One of the more challenging aspects of conducting C-suite research conversations is crafting the appropriate questions. Conversations with C-suite executive decision makers are inherently different than other roles within an organization. For both research interviewers and sellers, it is difficult to gauge how high-level the conversation needs to be.
In this post, we focus on the power of one type of question that we have found to be highly effective in engaging with C-suite decision makers, the "if...then" question. These come in a variety of flavors, and each yields a different type of insight on the thinking of the respective decision maker being interviewed.
Here are some variants to consider. While these have been highly effective for us our research efforts, they are also very effective in sales discovery sessions (we have used these to engage and do business with some of the world's leading tech brands!)
1. The technology adoption barrier-busting question. We start with the most powerful variant of the if...then question. When new technology solutions and presented and discussed with C-suite execs, it is difficult to discern their willingness and propensity to purchase. The rules of decorum and politeness make the respondent reticent to be completely honest with their intentions to purchase (or not purchase). The “if...then” question gets around this. The question is: "What conditions would need to be satisfied for you to feel adopting X would be beneficial to your organization?", remembering of course to probe for additional items. Their response to this question is in effect the "objections map" that the seller will need to overcome. k
2. The magic wand question. The magic wand question is designed to elicit their ideal state and highest aspirations and vision for their organization or line-of-business. In our experience, too many research and sales conversations focus on getting at pain points and not enough on the decision maker's aspirations. You've all heard the sales advice: “Sell the aspirin, not the vitamin.” Buyers, however, want both the aspirin and the vitamin. This question is best framed as sentence completion, "What would need to happen for you to feel satisfied that you have fulfilled your vision for X?"
3.The marketing message question. This is a question when asked directly yields surface answers that respondents don't give much thought to. Technology decision makers, in particular, claim to not pay much attention to marketing. A common refrain we hear from them is "we are above marketing" or "we don't care about marketing, but just about the technical specs". This, of course, does not mean they are above being influenced by your marketing messages. The question is: “if I heard that product X) could help me accomplish ______, then I would be compelled to take a further look"
Type 4: The people question. Last, but not least is the question that is not likely to emerge in the conversation unless specifically called out, the people and culture question. Executive decision makers are highly concerned with people issues within their organizations. Very often these don't surface naturally, especially when these individuals are asked to discuss or evaluate technology products. The question is: "How would implementing solution X impact your people?"
Type 5: The "future-scape" question. This question is best asked at the end of the discussion. This question is designed to uncover their future expectations “If you and I were to talk again [a year/18 months/3 years, etc.] from now, and you were looking back to today, how would your X (pick an aspect of the business that you have been discussing) look different from how it is today?”.
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Alan Nazarelli is Founder & CEO of Silicon Valley Research Group. Based in San Jose, CA with offices in Seattle and New York, the company works with the world’s most innovative brands to provide timely and actionable market intelligence and strategic guidance to enable them to make well-informed decisions to positively impact revenues and profits and to achieve their growth targets. Connect with Al on Linked in
