Three keys to managing multiple decision makers
In a previous blog we looked out how selling, in many situations, has become more complex with multiple decision makers involved. We explored the issues involved and some of the major differences between a standard sales process and a strategic sales process required for more complex sales.
Read the previous blog here - If you haven’t slashed your wrists after reading about the problem the good news is that there are some answers.
Three keys to managing mulitiple decision makers
More good news is that many of the sales skills used in the one-to-one selling scenarios are still incredibly important. Building rapport with everyone you meet as well as asking questions to discover things and listening well are critical skills.
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Create a Decision Making Unit map
It is vital to work out who else is involved in these types of decisions for that organisation and then learn as much as you can about each of them.
Why? Their job role affects their particular interest and indicates their typical goals. Finance Directors worry about Gross Margin, Operating Costs and Risk, the IT Director worries about the integrity of his architecture, system conflicts and how technology and enable or replace people. The Marketing Director is worried about Customer Loyalty, Time to Market and Differentiation. Their jobs force them to value different things and you need to know what keeps each of them awake at night, what their remit is generally, what it is for this specific proposal. Are they the gate-keeper of resources? Are they the representative of the end-users? Or are they watching the pennies?
Their personality matters, if you can meet them, or talk in confidence to people who know them you can identify aspect of their personality and temperament which will have an impact both of the decision they make and the way they interact in the DMU. Just how much influence do they have and on who?
It would be rare for all members of the DMU to list your as their preferred supplier. Some members of the DMU are going to vote in your favour, some will not. Where do they each stand on your involvement? Who is for you? Who is against you? Who is neutral?
The above aspects are the minimum you have to find out and map out in one document. It enables you to work out whom to invest the most time with, who you have to win over and suggests some relationship strategies along with which way to spin the value proposition with each of them.
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Map their decision making process
The more you know about the steps they have to go through, what is required of them by their organisation, who is involved along the way, how long each step and each gap between steps takes the better. This turns you into a buying coach and a supplier of help, support, answers and materials to enable them to look good in front of their peers. You would be best advised to work with a number of people in the DMU or assign others in your team to take charge of specific one-to-one relationships to broaden the dynamics beyond just you.
This process and its relevant steps also needs to be documented.
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Find out the decision making criteria.
For a DMU to work collaboratively and reach a consensus they will typically agree some criteria or attributes they can identify and rate across each of the potential suppliers. This will include the technical or specific requirements based on their needs and of course will include price. The decision making criteria may also include the cultural fit between the supplier and themselves, quality attributes, post-sales support and their view on your people. Even price could be “whole of life” rather than purchase price so take nothing for granted.
It is no longer enough to match your solution to their requirements and needs, they are now often a given and you would not be in the beauty parade unless they knew they could achieve most of what they have to with you.
You must also demonstrate your insights into their organisational challenges, problems and goals as they relate to the product or service on offer. You must bring additional value and credibility to the relationship though your knowledge, expertise and network and link them to the decision making criteria.
Summary
In this new world the sales person is responsible for developing the relationships between the buying team and their company over a longer period of time; facilitating appropriate communications to diagnose the problems, identifying new value adding options, mapping the DMU, process and criteria, putting an action plan in place to win over the key people on the DMU, being there at each step in their journey with a helping hand and ultimately picking up the purchase order…
If you'd like to discuss your own experiences with multiple decision makers please feel free to get in touch
For more information please send a message via the Contact Us Page. Or you can register for an upcoming webinar.
