If you work in enterprise software sales, you know how challenging it can be to reach and influence decision-makers in financial services. They are busy, risk-averse, and often have multiple stakeholders involved in the buying process. How can you build relationships with them and position yourself as a trusted advisor? Here are some tips to help you succeed.
Before you start reaching out to potential customers, you need to understand who they are, what they care about, and how they make decisions. Research your target personas and segment them by their roles, goals, challenges, and preferences. For example, you might have different personas for CFOs, CIOs, compliance officers, and end-users. Each persona will have different pain points, needs, and expectations from your solution.
Para estabelecer conex?es eficazes com líderes de servi?os financeiros, é crucial adaptar abordagens de comunica??o que correspondam às suas preferências e prioridades. Ao reconhecer a ênfase na precis?o, detalhes e resultados tangíveis, você pode destacar seu compromisso com solu??es confiáveis e orientadas para os resultados, fortalecendo assim sua credibilidade e construindo relacionamentos sólidos com tomadores de decis?o nesse setor.
Instead of identifying the persons, identify your target organization/company. Find the pain points of the organization's structure and provide solutions accordingly. Then, convincing the CFOs and CIOs will be easy. Please don't go through the details, but could you provide the big picture?
In doing homework on an enterprise opportunity it is key to establish the decision makers in the sales process. The way that I have found that works best is to listen first then ask appropriate questions to figure out the stakeholding to build out the pain points for each and influence on available budget.
Identificar as pessoas corretas é um dos primeiros passos na prospec??o de novos parceiros e clientes. Podem ser identificadas diferentes pessoas, com diferentes papéis, e que ser?o parte essencial do processo de tomada de decis?o para parceria com um novo fornecedor. é interessante entender, pela perspectiva de fornecedor, quais áreas estar?o envolvidas neste processo, assim saberá quem s?o as pessoas corretas e onde cada uma terá sua maior participa??o.
To build relationships with decision-makers in financial services, first, identify your target personas. Understand their roles, priorities, and challenges. Tailor your communication to provide value aligned with their needs, and engage through networking events, industry conferences, and online platforms where they are active. Establishing trust and showcasing expertise can enhance your credibility in their eyes.
Once you have identified your target personas, you need to craft a compelling value proposition that speaks to their specific needs and goals. Don't just focus on the features and benefits of your software, but also on the outcomes and impacts it can deliver for their business. For example, you might emphasize how your software can help them reduce costs, increase efficiency, improve compliance, or enhance customer experience. Use relevant data, case studies, and testimonials to back up your claims.
Vale lembrar que o foco nunca deve ser a transa??o comercial, e sim como é possível agregar valor na estratégia e apoiar, de verdade, seu clientes em seus desafios. Tecnologia é sin?nimo de evolu??o constante, funcionalidades hoje exclusivas, amanh? podem ter sido passadas para trás por um novo entrante no mercado. Por isso, muito mais que a tecnologia em si, é crucial focar em como agregar valor na vida do cliente. é preciso saber quais s?o os desafios, como você pode apoiar , quais ser?o os resultados que ajudará seu cliente a alcan?ar, e claro, como já tem feito isso em outros casos. Adicione um atendimento cordial e de extrema qualidade, e ent?o tem uma verdadeira oportunidade de parceria.
Invest the time and effort to get to know the specific situation and challenges that potential clients are facing. You could for example, make a request for information about internal culture and processes, ask to speak to different personnel across the organization, verify specific bottlenecks and issues, etc.
Storytelling in a pitch is a well recognized yet elusive skill. To have a good shot at this requires preparation and deep work, but not dumping all the research on hapless audience. Focus on connecting through the message rather than trying to impress with rigor.
Definitely show them ROí and the expectations of how market share will increase with the investment, as well as the increase on revenue growth at short term. In other words in a very informal wa, I would say : “show them where the money Is”.
Tailoring your value proposition involves understanding your audience's specific needs and addressing them directly. Here's a step-by-step approach: ?? - Identify the challenges, goals, and pain points of your target audience within financial services. ?? - Understand industry trends, regulations, and current issues affecting them. ?? - Craft your message to resonate with the priorities of decision-makers. Highlight how your solution addresses their unique concerns. ?? - Use language that aligns with their industry terminology and emphasizes relevant benefits. ?? - Test different versions of your value proposition to see what resonates best. demonstrate a deep understanding of your audience's challenges .
One of the most effective ways to build relationships with decision-makers in financial services is to leverage referrals and introductions from your existing network. Ask your current customers, partners, colleagues, or industry contacts if they can connect you with someone who might be interested in your solution. A warm introduction can help you bypass gatekeepers, establish credibility, and generate interest faster than cold outreach.
Leveraging referrals and introductions can be a powerful way to expand your network and build valuable connections. Here's a guide on how to do it effectively: Identify Your Ideal Referral Sources. ?? - Determine individuals or businesses that are well-connected in the financial services industry. Build Strong Relationships First: ? Before asking for referrals, establish a solid relationship with your existing network. Provide value, show genuine interest, and demonstrate your expertise. Choose the right moment to ask for referrals. This could be after successfully delivering value, -? networking platforms, such as LinkedIn, to identify potential referral sources and make your request known in a professional manner.
Como em qualquer outro ramo ou em qualquer outra atividade, referências tem grande peso no processo de decis?o do comprador. Nada melhor que uma indica??o, que é resultado e consequência de um trabalho bem feito.
Great if you can, but also be prepared to sell and prospect without if you can't get the referrals (which is often the case due to legal or if you are selling to a competitor. ). Being prepared is being able to drop similar stories with credibility and since no two problems are the same, being able to drop in situational references and examples...At company "A" we did this and at company "B" we did this..you Mr/Mrs Prospect need both.
Once you have established contact with your prospects, you need to nurture them with value-added content that educates them, builds trust, and moves them along the sales cycle. Don't just send generic sales pitches or product demos, but provide relevant and useful information that addresses their pain points, challenges, and opportunities. For example, you might share white papers, webinars, podcasts, or newsletters that showcase your expertise, insights, and best practices.
Spray and pray with newsletters is suboptimal to say the least. No one is any wiser just by knowing what you know. Leaders want to know how is that relevant to their challenges.
Don't overload them..you are one of 50 vendors shoving content down their throat..be very tailored and have a follow up story with the content you send. In fact, you may want to do this verbally and plant the see for detailed follow up.
Decision-making in financial services is often complex and involves multiple stakeholders with different roles, perspectives, and agendas. You need to engage with all of them and understand their needs, concerns, and expectations. You also need to identify the key influencers, champions, and blockers in the decision-making process and tailor your communication and messaging accordingly. For example, you might use different channels, formats, and tones to communicate with technical, financial, or business stakeholders.
Multiple stakeholders is common in most industries. Software purchases impact more than just one business unit. Understanding who it impacts and why is important.
I have been in post-sales workshops with various stakeholders and seen them with a sigh of relief after demoing of the features for the very first time. This experience convinced me that it is key to bring together users from all areas of the enterprise for their needs, validations and perspectives. And the culture within the enterprise needs to support this level of engagement. It can help drive process transparency, consistent messaging and clarity of information that can result in tremendous savings all across the board.
Meaningful conversations across teams, sharing valuable insights, and understanding their business objectives and how they align. Also staying updated on the latest industry trends and participating in events can help build credibility and rapport with multiple stakeholders
This is very true that in financial services, there is often multiple stakeholders with different roles, perspective and agenda. And it becomes even more important to learn the clout level of each stakeholder. On a positive note, it gets a bit easier in the decision making process since most of them are in the same meeting room. This also made the communication process flow more transparently resulting in the project moving smoothly. While it had its benefits, it also had some drawbacks especially when managing their expectations. However, I always enjoyed working in financial services despite being in tougher environment than usual but the rewards of satisfactorily completing the projects rendered a much higher sense of accomplishment.
Yes....don't be single threaded....oh if I could only count how single threaded approached put the deal at risk, significantly delay or reduce the value.
The last tip to build relationships with decision-makers in financial services is to follow up and stay top of mind. Don't let the conversation go cold or lose momentum after the initial contact or meeting. Follow up promptly and consistently with your prospects and provide them with relevant and timely information, feedback, or support. You can also use social media, email, or phone to stay in touch and share valuable content, updates, or news. The goal is to maintain a positive and professional relationship until they are ready to buy.
You must definitely be the first person of the list to call when the decision maker need something. Follow up, connect and keep the connection over time help establish a trusted relation. You can send an invitation to an event or an article that can be interesting for your buyer, some studies that can improve your position.
Building relationships with decision-makers in Financial Services involves networking, attending industry events, staying informed about industry trends, and showcasing your expertise through thought leadership. Establishing genuine connections and providing value are key.