DOJO
Selling to large enterprises is quite different from selling to smaller firms and requires a strategic and timed approach. In this recording Florian likens the process to a game of 3D chess with multiple levels of the game that need to be looked at in parallel: the lengthy sales cycle, the multiple departments and players involved as well as the potential deal killers that can occur (regardless of how far you are in the sales process). Includes tips on handling the people who will be in opposition to your deal + tips on managing tenders.
Note: This exercise is intended for individual or team sales agents as a way to practice and reinforce learning. Incorporate this practice into your day and, if possible, into your ongoing sales work. This practice shouldn’t take you more than 10-15 minutes a day. Good luck and have fun!
Introduction: A big enterprise is like one organism with many moving parts - the people that work on the inside. As we enter this game of “Who’s who” you can better identify the various players, the ones who support your deal and those who don’t, and better define a strategy for your team moving forward. Keep in mind of course that many other factors impact your potential deal too: such as your timing, the overall vendor setup, the budget, and other unforeseen circumstances. Let’s dive deeper into this game of 3D chess.
Step 1: Identify the main problem owner at the enterprise (your future client). If you don’t know, how can you find out? The problem owner is the one who is suffering day to day within their daily operations with sub-optimal process. Their life could improve significantly thanks to your solution. They are the person most directly impacted by implementing your solution. You want to make them your champion. *NB you can explore the exercise "Find the problem owner" found with the video "Early stage sales for B2Bs explained" to help you with this step.
Step 2: Who are your allies, your fans and/or your promoters within the organization? These are the people less impacted by your solution yet nevertheless positive and excited about it. If you don’t know, ask your problem owner who else would benefit from your solution. Find out as well who else needs to be present in the decision making process.
Step 3: Even though the above people from Steps 1 and 2 may be your allies they are still human and they will raise questions and analyze (maybe over-analyse) your offer to make sure they are getting the best deal possible. This is what we call the internal forces of self-defense. Prepare answers and counter-arguments in advance to their likely questions and doubts!
Step 4: It is very likely that different people are responsible for contracts and payments within the firm. How can you find out who these people are and begin to build rapport with them?
Step 5: Who might hinder (or has already hindered) your deal? Their reasons might be personal or professional, but it come back to the same motivation: they are not keen on your deal moving forward. Identify these players and try to win them over - ask your internal allies for support.
Goal for the week:
Tuesday: play a personal game of “who’s who” with 1 of your prospective clients. Make note of what you do (and do not) know at the end of the exercise.
Wednesday: play a personal game of “who’s who” with 2 of your prospective clients. You can adapt this exercise for smaller firms too - here you will find that multiple roles which are held by different individuals in a corporate setup, are usually held by one person taking on several roles/jobs.
Thursday: play a personal game of “who’s who” with 3 of your prospective clients.