and AI-generated text for pitches. Emails should feel personal and responsive. Crafting unique messages demonstrates effort and understanding, helping you stand out in a crowded market and build rapport, as people buy from those they like and trust.

Enterprise sales involve longer cycles, larger deal sizes, and more stakeholders. The process requires meticulous project management, a deep understanding of the client's buying journey, and the ability to uncover and sell 'alpha' or unique value. It's less about a rigid script and more about human psychology, building relationships, and controlling the narrative.