SHOW NOTES

Let's stop using inaccurate terms, such as VITO (Very Important Top Officer) or "C-suite," which doesn't actually exist. Let's focus on real buyers. And that also calls for accuracy. A small business owner is a small business owner, not a CEO. That buyer has differing frames of reference and motivation from an executive in a large organization. Trust and credibility are reliant on understanding those distinctions.

Titles are midleading. I've found a lot of vice presidents who can't buy, and a mid-level director who spent $250,000 with me every year for ten years.

Budgets and money are two different things. A true buyer can move money from one budget to another, or create a new budget (especially important since a new client hasn't budgeted for you, someone the buyer didn't know prior, in advance).

You need to convince the true buyer that moving money from an existing budget to you represents a far better ROI. If you can't do that, no one else is going to do it for you.

No one is a buyer who doesn't control money with discretionary purchasing power. "I'm the buyer, but my boss has to approve," is absurd. Move on.

The first sale is to yourself, the second to your client, the third for referrals, and the fourth to building that collection of income into an evergreen relationship.

Always think of the fourth sale first.

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