Maximizing New Business Prospecting

The Miller Heiman
Prospecting Guide
Best Practices for Maximizing New Business Development
Prospecting Guide.1008.indd

The Miller Heiman
Prospecting Guide
How often do you spend time prospecting for new business opportunities?
Consistent prospecting is vital to a sales professional’s success and the success of the whole sales
organization. If you’re not paying proper attention to the sales that need to be closed, the sales that need
further development, and the new opportunities available to be plucked from the universe, your funnel’s
health will decline and you’ll never make your quota.
The most successful sales professionals are those who are really efficient at prospecting. All activities
within the sales process are important, but to reduce how low you go into the valleys of your sales cycle,
prospecting must be a top priority - right behind closing business. You can’t leave it on the back burner.
Good prospecting techniques can impact your number of qualified leads and directly translate into increased
revenue and a higher commission check. Because it’s such a crucial part of the sales process, how do you
make sure you are identifying those prospects that will produce a win for both your organizations?
We’ve compiled resources that address this challenge to help you master the techniques that will maximize
your prospecting efforts. This guide presents a number of articles that will help you improve your prospecting
skills and achieve top-performer status.
Time is valuable – your clients’ and your own. You don’t want to waste it chasing opportunities that have
no real chance of closing. Read on to learn how you can identify ideal prospects, manage your time more
efficiently, and expand your prospecting universe.

Three Ways to Improve Your Sales Calls........................................ 2
What is a Valid Business Reason
It’s About Solutions
Mastering Proper Prospecting Timing............................................ 2
Time Zones
Time Courtesy
Time Expectations
The Right Timing
Maximizing Your Time by Defining Your Ideal Customer................ 4
Selling the Cultural Similarities Between Your
Prospect’s Company and Your Own
There’s No Such Thing as a “Perfect” Fit
Find Hidden Revenue by Cross-Selling and Up-Selling................. 5
What is Cross-Selling & Up-Selling?
The Best Time to Cross-Sell/Up-Sell?
Can I Reactive Dormant Accounts?
Social Networking Etiquette: Finessing One of the
21st Century’s Most Powerful Tools for Prospecting...................... 6
Social Networking 101
Finessing Your Network for Prospecting
Securing Time with Key Decision Makers...................................... 9
What Research Tells Us
What’s a “Howdy Call”?
Crafting a Valid Business Reason
Design Your Marketing Vehicle
Market Targeting
Hypothesizing
Having a Framework for Discussion
The Miller Heiman Prospecting Guide
Best Practices for Maximizing
New Business Development

Three Ways to Improve
Your Sales Calls
You’ve got a hot prospect. You need a face-to-face
opportunity to sell your product and services. So you
stop by, without an appointment, hoping to make it past
the receptionist and catch the decision maker in a rare
unscheduled moment. “I was in the vicinity, and thought I’d
just stop by to say hello.” Well, at least you tried.
Of course, there is a place for pleasantries and the social
aspects of business, but let’s not confuse those with a sales
call. Many salespeople focus on their own comfort area, on
social calls and lunch dates – or the product pitch. And as a
result, the sales process never gets off the ground.
Before you try to call someone or meet with them in person,
you must ask yourself one question: “What is the reason
this person should be speaking or meeting with me?”
The answer to this question should be the reason a potential
buyer will spend time on the phone or in person with you –
your Valid Business Reason. Most importantly, the answer
should highlight the value provided to the customer for
engaging in conversation with you.
Having a Valid Business Reason for every sales call,
whether in person or on the phone, is the considerate
way of doing business. It tells buyers, no matter how long
you’ve known them, that you’ve given some thought to their
current challenges and that you’re looking for solutions that
are valid to them.
What is a Valid Business Reason?
1. It’s Valid: It’s all about the customer. Valid to customers
means it’s worth making time to hear about how you can
help solve a problem that keeps them up at night.
2. It’s Business: Research shows that many sales calls
are too general and unfocused to be useful to buyers or
sellers. Do your homework and manage your selling time.
Understand their business. What are their challenges?
What are they trying to fix, accomplish or avoid?
3. It’s a Good Reason: Not your reason - the customer’s
reason. Be prepared to explain why taking time out of a
busy schedule for you rather than spending it on other
priorities will benefit them in the long run. Tell the customer
what you’d like to meet about and why you think this could
be of value.
It’s About Solutions
How can your solution help what they want to fix, accomplish
or avoid? Doing your homework will allow you to be more
specific. The more accurate and detailed you can be, the
more concise your message will be. Remember it has to
be quick and to the point so it can be left on a voice mail or
with a receptionist. It must always be from the customer’s
point of view.
By defining your Valid Business Reason, you’ll improve your
ability to get face time dramatically.
Mastering Proper
Prospecting Timing
Timing is crucial in all parts of the sales process, but it is
most vital when prospecting – when a sound understanding
of how it’s executed can affect your chances for developing
prospects into opportunities.
Plenty of questions arise in sales representatives’ day-to-day
prospecting efforts, too.
Consider the following to build a check list for mastering
the often glossed-over basics of timing in prospecting.
Questions that Surface in a
Given Sales Process:
• How long does it usually take to develop a
prospect into a well-qualified lead?
• How long should the typical sales process
take?
• When is a good time to approach a
prospect with a proposal for your solution?
• Is my selling process in step with their
buying process?
© 2008 Miller Heiman, Inc. All rights reserved. 2 www.millerheiman.com | 1-877-678-0272

Time Zones
Effective prospecting requires research and discovery
to determine whether the candidate could be eventually
developed into an actual customer. When identifying initial
company contacts, be certain to note their geography.
General research may turn up important specifics on a
company’s offerings, mission, and employee build-up. But
neglecting to identify such a crucial piece of information
like location and time difference can instantly derail your
chances for credibility.
Would you call someone back if they called outside of
office hours? Lack of regard for regular business hours
can convey to a prospect that a salesperson lacks
professionalism.
Calling an east coast prospect while working from the
west coast? You don’t want to miss out on your best
opportunity to talk with them during their legitimate office
hours while they have business on their mind.
With every sales call you make, determine where the
contact is within the organization’s geography. Are they in
the corporate office in New York, working remotely while
traveling in Europe, or positioned at a company branch
in Asia? Confirming your prospect company’s location
shouldn’t stop at headquarters – consider the time zone
of each individual to start off on the right foot.
Time Courtesy
How many times have you launched into your opening
statements on a prospecting cold call only to hear they
don’t have the time to talk? Sometimes it may be hard to
suppress the initial urge to launch into conversation, but
always ask whether a prospect has a few moments to talk.
It sets the precedent that their needs are most important.
Assumptions can be dangerous, especially on the first
opportunity for discussion with a potential candidate
for new business. Offer your prospects the option to
politely decline and propose a time to reschedule the
conversation.
Time Expectations
Once you’ve confirmed with a prospect that they have a
few minutes to talk, be courteous enough to tell them how
long the call will take. Clueing them in to the time it will
take from their day allows them the opportunity to decide
whether now is appropriate.
Prospects may decide they don’t have time at the moment
to talk to you but it reinforces your credibility by ensuring
you have their interests in mind. Remaining completely
focused on the prospect’s needs continually supports
your selling initiatives as it portrays your entire organization
as one that is geared, not toward revenue, but toward
customer solutions.
Be sure they understand that, within the call, they will have
time to voice their concerns and business issues and will
receive answers to any questions they have. Don’t forget
to reiterate that the phone call can always go longer if the
customer needs to further discuss what they are trying to
accomplish.
The Right Timing
Remember that not all prospecting calls – outbound or
inbound - need to result in an immediate conversation.
Setting an appointment to discuss items at a later date
can begin the process for prospecting.
Even in ideal market conditions, when your calendar just
can’t seem to calm down, don’t be afraid to reschedule
inbound calls for a later time. You can devote greater
energy and resources to the prospect. Voicing that you
simply don’t have the right amount of time to address
the customer’s questions at that moment isn’t rude, nor
is it the mark of a poor salesperson. So long as relevant
information is collected first, it can give you a distinct
advantage.
With the added time, you can research the prospect.
Preparation illustrates to prospects you have taken the time
to get an understanding of their company, industry and
competitors. A word of caution: don’t form preconceived
notions of what their solution should look before the call –
leave it to them to articulate.
The bottom line remains: timing can affect a sale in any
stage of its process. Mastering the essentials can ensure
your prospecting efforts remain grounded in the actions
that deliver results.

4
Maximize Your Time by
Defining Your Ideal Customer
When we use the term Ideal Customer, we’re not referring
to an actual, real-life customer. The Ideal Customer is
a standard that you identify to help you measure your
prospects against to see if they are a good fit for your
company’s solution. Why? So you can focus on the
good ones, get rid of the truly bad ones, and anticipate
problems with those who fall in the middle. Take a hard
look at your most profitable customer in order to produce
the hypothetical perfect customer you’d like to have. This
will become the definition of your Ideal Customer.
Step 1. List best and worst. It’s up to you. Start with
those companies with whom you’ve done business.
Just customers, not prospects. Limit yourself to those
accounts where you’ve already done some business. List
the best and list the worst. The best will include those
that have given you the maximum number of wins and the
least trouble. Then list those accounts that are the worst
– possibly because even though you’ve closed the deal,
either you or the customer feel that you’ve lost. Remember,
you set the criteria.
Step 2. Next, list the characteristics of both the best and
the worst.
Ideal clients may possess such characteristics as:
• Willing to pay for “value added”
• Committed to high quality
• Good proximity to my support center
• Size of end-user group
Unfavorable clients may possess such characteristics as:
• Inflexible on price
• Slow to make buying decisions
• Secretive and unwilling to cooperate
• Outside my industry expertise
Step 3. Now combine the two lists. List the positive
characteristics, then add the opposite of your negative
characteristics. For example, “slow to make buying
decisions” becomes “has a process for making buying
decisions quickly”. You’ve now created a profile of your
Ideal Customer. You’re ready to evaluate the account to
which you’re trying to sell, against your definition of the
best. Measure that account against each of your Ideal
Profile characteristics.
Identify accounts within your total prospect population
that share a similar cultural value. How would you know
this? Do your homework. Research available information
on the company. Listen to the kind of messaging used in
annual reports, press releases, and client success stories.
Search for press coverage on the Internet. What are other
people saying about them? Aligning your selling efforts
around common characteristics establishes a connection
bound by a mutually respected value-system.
If expediency was a common characteristic how would
you use it as a strength?
Emphasize what the experience is like when someone
does business with your company. Perhaps client
communication is streamlined using a single-point of
contact for resolving customer issues or challenges.
Highlight the optimization of delivering the product or
service to the customer. Can you do it faster than your
competitors?
There’s No Such Thing as a “Perfect” Fit
Defining your Ideal Customer Profile is highly effective
in identifying your best prospects and separating them
from the ones that could potentially become liabilities.
Most likely, the prospects you’ve identified to pursue don’t
entirely match every standard of your Ideal Customer
Profile. They rarely do. But you will find that some potential
customers match up a lot better than others.
What do you do with prospects that are not a fit, but
still reflect some characteristics outlined in your Ideal
Customer Profile? You can do one of two things:
1. Stop pursuing specific sales opportunities within
these accounts because they represent a low
probability of generating a win-win outcome.
2. Carefully pursue those that aren’t a great fit, but
anticipate what problems will likely arise and devise
strategies for overcoming them.
© 2008 Miller Heiman, Inc. All rights reserved. www.millerheiman.com | 1.877.678.0272

Use your Ideal Customer Profile as a baseline test. Then
weigh the information it gives you against everything else
you know about the account. This balanced approach
will focus your time, energy, and resources (both your
own and those of your company) on the right sales
opportunities.
Find Hidden Revenue by
Cross-Selling and Up-Selling
Not all prospecting efforts need to be net-new. Often,
cultivating the relationship with a current client can result
in a prospect for future business.
In addition, it can cost four times as much to sell to a
new customer compared to an existing one. By taking
advantage of existing relationships and ongoing contact
with customers, companies can sell more products and
services, reduce the cost of sales, enhance customer
loyalty, and drive revenue.
Cross-selling and up-selling techniques can be
legitimate activities for prospecting when used correctly,
and may be able to bring dormant accounts back to life.
Read on for frequently asked questions to this effective
prospecting activity.
What is Cross-Selling & Up-Selling?
If you are not currently engaging in cross-selling and up-selling,
you may be leaving money on the table every time
you close a sale. What’s worse, your customer is leaving
some of their ROI there as well.
Let’s start with how Miller Heiman defines cross-selling
and up-selling.
Cross-selling (verb)
(1) Expanding the number and quality of relationships
between key people in the buying organization and the
selling organization.
(2) Making additional relevant solutions available to the
buying organization (e.g., new products).
Up-selling (verb)
Converting an initial order into a more profitable order.
Typically manifested by the customer’s commitment
to (1) additional units of the seller’s solution or (2) a
premium version of the seller’s solution. This doesn’t
mean selling one’s customers something they don’t
need; it does mean selling one’s customers more of
something that they do need.
Why don’t these two selling activities happen more
often? Fear. Fear caused by the misconception that
“asking for more” raises the risk of losing the sale.
To eliminate this fear, it is critical to leverage quality
business information. By taking the time to gather in-depth
information about customers and prospects,
salespeople can gain a greater insight into their
accounts, uncover new business opportunities, and
avoid many of the fears that get in the way of performing
cross-selling and up-selling activities.
How do I cross-sell?
Selecting the right customers who present the greatest
need for a certain product or solution is the key to
effective cross-selling. This may be a new product
added to your portfolio, but keep in mind it could also
be an existing product. Certainly there are customers
who are a good fit, but which customers present the
greatest need for this particular solution? Leverage the
information you have gathered to determine who are
proper candidates for this activity.
Step 1: Identify Cross-Sell Opportunities. Make a list
of your top customers. Next to each customer, list the
products or solutions they have purchased from you.
What do you see? Most likely this exercise will uncover
a large area of opportunity with certain customers who
have purchased only one or two of your solutions.
Step 2: Develop the Key Characteristics of Your Target
Customer. Once you have a product in mind that you
want to cross sell, create a list of key characteristics
of your target customer. Consider the following when
creating your list:
• It’s not who has a need, but who has the greatest
need for this product.

6
• It’s not who will buy, but who will buy quickly.
• Quick wins help reduce fear and add to your
credibility as a salesperson.
• Write down five characteristics of your target
customer. Examples include company size, risk-taking
culture, recent merger or acquisition, etc. One
of these traits may outweigh all the others. So, if the
customer doesn’t present all five characteristics,
but has one very important one, you may still want
to pursue that customer.
Step 3: Compare and Select Key Customers to Pursue.
Go back to the first list you made of your top customers.
Which of these customers present characteristics of the
target customer for your new solution? Which of these
customers present the greatest need for your new
product and are willing to buy quickly? These are the
customers you should spend the time and effort with to
build a strategy to cross-sell your product.
Each of these steps demands increasingly deeper
understanding of the customer’s key initiatives and the
big issues that transcend all the potential buyers within
the organization. That means taking the time to become
informed on selected targets, their issues, and the
business reasons that will motivate them to schedule a
meeting or make a purchase.
When is the best time to cross-sell/up-sell?
The worst time to start thinking about cross-selling
and up-selling is at the end of the sales cycle. By that
time, it’s too late. By incorporating the steps above into
your sales strategies, you will be continually looking for
ways to get the most out of every sale, while giving your
customers the greatest value in return as well.
Can I reactivate dormant accounts?
It’s a common situation - you have completed a project
or engagement but you see lots of potential to offer
other services to the client. Sadly, you failed to leverage
that first sale toward more business so the account
became dormant.
Cross-selling is selling additional complementary
solutions, or expanding the initial engagement to other
locations for the same client. Any firm could increase
their revenues by improving the management of their
current clients in this manner. But some executives may
tell you that cross-selling doesn’t work. Why? Perhaps
there is a lack of understanding by the client of your full
suite of product or services. Maybe your organization
lacks internal teamwork, or incentives for cross-selling,
or the account manager fears losing control of the
account. But, to say that cross selling doesn’t work is
the wrong mindset.
The key is to forget about other products or services you
hope to sell the client, and to concentrate on what you can
contribute to their business and organizational issues.
Social Networking Leverage:
Finessing One of the 21st
Century’s Most Powerful
Tools for Prospecting
“The more you demonstrate to prospects how much
you know of what is publicly available, the more they’re
going to share with you the things that are not publicly
available,” this according to Miller Heiman sales vice
president Rich Blakeman.
The notion is a powerful one. Choosing to lead by
example, Blakeman is charging forward in his efforts to
leverage social networking as an emerging, continually
evolving and sophisticated technique for prospecting.
With the advent of numerous social media vehicles,
there is no denying the advantage sales professionals
can gain by researching a prospect before making initial
contact. By increasing his professional network in an
online environment, Blakeman keeps a close eye on
business contacts to improve existing client relations
and stay alert for new business opportunities.
“Networking isn’t new,” Blakeman says. “This isn’t a
new idea. The online practice is just a new way to do it.
The same people that were effective before are effective
now, but these new tools make it easier.”
© 2008 Miller Heiman, Inc. All rights reserved. www.millerheiman.com | 1.877.678.0272

Blakeman is convinced that tools such as LinkedIn
are already becoming an integral part of how effective
sales organizations can improve results by gaining
further visibility into key accounts and developing
prospect contacts into possible new business. “There’s
a difference between managing your relationships and
leveraging your network. The key to leveraging your
network is to use it to help you mine the data that is out
in other people’s network to your advantage.”
With such a wealth of information available, it’s difficult
to choose from the variety of venues with which to
harness it. The numerous features and applications in
the social media environment aren’t necessarily self-explanatory.
A bevy of tools are available to users on
social networking sites, ranging from search options,
news alerts, resume-like career histories, referral or
introduction capabilities, and limitless varieties of
exclusive groups based on interests, associations and
professions. Recognizing that the technology exists is
crucial, but Blakeman emphasizes the importance of
understanding that it isn’t about the tool itself, it’s about
how you use it.
“It’s absolutely vital for improving the level of prospect
research,” Blakeman says, mentioning he touches his
preferred social network site, LinkedIn.com, close to
three times a day. “If you’re looking to make a call to
a new contact at a senior level, you want to do some
homework first. The people most likely to return calls to
provide helpful information are easily identifiable inside
a professional networking site.”
Social Networking Etiquette 101:
To help illustrate how to increase the quality of leads,
Blakeman offers a few guidelines that can help sales
professionals incorporate social networking into their
prospecting efforts.
“Engaging in social media vehicles like online
professional networking to improve your prospecting
efforts is one thing,” Blakeman says. “Running rampant
with the technology is quite another. Credibility and trust
are the keys to being effective in social networking”
Because prospecting hinges heavily on the impression
you make with clients, it is important to understand what
sort of social networking usage is appropriate and what
is not. Blakeman insists that, to stay credible in the eyes
of possible prospects, how and when you use your social
network to stay connected should remain closely tied to
those contacts’ purposes, not yours. “We all have people
that only reach out to us when they need something from
us. It’s imperative in social networking to demonstrate
you operate responsibly and with integrity.”
Ensure you don’t jeopardize credibility by:
• Understanding the difference between research
and stalking. Persistence is an admirable quality
for a sales representative, as consistent contact
with your connections lends credibility – but there
must be a purpose behind the contact. Sales reps
who position themselves in front of a client merely
to accumulate face time convey a lack of regard
for the client’s business issues. It can also come
across as intrusive.
• Exercising discretion. While having a large number of
contacts increases the power and pull of your network
and opens connection possibilities, don’t add just
anyone. A proper balance of quality versus quantity
must be achieved. Having a stronger relationship
with your contacts allows you to introduce others
with better chances for acceptance, demonstrating
to both connections that your contacts network is
valid and can be trusted.
• Staying involved with your contacts’ networks.
Social networking shouldn’t muscle out the other
priorities of the day, but keeping a consistent
awareness of who is being promoted, relocating,
or changing jobs increases your visibility of the
business environment. Blakeman advocates
tracking the pulse of work activities to highlight
the interests and priorities of your connections and
clue you in to updates that may provide valuable
insight. “One of the absolute critical factors in social
networking is being timely,” he says. “I can track
people that I knew at a given company and note
where they go. Following their career highlights
opportune times to approach them at their new
company or leave a message regarding something
they may find valuable.”

8
• Rolling with the punches. Blakeman notes that,
much like on the front lines, sales professionals
must grow a thick skin. “Don’t let unapproved
requests or rejections get to you,” he says.
Finessing Your Network for Prospecting
Maximize your prospecting efforts through social
networking:
• Look for coaches. Profiles of individuals within
companies can indicate their interests, field
specializations, and work history outside the
current company. By doing a bit of digging, you
may identify individuals previously employed with
companies your organization has done business
with. These candidates can evolve into advocates
for your company’s solution, clue you in to proper
proposal timing, help pinpoint proper buying
influences within the company, and advise on how
best to approach them.
• Find levels of influence. If Acme, Inc. has a new sales
vice president who brought 17 employees with him,
chances are there is significant degree of influence
among the band of newly instated employees.
Leveraging a relationship with those employees
may provide an opportunity to connect upwards in
the organization to support your initiatives.
• Search like a professional. Several social
networking sites have search applications that
can provide insight on numerous topics. Refine
searches by job title, company name, company
geography, and keywords to unearth available
information. Validate company headquarters and
get a better understanding of what a prospect’s
field organization looks like. Where are sales leaders
located? Where are company engineers located?
Where is product development located?
• Expand the quality contacts within your network
through referrals and introductions. Insistent that a
balance between quality and quantity of contacts
must be kept, Blakeman does not deny the power
of numbers. “The bigger my personal network is,
the more likely I can leverage it to find a connection
that will introduce me favorably to a prospect I want
to meet.” He mentions that a larger professional
network increases your ability to effectively search
for data. “Simply put, you don’t get enough return
out of a social network if you don’t have enough of a
network. But if you only pursue quantity, you’ll end
up adding people you don’t really know, diluting the
efficacy of your network.”
• Relay the value of proposed connections. Much like
a sales representative must understand the issues of
a prospect in order to offer a comprehensive solution
that will address their needs, imparting the value of
a proposed professional relationship is necessary to
bolster your acceptance rate. Provide those contacts
who would be introducing you to others with valid
reasons. This lends you credibility with them, and
ensures they have a solid reason for introducing you,
which in turn lends them credibility.
• Watch prospects and clients for better visibility
of company actions. Look out for prospecting
opportunities through the people in your sales
channel and identifying their customers, competitors,
and suppliers. “You may find a pattern in which
companies are connected to each other, as well
as good ideas for how to expand your company’s
solution into that territory,” Blakeman says.
Online professional networking is becoming a
mainstream prospecting activity within the sales
profession. Building your foundation now may give you
the step up you need.
“You never know,” Blakeman says of the part social
networking plays in prospecting. “If you keep an open
mind to what you’re going to find and what value it will
provide, you may be surprised where your next source
for business comes from.”
© 2008 Miller Heiman, Inc. All rights reserved. www.millerheiman.com | 1-877-678-0272

Securing Time with
Key Decision Makers
by Eric Wasser
If selling time was characterized as time spent meeting
with key influencers discussing their challenges, issues,
and trends, most sales professionals would agree that it
is small percentage of the time they spend working their
respective jobs. Statistics indicate that with all other job
responsibilities considered, it can be less than 10 to 15
hours per week on average.
Having more and better time with important buying
influences is a key to successful selling in today’s complex
environments. With multiple decision makers involved
and often lengthy sales cycles, it is important to have
enough time engaging with those key decision makers to
understand their businesses while establishing rapport
and credibility.
A focus in increasing selling time can lead to better
understanding customer environments, stronger
relationships and more opportunity to connect value
propositions to client needs.
What Research Tells Us
The Miller Heiman Sales Best Practices Study reveals what
top-performing sales organizations are doing differently
from everyone else. The organizations designated as
“top-performing” did significantly better than others in
key metrics including average account billing, account
acquisition and revenue.
• Top-performing organizations were 90 percent
more likely than other organizations to rely on
comprehensive prospecting plans.
• Top-performing organizations were 110 percent
more likely than other organizations to leverage the
best practices of top performers to improve the
performance of everyone else.
Additional studies have identified the disappointments
of key senior-level decision makers with their sales
professionals:
• Too many salespeople are just trying to push
product rather than attempting to identify and fulfill
organizational needs. They rarely do their homework
to understand business issues and challenges.
• A large number of outbound contacts made by
salespeople today are nothing more than “Howdy Calls”.
What’s a “Howdy Call”?
A Howdy Call is defined as an outbound contact made with
no clear understanding of the client’s need - what problem
the client is trying to fix or avoid or what goal the client is
hoping to accomplish. The Howdy Call is connected to the
common idea that sales is a numbers game; contacting
more clients will provide more opportunities.
Although there is some validity to the idea that business
development is about volume, successful sales
professionals know that taking the time to choose the
right people to meet with and focusing on what is of
key interest to them dramatically improves the quality of
meetings and yields.
Crafting a Valid Business Reason
Letting the decision maker know why you’re contacting
them ensures that discussions are productive for both
the sales professional and the client. At Miller Heiman, we
advocate that you should never contact a decision maker
without a Valid Business Reason. Presenting a solid Valid
Business Reason to the contact allows sales professionals
to demonstrate an understanding of the client’s business
and the challenges faced by executives. Before making
the contact, the sales professional should have answers
to the following questions.
• Do you have a Valid Business Reason for calling?
• Does your statement of the reason for the call help
the potential buyer understand who you are and the
reason for your call?
• Does your statement convey the value of setting an
appointment?
• Does it establish a common foundation for exploring
how to resolve an actual or potential problem or
achieve a specific goal?

• Does it establish the importance of the meeting for
the client?
• How well does the reason for calling fit in with the
client’s interests?
• Does it let the client know “what’s in it for me”?
• Is it clear, concise and complete?
Applying thought in a few key areas can help ensure
effective creation of Valid Business Reasons.
Design Your Marketing Vehicle
There are many effective methods for reaching prospective
clients and decision makers. In a recent webcast on
prospecting, Miller Heiman polled a large audience of sales
professionals on what methods they prefer to use to reach
key clients and decision makers when trying to secure
appointments:
Phone - 51.3 percent
Internet/Email - 27.6 percent
Direct Mail - 5.5 percent
Other - 16.5 percent
Decision makers are as diverse in their preferred
communication methods as those in selling organizations;
consequently, securing time with those key decision makers
often requires using multiple methods. Thinking about what
method to use prior to connecting with a decision maker or
client is an important consideration.
Market Targeting
Successful selling professionals often have a strong sense
for their own organization’s aptitudes. A good understanding
of their Ideal Customer Profile provides a set of sorting criteria
as they consider who they should focus on during business
development efforts. Organizations that understand their
Ideal Customer Profile have a potential benchmark to
measure against a prospect’s potential fit and likelihood
of future success. It is important to consider segmenting
those key decision makers you hope to secure time with
by like characteristics as well. Understanding common
threads that connect buying influences by segments like
geography, market segment, job function and title provides
the foundation for thinking about their challenges, issues and
trends – those areas of focus they are potentially interested
in exploring further.
Hypothesizing
A steadfast focus on clients is good business practice.
Understanding what clients are trying to fix, accomplish or
avoid allows sales professionals to provide real value by
connecting with those clients on their terms. Selecting a
target audience, either a specific key decision maker or a
larger audience of key decision makers with some common
characteristics, is necessary to effectively think about areas
of interest from their perspective. There are many resources
available today that provide specific intelligence on the “top
of mind” issues facing industries, specific companies and job
functions. Online resources like Hoover’s provide great insight
into those challenges, issues and trends. Successful selling
organizations are great at capitalizing on the institutional
knowledge possessed by their best performers and sharing
that knowledge through best practices. Many successful
organizations analyze their “wins” to determine what the
key areas of interest were that drove initial conversations so
that those ideas might be shared with others. Key decision
makers will always be interested in spending time with
credible resources who can help them tackle their problems
and initiatives, helping them succeed. The key to getting
time with buying influences lies in the sales professionals’
ability to communicate that message effectively, as early as
possible.
Having a Framework for Discussion
It is important to be clear and concise when communicating
with key decision makers regardless of the chosen
marketing vehicle. Struggling to deliver the message in a
way that makes sense and demonstrates expertise can be
as ineffective as not having a Valid Business Reason at all.
This does not imply a need to “script” but does suggest a
need to be prepared and practiced prior to connecting with
your audience. The following are business development
best practice suggestions for what should be considered
when designing a framework for Valid Business Reasons:
• Consider the audience and your
expertise in your introduction.
• Reference a company with a similar challenge.
• Explain how the solution worked for them.
• Share the measurable outcome they experienced.
• Be conversational.

About the Author
Eric Wasser
Miller Heiman Sales Consultant
A sales practitioner with 20 years in sales and
sales leadership, Eric’s approach is practical
and real world. He earned his experience in both
account management and business development.
He has held leadership positions for two Fortune
500 companies and was a small business owner.
Currently a consultant for Miller Heiman, Eric is
in tune with many of the challenges facing sales
organizations today.
Next Steps: Securing Strategic AppointmentsSM
Take your new business development efforts one step farther by attending Securing Strategic
AppointmentsSM, Miller Heiman’s process designed to improve your ability to secure time with new
prospects and key contacts within a sale.
As customer needs evolve, sales professionals must learn to better differentiate themselves from
competitors to get the high-value, quality appointments they need with potential buyers. Learn the
structure and skills that will help you identify appropriate audiences and capture their interest through
concise, powerful messaging.
Call us at 1 (877) 678-0272 or visit www.millerheiman.com to learn more.

Miller Heiman Corporate Headquarters
10509 Professional Circle
Suite 100
Reno, Nevada 89521
USA
Miller Heiman Europe
Nelson House
No 1 Auckland Park
Milton Keynes
MK1 1BU
England
Miller Heiman Asia Pacific
Level 2
12 Waters Road
Neutral Bay NSW 2089
Australia www.millerheiman.com

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