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How to Establish Value with Enterprise Sales Accounts {Video}

4 min read
Updated Aug. 25, 2021
Published Feb. 7, 2018

Sellers know their market matters. Territory, size, and industry all play a role in who you sell to and how you approach each deal. We know our customers use Salesloft to acquire new business in diverse industries with different deal sizes all over the world.

A huge component of these deals is within the enterprise domain – the big fish your team is trying to reel in each quarter and year. These large target accounts supply a ton of revenue and give you recognizable logos to share with new prospects. While the rewards are plentiful, the sales cycles are typically lengthy and volume low. Big businesses will look for tools that are easy to implement at scale, provide traceable ROI, and fit with their mission and security needs. Your sales process should reflect these fundamental business differences.

Today, Hannah Pendleton, part of Salesloft’s enterprise sales team, shares her favorite tactics on selling to big, high-value target accounts. Let’s dive in:



Hi, Hannah Pendleton here, part of Salesloft’s Enterprise Sales team. Today, I’d like to talk to you about how you can start productive sales conversations with your biggest, most important accounts. While it’s obvious that small and large businesses differ, the nuances of beginning a relationship are less clear. When you’re reaching out to large companies, very few of your prospects are going to be sitting in the same room. Sometimes, not even in the same country, so it takes a lot longer to get buy-in on anything new because it’s implemented on such a large scale. So, this makes it crucial to choose the right accounts and communicate with them effectively. Let’s look at a few ways that you can be successful at doing both.

The earlier you can get started strategizing on your most valuable accounts, the better. Closing these businesses takes more time and resources, so pursuing the right ones is crucial. This usually involves Sales and Marketing alignment, which gives both departments the ability to have input. It’s a great starting point to match both Marketing and sales to business goals. To make sure you have enough time to strategize, it’s pertinent to reevaluate your target accounts each quarter. We typically begin this process halfway through each quarter for the upcoming one. We look at what new accounts have emerged, as well as how our current target accounts have developed. By strategizing early and often, you’ll rest confidently, knowing you’re strategizing your top resources in the right place.

So, now that you’ve settled on accounts, communication is key. Traditional sales teams often have older tools and workflows deeply embedded into their process. You might often hear objections such as, “This is the way we’ve always done it.” This is one of the most dangerous phrases in sales, as it rules out anything new and prevents growth. To combat this objection, it’s crucial to educate your prospects on value and mission, rather than only trying to sell them on product. One way I’ve seen the most successful reps navigate this objection is by asking them great, open-ended questions. This helps executives and managers see challenges in their process and realize that there is opportunity for improvement. I love hearing reps ask creative, open questions that let contacts realize their own pain points. For example, if you don’t have insight into your reps’ processes and activities, how are you able to effectively measure and replicate success? These tactics will help sales leaders realize the gaps in their own process that will tie back to your solution. Thanks so much for watching. I hope you learned a few tips on how to effectively connect with your most valuable accounts. Thanks, and have a great day.

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