Many
sellers experience difficulty and frustration when asked
to sell complex products and technology into large accounts.
On
the other hand, why is it that others are able to sell
with comparative ease to those same accounts seemingly
impervious to persuasion? Perhaps the seller needs to
change tactics.
Large
accounts are complex structures. Decision making authority
is frequently centralised and remote from day-to-day
operations where the product is used. Understanding
the hierarchy of complex accounts and the interaction
of their personnel is crucial to success.
Every
frustrated seller needs a starting point. Answering
a few simple questions is time well spent. Here are
five:
1.
“What do I know about the account?”
2. “Which functions do I talk
to on a regular basis?”
3. “What are the names and responsibilities
of the people working in these functions?”
4. “Are they supportive?”
5. “Are they in a position to
introduce me to other individuals that will be (more)
helpful?”
The
answers will help the seller compile an account snapshot.
Hopefully, the seller will be able to identify most
of the Operational Team. Colleagues may have other names
to add.
The
seller may be lucky and already know a few individuals
from the Management Team.
Sellers
must appreciate the different responsibilities of these
two teams and how their opinions, observations, prejudices
etc. can support or block your sale.
Operational
Teams - efficiency
Operational
Teams are responsible for efficiency of day-to-day operations.
They report to the Management Team through their functional
hierarchy. These are the individuals, including their
staff, the seller needs to work with to demonstrate
the practical benefits of the offer:
They
need convincing the new product will be worth the risk
of substituting an established one in a proven operational
process. Questions such as “how will it be better?”
or “is it worth the effort of changing?”
will need to be answered to progress farther.
Sign-off
from the operational team is a major achievement. It
confirms they can see the operational benefits –
an endorsement of the sellers claims but still not necessarily
sufficient to make the sale. Capital expenditure may
be necessary before the offer can be implemented.
Management
Teams – capital
The
Management Team control capital expenditure. The seller
needs to identify these individuals in the account structure:
Convincing
this team requires different tactics again. They will
need convincing the economic benefits justify the effort
involved. In reaching their conclusion they will weigh
the capital required, the return on the investment and
the risks to the business.
If
positive, the seller may secure their agreement to implement
the offer. Making it a reality is the next challenge
for the seller.
Being
better than others
Some
companies are more successful at selling complex value
propositions than others. In part because:
