How to Get Digital Infrastructure Appointments/Meetings For the Sales Team

Joshua Feinberg discusses strategies for developing a digital infrastructure sales strategy, emphasizing the importance of understanding the company's life cycle, product-market fit, and go-to-market fit.

He highlights the need to identify ideal clients, develop an Ideal Client Profile (ICP), and create detailed Buyer Personas based on extensive external research.

Feinberg stresses that modern sales strategies must evolve to add value before asking for commitments, aligning with the buyer's journey.

He notes that 83% of the buyer's journey now occurs before sales contact, necessitating a shift towards consultative selling.

Cultural changes within the company are crucial for successful implementation.

This video is excerpted from the podcast Ep. #45 Joshua Feinberg, CEO of DCSMI | Data Center Go-to-Market Podcast.

Action Items

Define the company's ideal client profile, including geographic region, company size, and industry.
Research to develop buyer personas for the key decision-makers, including interviews and analysis of social media content.
Develop a plan to reposition the sales team as consultants, subject matter experts, and thought leaders.
Ensure buy-in from the CEO, CRO, VP of Sales, VP of Marketing, and other key stakeholders on the company's vision of being the go-to experts in digital infrastructure.

Outline

Developing a Digital Infrastructure Sales Strategy

Joshua Feinberg discusses the importance of understanding the company's life cycle and maturity in developing a digital infrastructure sales strategy.
He emphasizes identifying ideal clients, products, services, price points, and typical sales cycles.
Feinberg highlights the importance of understanding basic unit economics and product-market fit (PMF).
He stresses the need to scale the sales team from founders to larger teams, ensuring go-to-market fit.

Identifying Ideal Client Profiles (ICP)

Feinberg explains that ideal client profiles (ICPs) can be identified by analyzing successful case studies on the company's website.
He notes that commonalities among successful clients help in developing an ICP.
The ICP should include geographic region, company size, and industry or business model.
He warns against being too broad with the ideal client definition, emphasizing the need for specificity.

Defining Buyer Personas

Feinberg introduces the concept of buyer personas, which define who to build relationships with at an individual level.
He advises that research should come from internal stakeholders and external sources, focusing on external research.
The research should include interviews, social media analysis, and reviewing content potential buyers share.
He emphasizes the importance of understanding the goals and challenges of the primary and secondary stakeholders in the decision-making process.

Adapting to the Modern Buyer's Journey

Feinberg highlights the shift in the buyer's journey, with 83% of the process now happening before sales contact.
He stresses the need for sales teams to reposition themselves as teachers, consultants, and trusted advisors.
Junior sales team members should be well-versed in the company's thought leadership to guide prospects effectively.
He emphasizes the importance of creating remarkable resources to educate and build trust with prospects.

Cultural Shifts for Sales Success

Feinberg discusses the need for cultural changes within the company to support the new sales strategy.
He emphasizes the importance of leadership buy-in and a vision for the company to be seen as go-to experts.
He notes that modern decision-makers prefer a digital journey, with 70-80% preferring digital interactions.
Feinberg advises against limiting beliefs and stresses the importance of building precise buyer personas to guide the sales strategy.

Building Effective Sales Relationships

Feinberg emphasizes the need for 28 touchpoints between a stranger and a new customer.
He discusses the importance of having a good presence and awareness throughout the buyer's journey.
He uses baseball and football analogies to illustrate the need to engage prospects early in the process.
Feinberg concludes by stressing the importance of radically changing the sales team's approach to be seen as consultants and trusted advisors.

Resources

Watch the full podcast Ep. #45 Joshua Feinberg, CEO of DCSMI | Data Center Go-to-Market Podcast

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