Do you build MEANINGFUL executive reationships?

If you have followed my blog much, you will know I’m going to make an assumption: you don’t have meaningful enough executive sponsorship. I only say that because I see it time and time again.

We are all familiar with the term Economic Buyer. Or Decision Maker. Or Budget Holder. Critical individuals at your customer who will need to be convinced that your solution is worth the time and money, both before they buy, and critically after they have bought.

<a href="<a href="https://www.linkedin.com/posts/benmiller4_do-you-engage-execs-deeply-enough-almost-activity-7267450159670648832-KDph?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAATcTMBoKbG3QaBsvJyxtoIgMgf2SgDoJ8">https://www.linkedin.com/posts/benmiller4_do-you-engage-execs-deeply-enough-almost-activity-7267450159670648832-KDph?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAATcTMBoKbG3QaBsvJyxtoIgMgf2SgDoJ8</a>">I’ve commented before</a> that Seller’s can be too reticent to determine who the Economic Buyer is and to drive direct engagement. But it goes further and deeper. Your company, from top to bottom, pre and post sales, must be focused on developing these relationships. Once you know who the key player(s) is/are, you must connect them with an appropriate executive in your business. They must have meaningful engagement with topics of consequence to the customer.

The benefits are clear when closing a deal. Customers are always going to be more confident buying from someone when they have met the senior team and know that they will be treated well. This means regular ongoing engagement through the process.

But post sales it continues. Do not allow these relationships to go stale. Which, unfortunately, happens way too often. Often there is no executive engagement after the contract until the point at which the customer is about to churn, when we rush to reawaken the relationship. Not exactly a great message: I’m only interested in talking to you when you are about to walk away.

This means that the post sales team must work to ensure the executive relationship remains in place. Create specific structures such as QBRs. Remind your executives to reach out when there is something of interest to share. Make sure they reach out when there is a milestone to celebrate. Ensure they reach out if there is a problem we are dealing with, to provide reassurance.

In all cases, pre-and post sales, it is a responsibility of the sales team or the success/support team to make this happen. Remind your executives, give them the content, ensure they are prepared for the meetings. Hold them to account to support your account.