What Management Wants
In my experience, what executives most want is more control over a project. "Control" in this case doesn't necessarily mean micro-management (although it often devolves into this); rather, it means more dials to twiddle in order to adjust the project on the fly.
Of course, they don't always know that they want this. Part of a Scrum Master's job is to educate senior management on how the framework provides increased opportunities to review progress, adjust priorities, and shift strategic directions at predictable intervals.
What Management Fears
Most people--not just the ones on Mahogany Row--fear change and loss of control. Trying to sell Scrum based on "self-organizing teams," or on the benefits of having teams limit work-in-progress to what they can complete within a time-box, is inherently doomed to failure unless the tone at the top is already pro-agile. Then again, if senior management has already drunk the Kool-Aid, then you wouldn't need to up-sell the value of agile practices in the first place.
What Management Needs
No matter what the company does, or what methodology its projects follow, increased transparency is the number-one tool for improving any organizational process. Transparency gives senior management more knowledge and insight into the project, allowing them to twiddle dials in a more-informed way.
Of course, transparency comes at a cost. It means that organizational roadblocks and poor management decisions are made visible, too. It's not only successes that are visible to anyone who cares to look; it's the failures as well.
Smart executives already know these things intuitively, and they also know that the benefits of transparency usually outweigh the political pitfalls---except in highly-toxic organizations, of course. When they see how the agile inspect-and-adapt cycle increases transparency while reducing political risk, the whole thing often sells itself.
Give senior management what they want, ensure they get what they need, and avoid stirring up what they fear. It works for marketing everything else from micro-widgets to jumbo jets, and it can work for agile methodologies, too.
Just remember, you aren't trying to sell senior executives on anything. Instead, you're offering your organization a chance to buy success by investing in process engineering.