Should Appointment Setters Care About Prospect Skillset?

Budget, Authority, Need, and Timeframe.

 

For those new to B2B marketing and sales, this is a good place to start defining leads before setting appointments. However, the reality is that there could always be more complex factors at work behind a prospects decision.

 

Skills should be of particular importance to appointment setters right about now. Much is discussed on the topic of managerial skills versus other core assets that could be of concern to yourself and to your prospect company.

 

You’ve seen this scenario play out a dozen times in movies: someone thinks they can do a better job than the boss. The tricky part is that this is sometimes true and sometimes it’s not. And while it’s often best to avoid an organization’s internal politics, it should teach you one important thing. Managerial skills are an entirely different skillset.

 

Think of it in terms of medieval warfare. You know a man to have a lot of weapon skills under his belt but what about leadership? Quoting a popular line from the equally popular series Game of Thrones:

 

“Tell me something, do you still believe good soldiers make good kings?” – Renly Baratheon

 

Having both top performing skills and managerial chops can be a heaven-sent combination. In reality though, how many of your prospects would actually fit that description? A prime goal for any appointment setter is to align your value proposition with a prospect’s strengths and pain points. Coincidentally, these have a lot to do with whether or not they really have the skills that match their current position.

 

  • It separates individual pain points from organizational – You could have a product that promises to help an entire organization. You can have a product that focuses exclusively on the prospect as an individual decision maker. Which do you think is more appealing to the prospect who feels their managerial ability is still untested?

 

  • It foreshadows the probability of buying in – In a typical B2B sales process, you need more than one person to buy-in on a solution. Not all prospects have the skills to influence those parties. (And sometimes, it’s not even entirely their fault.) Knowing how likely other parties are to buy-in can really save your sales rep a lot of time.

 

  • It might even predict churn rate – Churn rate is a big deal to all marketers right? Well knowing how well a prospect does in their position can hint to how long they’ll have the authority to even be your customer. Naturally, you’ve got to watch out. If it looks like they’ll be replaced or even want to move someplace else, your sales reps are better off putting their eggs in another basket.

 

You don’t have to be human resources to be concerned about whether or not a prospect is the right fit for their position. You may not have the right to demote or promote but you do sell the products/services they need. In a sense, they need to be a good fit for your company too.

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