This is the first post in a series of articles called “managing complex sales projects in technology markets” which will appear on this blog irregularly during the year of 2007. Consider it as a collection of best practices in selling technology in competitive markets.


How you can get and stay ahead of your competitors in any sales process – or at least find out when you are not.
Complex sales projects typically span over several months and involve a larger team of people set to win a customer. That in mind, process control becomes as important as the actual sales pitch.

Unfortunately, besides Broadway shows and M&A deals, virtually no sales process is orchestrated as thoroughly as it should be.

Both examples above nevertheless could serve as fine examples for a well executed sales process: they are closely managed by a director, follow a well defined script and most importantly, the SELLER (be it a theatre or an underwriting firm) never looses control over the process.

No doubt, the “beauty contest” still decides which play or company is sold well. But without their tried and true project plans, they wouldn’t even reach the theatre/stock market.

Why do typical sales projects in technology markets – be it large machinery, software or biochemicals – rather end like this: – no access to decision makers – repeatedly delayed closing dates – loosing surprises – “you were the best, but company politics…” statements – ruinous price pressure – continue this list with your personal sales nightmares

One single reason: the seller lost control of the process.

Do not get me wrong: this is not about taking away control from the buyer. After all, the audience and the investment fund still get to decide wether they buy.

This is about controlling the process on the sell side. End to end. Including the competitive edge. Sometimes this includes the bitter learning, that there is no way around the competition. At least you will catch it early on.

Let me give you an example: each time, I have a first call at a prospective customer, I include in my next-day summary a list of the next steps we agreed upon in the meeting, including exact dates. And I ask them to sign it off. One of these dates is “accidentally” set on a Sunday. 100% of all prospects that are honestly interested will point this out. Who would want to meet on a Sunday?

Or have you ever heard of the notion of sales people trying not to deny any of their prospects wishes?
Bad idea. But saying “no” still does not come easy, does it?

Try this one next time: Why?

Yes. Why? Why would the customer want that? Why would he need it?
If there is a business reason, it will earn or save him money. And he will be willing to pay. Or leave it out.

But be careful here: the reason might not be so obvious. So ask. Again. And again. And how much the reason is worth.

Vision re engineering?!

Chances are, the typical prospect you run into has seen your competition before you. Or worse, his internal consultants. So he seems to already know what he wants: features. Or worse, a full RFP of them.

Veeery good for sales! Consultants will have to do all the work! And screw it up. No, not because they did a bad job. Because sales forgot to ask the three-letter-word: why?

Technorati Tags: sales process, control, manage, sell, technology