Delaying mechanisms – Is your deal killed?
We often agree contracts with large organizations, who have lots of red tape involved in their decision-making processes. Contracts and proposals for collaborations often have to pass through several different departments before they are finally approved: buying / procurement, legal, relevant business units, and then back to procurement again. This bureaucratic route is full of delaying mechanisms that can kill the deal, so we prefer to use a sponsor for such large accounts; someone who believes in our service and is convinced that change is necessary.
Close The Deal: Is it a Priority?
If you are trying to sell a service to an organization in a B-to-B-environment, and you successfully convince and even possibly make your contact enthusiastic about your solution, you can still often find that you don’t hear back from them. What’s happened?
Your contact will have presented your proposal to their colleagues or other managers, and most probably received the following responses: “Yes, that’s probably true”, or “That is indeed interesting, but it’s not a priority”, or “We’re not ready for this”. So the project is put on hold, and often dies a quiet death. After all, there are always more reasons for not changing than there are for changing. This means you don’t receive any commitment, and you cannot close the deal. So it’s important that your contact person can show commitment , in the first place by convincing themselves.
– Let the Client negotiate with themselves: do I want to change or do I not want to change?
– Ask questions that gets the client thinking: “How did you get in your current situation? Why is it still being used? Why do you still work like this? Is it still successful?”
This forces the client to think about the reasons why change is necessary. These reasons can be your differentiators! These are the criteria that are important for the client, and where you as seller and supplier can make a difference. We can also call this a Unique Buying Proposition.
The reasons for change can also be very confrontational, and have a great impact on the organization. Your contact will therefore also have to consider how to explain this to their employees, and convince them of the need for change. Your contact becomes a sponsor for your solution.
René Knecht gained a master’s degree in Commercial Engineering from the Vrije Universiteit Brussel (University of Brussels, Belgium) and quickly excelled in sales. In 1999, he switched to HR consultancy in recruitment and training, which, in 2005, led to the incorporation of his company, ICT-Connecting: a specialist direct search agency for ICT and sales roles. René developed the Differentiation Selling® concept in 2009. The concept is based on best practices in sales, negotiation, change management, conflict management, and interviews with over 1500 sales and account managers since 1999.
Differentiation Selling is a method that first makes it possible to negotiate the STATUS QUO. This is a radical break from traditional ideas on selling