Unlocking the Back Door: A Personalized Approach to Reaching Decision-Makers

As a veteran in the world of B2B sales and event management, I've learned that finding the right decision-maker within an organization isn't always straightforward, especially given the significant shifts we've seen since 2020. Even with decades of experience and a highly refined skill set, sometimes the front door remains firmly shut. That's when I turn to my perfected system: entering through the back door.

Over the years, I've developed a unique approach that has proven tremendously effective, particularly from 2008 to 2020. The core of this strategy? Building a network within organizations based on trust, understanding, and mutual benefit.

My philosophy is simple: instead of trying to sell a product or service, focus on genuinely helping the organization. This approach involves cultivating relationships with individuals who understand your intentions and can vouch for your sincerity.

These internal allies become your gateway to decision-makers, leaders, and C-level executives. They have the inside track that we, as outsiders, lack. By building loyalty and trust with these individuals, I've consistently met and exceeded revenue goals and KPIs, even during challenging times.

When the pandemic hit in 2020, I had to pivot quickly. I shifted my focus to identifying new individuals within companies to build loyalty and trust. The goal was to help them meet their ROI in a way that created a win-win situation for all involved.

Fast forward to today, and I've amassed a network of new decision-makers, trusted colleagues, and friends who not only understand my mission but wholeheartedly support it. This network has been built on the foundation of mutual understanding and shared goals.

The key takeaway? Sometimes, the front door is locked for a reason. But by maneuvering through the back door and building trust with individuals who recognize that your goal is to help them achieve their objectives, you can create powerful, mutually beneficial relationships.

For organizations looking to prospect into companies where they've previously been unsuccessful, I've developed a step-by-step plan to achieve this goal. It's about understanding that our primary objective should be to help our clients succeed, not just to make a sale.

If you're interested in learning more about this approach or if you're an organization that shares this philosophy, I'd love to connect. Together, we can build something from the ground up if necessary.

Stay tuned for my next article, where I'll be discussing strategies for resurrecting divisions within organizations or entire companies that have fallen on hard times due to economic constraints or severe industry shifts.

What are your thoughts on this approach to reaching decision-makers? Have you had success with similar strategies? I'd love to hear your experiences in the comments below.

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