Sales Innovators Rule: The Pre-Meeting Survey Will Set You Apart

Sales Innovators Rule: The Pre-Meeting Survey Will Set You Apart

Abraham Lincoln once said, “Give me six hours to chop down a tree, and I will spend the first four hours sharpening the axe.” Abe was a man who knew that success in anything—whether in war, an election, or tree-chopping—lies within the careful steps taken to prepare for the act.

Most experienced salespeople know this lesson all too well. Over the years, they have spent countless hours scouring annual reports, corporate websites, and personal profiles in an effort to ensure that they make the best-possible impression during a first-time, executive-level meeting. The problem is that preparing with publicly available information is no longer something that sets one apart—it has become the norm.

In a world where standing out is important, how do we differentiate? The answer is more obvious than you might think.

Introducing the Pre-Meeting Survey

I recently asked the CMO of a midsize retailer if he would be open to completing a pre-meeting survey prior to a first-time meeting. Not only did he answer with a resounding, “Yes, I would appreciate it,” but went on to share that “five or six questions wouldn’t likely do the job. It would need to be much longer.”

The CMO shared how often he participates in sales calls where the sales representative knows nothing about his business. He pointed out that, when an executive accepts a meeting, he or she is “hoping” that it will be valuable. Unfortunately, many of the meetings prove to be a waste of time. So, it’s only natural that an executive will participate in an effort to improve his or her odds by answering, for example, a set of smart, pointed questions prior to the meeting.

A pre-meeting survey has significant benefits for both parties:

Helps you stand out

I interview executives daily. None of them have been sent a pre-meeting survey, and all of them would be open to participating. In addition, many of the executives share that they often select a solution based on their sales experiences. Using a pre-meeting survey can help you stand out from the crowd upfront, impressing your prospect from the get-go.


Cuts prep time in half

If Alex Trebek handed you the questions the day prior to your appearance on Jeopardy, would you focus on anything other than finding the answers to those questions? With pre-meeting insights provided by your buyer, you can eliminate hours of “guess-prepping” and focus on what you know is most important to the executive.


Shortens your sales cycle

During a traditional sales process, the first meeting is used as a fact-finding mission. At a basic level, a successful meeting for salespeople is one in which they walk away with an understanding of the organization, the executive’s needs, and the decision time frame. With this knowledge in hand, the salesperson is well-equipped to return to the office to properly prepare for the second meeting, whenever that may be. By getting the answers to your questions prior to the meeting, in essence, you’re able to combine the first and second meeting into one, which helps to rapidly advance your sales process.


Acts as a great icebreaker

As someone who has participated in thousands of first-time meetings, both as a salesperson and a coach, I know how important those first five minutes are to setting the tone. I understand just how awkward they can be—and as a self-proclaimed “sweater,” well, I also know they can be a bit uncomfortable. A pre-meeting survey presents the perfect icebreaker for any first-time meeting and addresses one of the most important meeting objectives—get them talking about themselves first.

As President Lincoln suggested, “Determine that the thing can and shall be done, and then we shall find the way.” In a world of “sameness,” innovators rule. This is your opportunity to shine that much brighter, challenge the status quo, and impress, impress, impress.

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Ryan is the founder of DoubleCheck Research a win-loss analysis firm focused on helping solution providers improve their win rates by turning buyer insights into competitive advantage. Having devoted more than 15 years in the research and advisory space working with leading retail and manufacturing companies, Ryan is no stranger to enterprise B2B buyers. At Gartner, he served as Area Vice President, Supply Chain Sales, where he directed a team of 34 field supply chain account executives and managers. Ryan and his team were responsible for servicing over half of the company’s global supply chain business. Prior to Gartner, Ryan served as Vice President of Retail & Manufacturing at AMR Research where he headed a team responsible for new business generation and client management. It was here, during an analyst call with a frustrated CIO, that he first recognized the gap between the executive’s buying process and the provider’s sales approach. After witnessing this scenario play out time and again, DoubleCheck was born.


  1. Hunter W 3 years ago

    Ryan – can post an example of what a pre-meeting survey? I saw your post on Hubspot and would like to know more and get a tangible example of how I can use one.



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