When you're selling products or services to corporates progress can often be painfully slow - like you're "wading through treacle". Often the problem, however, is not the speed of the big company's decision-making process per se - but your lack of understanding of that process and how to manage it.
When you're selling products or services of any significant size to a large company you'll almost always have to deal with a complex decision-making process. And unless you're lucky enough to be selling directly to the CEO, there'll be multiple levels of decision-maker, multiple budgets to be allocated, and an approval process of seemingly Gordian complexity.
Incumbents can often have a big advantage over new suppliers because they understand the complexities of the clients' decision-making processes. However, a newcomer can catch up relatively quickly if they're prepared to discuss decision-making openly and frankly with their potential client.
Sometimes this can feel embarrassing or risky. It can feel like you're trying to "play the politics" of the situation. But the reality is that effective selling relies just as much on the politics and emotion of client decision-making as it does on the rationality of product features and benefits. If you believe in your product and it's in the client's best interests to buy it - then it's your duty to make sure it happens. And frequently, your clients themselves are less than expert in steering through their own decision-making processes - the coaching you can provide to guide them through this will be much appreciated.
Like many things in sales, the key to navigating the decision-making process is to ask good questions.
Firstly, it's vital to identify the key players in the decision making process and to understand their motivation. Typical questions you might ask are:
* Who else in the organization is touched by this issue? * What do they see as the root of the problem? * What benefit would they see from getting these issues resolved? * How important is this issue for them and is now the right time to be addressing this issue?
Drawing out a decision or stakeholder map with the client at this point can be hugely beneficial - as long as they don't begin to feel you're being too manipulative or self-serving.
In addition to the individual stakeholders, it's also critical to understand the stages of the decision-making process.
* What are the approval levels for different types and amounts of expenditure? * What is the timetable for making investment decisions (e.g. a quarterly or monthly financial review board)
If you understand the answers to these questions you'll be able to meet up with the right people at the right time to maximise your chances of winning a sale. - 31979
When you're selling products or services of any significant size to a large company you'll almost always have to deal with a complex decision-making process. And unless you're lucky enough to be selling directly to the CEO, there'll be multiple levels of decision-maker, multiple budgets to be allocated, and an approval process of seemingly Gordian complexity.
Incumbents can often have a big advantage over new suppliers because they understand the complexities of the clients' decision-making processes. However, a newcomer can catch up relatively quickly if they're prepared to discuss decision-making openly and frankly with their potential client.
Sometimes this can feel embarrassing or risky. It can feel like you're trying to "play the politics" of the situation. But the reality is that effective selling relies just as much on the politics and emotion of client decision-making as it does on the rationality of product features and benefits. If you believe in your product and it's in the client's best interests to buy it - then it's your duty to make sure it happens. And frequently, your clients themselves are less than expert in steering through their own decision-making processes - the coaching you can provide to guide them through this will be much appreciated.
Like many things in sales, the key to navigating the decision-making process is to ask good questions.
Firstly, it's vital to identify the key players in the decision making process and to understand their motivation. Typical questions you might ask are:
* Who else in the organization is touched by this issue? * What do they see as the root of the problem? * What benefit would they see from getting these issues resolved? * How important is this issue for them and is now the right time to be addressing this issue?
Drawing out a decision or stakeholder map with the client at this point can be hugely beneficial - as long as they don't begin to feel you're being too manipulative or self-serving.
In addition to the individual stakeholders, it's also critical to understand the stages of the decision-making process.
* What are the approval levels for different types and amounts of expenditure? * What is the timetable for making investment decisions (e.g. a quarterly or monthly financial review board)
If you understand the answers to these questions you'll be able to meet up with the right people at the right time to maximise your chances of winning a sale. - 31979
About the Author:
For more articles and ideas, visit Ian Brodie's blog on Selling Professional Services or check out his Professional Services Business Development services.
