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Book Review: Selling To VITO

Selling To VITO, by Anthony Parinello -- review by Gill E. Wagner

Prologue

I read Selling To VITO (The Very Important Top Officer) several years ago, and ever since I've incorporated some of what I learned into every cold-letter campaign I've done. I'm convinced that many of Parinello's ideas have helped me increase success, and I think his book is a worthwhile read.

Unlike many books that tell you what to do but not how, this is a true how-to book -- a self-starter can read the book and implement the process without having to take Parinello's sales course. I found that to be quite a refreshing change, and I hope you do as well.

Enjoy,

Gill

Philosophy

Selling To VITO is a how-to-get-in-the-door book about using customer research, cold-letters, phone calls and voicemail to get in the door with decision-makers, or, as Parinello calls them, "VITOs."

The success of Parinello's process is rooted in four key features:

1. Social Proof*: If other, well-known companies used you, then you must be great.
2. Authority*: One of VITO's peers will supply testimonials of success on your behalf.
3. Process: Develop a linear process to ensure objectives are preplanned and met.
4. Consistency: Keep a consistent message that focuses on results and makes you stand out as unique among the many salespeople attempting to get in.

*For information on social proof and authority, see my review of INFLUENCE, Science And Practice, by Robert B. Cialdini, Ph.D.

I found almost everything about the research and letter-writing process to be insightful and valuable. I did cringe mightily when I hit the follow-up call and voicemail sections of the book, however, because several of the techniques were way too "over the top" for me to implement. (It's just not in my behavioral makeup to be that perky!)

Something Parinello does not clearly state (although you'll pick up on it if you look closely) is that his process is a ton of work. So the VITO process will probably produce much better results for salespeople who sell at lower quantities, than for those who sell to hundreds, or thousands, of prospects each year.

The Process

Selling To VITO is primarily a hunter system that works best when you're targeting a handful of companies. Read the book, and you'll learn valid techniques for:

1. Researching prospects and their companies, so you can position yourself for a peer-to-peer relationship with decision-makers.
2. Cold-letter writing that will get you past gatekeepers and into the "do something with this" box of a fair percentage of decision-makers.
3. Overcoming the roadblocks placed in your path by non-decision-makers.
4. Using voicemail to get VITOs to call you back. (This is a process I was unable -- perhaps unwilling is more accurate -- to make work, because, while I'm passionate about what I sell, faking perkiness simply doesn't work for me.)
5. Handling sales appointments and presentations to VITOs. (Note: The processes in The "I Hate Selling" Book are a better fit for me.)

Recommendation

I believe Selling To VITO is a book most salespeople should read, even if they don't end up using the techniques verbatim.

--
Gill E. Wagner, Sage of Selling
President of Honest Selling
Founder of the Yellow-Tie International Business Development Association

Rudeness

Why is it that an obvious transgression will elicit quick forgiveness from some people, while the slightest misunderstanding will evoke a violent reaction from others?

This past weekend I was backing out of my driveway, when I suddenly caught a glimpse of my neighbor's red Toyota Camry as it exited my blind spot. Not that I was moving at breakneck speed or anything, but the reflex reaction of slamming my brake still made my car jerk as I came to a sudden stop about five feet short of his bumper.

Halfway into the street, I sheepishly shrugged my shoulders in a "Sorry I'm so stupid" attempt at an apology. The apology was not only immediately understood and accepted by my grinning neighbor, but was followed by a friendly "Go ahead, I don't mind waiting" wave.

Three hours later and 20 miles away, on an absolutely gorgeous spring day, I arrived simultaneously with a fellow driver at a four-way stop, with no other cars in sight. I was on his left and turning left, indicated by the blink, blink, blink of my signal. He was on my right and turning right, prudently flashing his intent as well.

In other words, I surmised that if we proceeded in cautious chorus, we could continue on our merry ways without impeding each other's progress in the least. So, with windows down and breezes wafting, we simultaneously began our intersection dance.

That's when I learned that my road companion was an expert on stop-sign etiquette. As we advanced, I received a violently delivered, expletive-enriched education on Missouri's rules of the road -- the driver on the right goes first when two vehicles arrive at an intersection simultaneously.

And to ensure that his knowledge was fully transferred, my benefactor offered his tutoring in "sign language" as well.

Having learned from childhood never to receive a gift without giving something of equal or greater value in return, I listened to my companion's rantings, and then offered an equally valuable and enthusiastic lesson through his open window on how difficult it is to see someone else's turn signal when you're concentrating on dialing your cell phone.

And that's when my neighbor and I recognized each other.

Good ol' Dad taught me that every pain is accompanied by a lesson, if you'll simply take the time to look for and learn what that pain can teach.

My first thought as I analyzed the lesson of this painfully embarrassing encounter was "Be nice, Gill. You never know when you'll meet someone you know on the road."

And that's when the real lesson hit me -- I wasn't embarrassed at having behaved so badly to a fellow human being; I was embarrassed at having behaved so badly to someone I knew.

How sad a commentary is that? Aren't we all neighbors, after all? And shouldn't I know that already?

Lesson learned the hard way, I'm afraid.

--
Gill E. Wagner, Sage of Selling
President of Honest Selling
Founder of the Yellow-Tie International Business Development Association

Salesman, Salesman

Salesman, Salesman, on the team,
Can't you see just what I mean?
Of your bullshit I am tired,
So close some sales, or you'll get fired.

--
Gill E. Wagner, Sage of Selling
President of Honest Selling
Founder of the Yellow-Tie International Business Development Association