Selling To VITO (The Very Important Top Officer)
by Anthony Parinello
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Book Summary Information
Author: Anthony ParinelloEdition: Paperback
Audio: English (Unknown); English (Original Language); English (Published)
Published: 1999
ISBN: 1580622240
Number of pages: 240
Publisher: Adams Media
Book Reviews of Selling To VITO (The Very Important Top Officer)
Book Review: Somewhat Dated But Still Invaluable
Summary: 5 Stars
I read this book when it was first published (1994) and recently re-read the 2nd Edition. As others have already noted, some of the material seems somewhat "dated" but perhaps that is because other books published since the 2nd Edition (1999) have recycled many of Parinello's best strategies and tactics. Also, I suspect the competitive marketplace Parinello surveyed six years ago has changed substantially since, in large measure because of online merchandising, segmented marketing (e.g. to minorities, gays and lesbians, and now seniors), and especially the shift from vertical (hierarchical) to horizontal organizations within which authority as well as responsibility is more widely dispersed. There are far more decision-makers with VITO-like power in each organization now than ever before. In my opinion, Marinello's book is more relevant...hence more valuable.
Others have shared their reasons for thinking so highly of the book. Here are mine. First, I appreciate the humor. Consider the names which Marinello selects for various role players which he employs to illustrate stereotypes.
Seymour: one who "sees more" and is highly judgmental but never makes perilous decisions, has tunnel vision, no sense of humor, knows the price of everything but the value of nothing, sees only black and white "cats" in the alley, is a self-appointed "protector" of VITO, loves technology, is risk adverse, thin-skinned, and insecure but dangerous when threatened. "Seymours may be tinkerers. `Can we take the top panel off this thing and look inside? (Engineers are often the most influential Seymours in an organization.)" Marinello goes on to suggest, "They will talk facts, features, and functions (the `F-words' beloved by Seymours the world over) all day long, if you let them." When recalling my own rather extensive experience with Seymours, the worst were those who viewed their own VITO as "soft," therefore vulnerable to "charmers" who could sell her or (more often) him anything. After my associates and I made a riveting (and, yes, totally honest) presentation, VITO would respond with enthusiasm and, sometimes, even with lavish praise. Then the dreaded words: "I'm off to [somewhere] to meet with our partners there. Please work out the details with Seymour while I'm gone." It almost never happens. What to do? Read Chapter Six, "The Seymour Problem." Then there's Mr. or Ms. Importanta, Ms. or Mr. Benefito, Will Prosper and his counterpart Will Perish. Marinello skillfully discusses each with humor to make several serious points.
Another reason I hold this book is such high regard is Marinello's generous sharing of what is commonly referred to as "street smarts." He has learned valuable lessons in effective salesmanship -- relevant to the entire cultivation/solicitation process -- which can only be learned from first-hand experience when "selling to VITO." For example:
"Confusing VITO's personal secretary with the `standard' gatekeeper is a tactical mistake you must avoid at all costs." What to do? Obtain the name of the personal secretary, administrative assistant, etc. before making the initial call to VITO's office and ask for the personal secretary by name when you make that call. "You will specify this person's name. You will not volunteer your name. Don't ask to be connected. Politely but firmly yell the person at the switchboard what needs to happen. Say, `Please connect me with Tommie in Mr. Benefito's office. Thank you.' Do son with confidence and a strong sense of purpose."
When Tommie responds, "Sorry, VITO's not in. Can I take a message?" Now what? "Say this: `Why, yes, thanks for asking! It's rather long, and it may take a few minutes. Have you got a big pad of paper handy? Or -- you know what -- I could save us both some time and get this important message out to VITO. What's VITO's fax number?'" In the highly unlikely event that the person wants to take your entire message, "give your entire Opening Statement [see coverage of various opening statements on pages 94-100, 104-105, 114, 122-123, and 182-192], including the ending question. Include specific times and days you'll be in the office for VITO's call. Then be there!"
Presumably Marinello learned a great deal during the 1994-1995 period, between publication of the first and second editions -- which reflects what he was told by those who read the first edition. "This really worked! This is crap! You should say more about...." My hope now is that Marinello will publish a 3rd Edition which reflects what he has learned from those who have read -- and then applied -- what he recommended in the first two editions.
Only those who are lifelong learnerers and have a high energy level as well as a thick skin can expect to achieve success in sales. Others need not despair, however. They can always become a Seymour.
Summary of Selling To VITO (The Very Important Top Officer)
This book contains all the tactics you need to get appointments with impossible-to-reach top decision makers. These are the Very Important Top Officers (VITO's), the people with the ultimate veto power who hold the key to the length of your sales cycle, the duration of the business relationship, and the size of your sale (and your commission!).Selling to VITO shows how to:
-- Get into new accounts at the top
-- Keep out of time-consuming log-jams -- and into VITO's office.
-- Promote loyalty at the top with existing customers and capture add-on business
Selling to VITO offers innovative new ideas and street-smart tactics for reaching the very top person in any organization. It's based on the seminars that have helped thousands of sales performers from top corporations like Canon, 3M, Hewlett-Packard, and MCI bust quotas and increase commissions.
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