Everyone knows it – some because of a leap of faith and some because of experience – a centerpiece for success in complex sales is getting the right message, to the right person, at the right time. Easy to say, not so easy to do when selling into a complex account where the buying process is complex and ever-changing.
To get the right message to the right person at the right time, the salesperson has to have superior networking skills. They have to be able to determine who’s who, know how to build and maintain relationships, and recognize that each of the key players has a differing view of what constitutes value.
Managing a superior network in a large, complex account requires time, dedication and skill. There aren’t many shortcuts, but these five skills are key:
Remember, It’s a Network. In major accounts, many players are involved in the decision. A few are key decision-makers. Others are influencers. Still others are gatekeepers who can’t say yes, but can say no. You have to know who is playing which role, the relationship between the players, and what they think about you and your competition. An average performer has a general understanding. A top performer has a comprehensive understanding.
Leverage Institutional Resources.Complex account selling is a team sport. In addition to the salesperson, people like support staff, technical experts and senior leaders are involved at various times during the sales cycle. In building and maintaining the network, top performers are good at leveraging internal resources – whether those resources are people or internal systems. Yes, of course salespeople have to work hard, but the question is: Are they working smart by leveraging all the resources at their disposal?
Develop and Rehearse Internal Champions.It’s always a good idea to develop internal champions, but in major accounts, it’s a must-do. Because the network of those involved in the buying process is substantial and complex, a lot of selling in major accounts is going on when the salesperson is not there. Salespeople need someone there to tell their story because most of the time they’re not there. Remember, developing internal champions is resource-consuming, so salespeople must avoid the trap of spending time developing people who are willing but not able to tell their story. Although this may sound like an easy task, in the middle of the chase it is sometimes difficult to distinguish unbridled enthusiasm from competent support.
Document Good News. Particularly in existing accounts, the reality is that good and bad stuff happens. The troublingly part is that bad news documents itself – good news doesn’t. Everyone can remember a horror story where something went wrong with an implementation and “all of a sudden” the bad news was broadcast far and wide. In many cases, salespeople may not be able to do much to stop the bad news. So what can they do? The answer is – get the focus back to the good news. Since good news doesn’t document itself, the salesperson must take responsibility for making sure everyone involved in the buying process knows the good news story. This is one of those situations where it’s okay to toot your own horn.
Be Proactive. The buying processes in many companies are going through significant changes – and in some industries, like healthcare, the changes are transformational. From a managing-the-network perspective, this means that Public Enemy No. 1 is complacency. There is no room for mindsets such as: “The business is ours to lose,” or “Sure there have been a few changes, but we are still number one,” or “Our competitor is still on the outside looking in.” Even a few changes in the customer organization can have significant ripple effects. The moral of the story is – be proactive – constantly be working on building and maintaining the network.