Story Selling Helps Resonate with C Level Executive's | Story Selling | Scoop.it

"If you've really done your homework then you should know to avoid jargon that the C-level executive may not know."

 

"Consultants are always trying to "assist us in managing our third-party spend," whatever that means. It must be something important, because I get two or three calls a week to help me with this problem."

 

"Maybe if they positioned it from my point of view and used language that I use they would get further in their call." Mike Parrot, VP,Costco

 

Read the last sentence again and notice two main issues.

 

1 - Use the customers language

2 - Use their point of view.

 

Early in the buy-sell cycle, the customer is looking for the "why" I should consider anything new. Sound bites of, "this is what my product can achieve will also not go very far".

 

Consider this: If you wrap a previous customer success within a story framework that matches the customers marketplace, you can cover both points Parrot desires, language and point of view.

 

A note of caution, stories need to resonate and be worded to match the title of the person you are calling on, not just the industry/market.

 

A phrase by Nancy Duarte is important while building stories:

"By reminding people of the status quo and then revealing the path to a better way,  you set up a conflict that needs to be resolved." http://youtu.be/UfQF3DXG-S4

 

A good story does not start with success or sound bites or symptoms, it starts with a business challenge. In the above example by Parrot, third part spend is a symptom. He wants to know the business challenge a product or service can help him resolve based on his position.