Following up with multiple decision-makers in a complex sale can be challenging, but also rewarding. You need to understand the different roles, needs, and preferences of each stakeholder, and tailor your communication accordingly. Here are some tips on how to do that effectively and efficiently.
The first step is to map out the decision-making process and identify who are the key influencers, users, buyers, and approvers of your solution. You can use tools like LinkedIn, company websites, or referrals to find out their names, titles, and contact information. You can also ask your main contact or champion for an introduction or permission to reach out to them.
Desde mi experiencia, considero que es fundamental, en primer lugar, identificar y comprender las necesidades de cada persona involucrada en el proceso de toma de decisiones. . Al construir relaciones sólidas con cada responsable y adaptar su enfoque a las necesidades individuales, aumenta significativamente las posibilidades de éxito en la venta.
In a complex sale, identifying decision makers is paramount. Utilize a meticulous approach, conducting thorough research and engaging in insightful conversations to pinpoint key stakeholders. For example, in a B2B software sale, understand the roles of CTOs, CFOs, and department heads who influence the decision-making process.
Having multiple decision-makers involved in the sales process means having more people to impress — more eyes that will want to be on your product. So when you're dealing with multiple stakeholders, you're going to need to conduct as many demos as necessary to close. Frustrating as this may be, giving all the decision-makers involved in the process the chance to look your product over will greatly increase the likelihood of them ultimately choosing your solution.
Gerenciar múltiplos tomadores de decis?o em vendas complexas requer uma abordagem estratégica. Identifique os decisores, construa relacionamentos sólidos e adapte sua mensagem às necessidades individuais. Utilize sistemas CRM para personalizar intera??es, realize reuni?es individuais para compreens?o profunda, e esteja ciente das dinamicas internas, antecipando obje??es. Ofere?a valor demonstrando como sua solu??o resolve problemas específicos. Mantenha-se atento a mudan?as na empresa do cliente, ajustando estratégias conforme necessário. Essas práticas garantem um acompanhamento eficaz e personalizado em vendas complexas.
It's very easy, once you've established great rapport and you get focused more on the product just simply ask open ended questions! Example for me in car sales: "Oh, by the way John, this car is being titled in your name right?" Often they say yes but sometimes they tell me who it's really for! That's my decision maker
The next step is to segment and prioritize your follow-up based on the level of interest, urgency, and authority of each decision-maker. You can use a CRM system or a spreadsheet to track and score each contact based on criteria such as their pain points, goals, budget, timeline, and objections. You can then focus your efforts on the most qualified and influential prospects, and follow up with the rest as needed.
Segment decision makers based on their influence and involvement. Prioritize follow-up based on their role in the decision-making hierarchy. For instance, focus on the CFO for financial considerations and the CTO for technical aspects. Tailor your approach to address their specific concerns.
Do not forget to segment based on the level of influence over the decision. Too often, sellers spend time with the people they have a relationship with and do not have strategies to influence the person they have no relationship with, who can veto the decision.
Don't get caught up in the numbers; numbers and scores are used as a guide, not a concrete solution. Having a system of logical rules helps you efficiently make informed decisions. Without a logical system, you’re just using gut feeling. I love rules and logic, but purchasing decisions are rarely black and white. Rather than strict rules you must follow, think of these as helpful guidelines that work well in most cases.
Imagine you're a chef in a gourmet restaurant, and each decision-maker is a discerning food critic with their own unique palate. Your task is to whip up a multi-course meal where each dish caters to the specific tastes of each critic. You're balancing flavors meticulously—serving a financial insight soufflé to the CFO, a tech-feature tart to the IT head, and a strategic steak to the CEO. Keep them all well-fed with tasty updates, and remember, the secret ingredient is always a dash of personal connection. It’s like hosting a dinner party where every guest leaves not just full, but also impressed by your culinary salesmanship. ?????????
Segment and Prioritize Your Follow-up: Group decision-makers based on their roles, responsibilities, and influence in the buying process. Prioritize follow-up based on the impact each decision-maker has on the overall sale.
The third step is to customize your message and medium according to the personality, role, and stage of each decision-maker. You can use different types of content, such as case studies, testimonials, demos, proposals, or contracts, to address their specific concerns and motivations. You can also use different channels, such as email, phone, video, or social media, to match their communication preferences and availability.
I think it is important to include a short video summary so that when the proposal is passed round, people who didn't speak to you can see you explain it in person as this helps build trust and confidence
Craft tailored messages for each decision maker, addressing their unique challenges and priorities. Choose the most effective medium for communication, whether it's a personalized email, a targeted LinkedIn message, or a direct phone call. An example could be customizing your message to emphasize cost-efficiency for the CFO and technological advancements for the CTO.
Tailor messages to each and every decision maker. Each decision maker has a different pain point and your job is to find solutions that will get you the case. You will have to do research, discoveries, investigating, but it will be worth it. Lunch is always a good way to discover more information.
Recognizing the diversity in personality, role, and decision-making stage allows you to deploy a variety of content types, including case studies, testimonials, demos, proposals, or contracts, strategically addressing their individual concerns and motivations. Furthermore, by leveraging various communication channels like email, phone, video, or social media, you align with their preferences and availability, ensuring that your outreach resonates effectively. This personalized approach enhances the likelihood of successful engagement and facilitates a more meaningful connection with decision-makers.
Leverage tools like LinkedIn and company websites not just for finding names but also for understanding key participants' personalities, roles, purposes, preferences, and needs in the decision-making process. Be engaging but considerate of their role and position in the decision-making process; customise your messaging towards them as each individual and not as a group.
The fourth step is to add value and insight with every follow-up. You want to avoid being pushy or spammy, and instead provide useful information, feedback, or solutions that can help them make a decision. You can also leverage social proof, such as reviews, ratings, or endorsements, to build trust and credibility. You can also share relevant industry trends, best practices, or success stories that can inspire them to act.
Stand out by adding substantial value and insight in your follow-ups. Share relevant industry trends, case studies, or insights that directly relate to their concerns. For instance, providing a comprehensive analysis of cost-saving measures for the CFO or showcasing the software's innovative features for the CTO.
The fifth step is to align and coordinate your follow-up with your main contact or champion. You want to keep them informed and involved in your communication with the other decision-makers, and ask for their advice or support when needed. You can also use them as a bridge or a reference to establish rapport and credibility with the other stakeholders. You can also ask them to facilitate meetings, presentations, or negotiations with the decision-makers.
Ensure a cohesive follow-up strategy by aligning and coordinating your communication. If, for instance, the CFO expresses financial concerns, coordinate with the sales finance team to provide detailed financial projections that align with their expectations
Very important. Identify the value, personality and psychology of every decision maker on the table and make an intuitive judgement. Align all of them on the same page, same vision and same goals. This can be done by sharing relevant ideas and examples with each of the decision makers in different ways and in their own time of course, but strategically all of that should be driven towards a common purpose - to bring them all on the same page. Moving on, identify the key decision maker for the financial transaction and use your best negotiation skills there. For the others, just use good presentation and interpersonal skills. ??
Align and Coordinate Your Follow-up: Use AI tools to coordinate follow-up activities, ensuring consistency and avoiding duplication in your interactions. Align your messaging across all touchpoints to present a cohesive and compelling story.
The sixth and final step is to follow up until you get a clear answer from the decision-makers. You want to avoid ambiguity or silence, and instead seek confirmation or clarification on their status, feedback, or objections. You can also use trial closes, such as asking for their opinion, agreement, or commitment, to gauge their readiness and interest. You can also use urgency triggers, such as deadlines, incentives, or scarcity, to prompt them to take action.
Persistence is key. Follow up consistently but adapt your approach based on the feedback received. If a decision maker expresses hesitations, address their concerns and adjust your strategy accordingly. For instance, schedule additional meetings to delve deeper into specific areas of uncertainty.
Ensure you are speaking with the decision-makers who have the final say or can influence the purchase. There is a fine line between persistence and annoying. Remove any sales pressure and ask a simple open-ended question like "Where do you think we should go from here?"
Remember, people make decisions on their timeline, not yours. Remember, you are not their priority, so not not take silence personally. Today you must follow up double the amount that you think is reasonable. HOWEVER, you must add relevant value, actively listen and not spam with the same lame repeated messaging - you will lose the deal. Use all the mediums of communication and be interested rather than interesting.
Need to evaluate and address the gap between decision maker's need and your pitch , which eventually leads to a deal or no deal.
All you need to focus is on is having someone make a decision based on what you presented. Doesn’t need to be a yes but a decision shows you presented the offer correctly
When dealing with multiple decision makers in a complex sale, it’s like orchestrating a symphony. Be strategic in your follow-ups, tailor your messages to each stakeholder’s concerns, and highlight how your solution benefits their specific needs. Coordination and consistency are key to keep everyone on the same page, ensuring a harmonious decision-making process.