What do you do if your sales pitch is not resonating with cross-functional teams?

Do your research. Learn what their values and and what makes them tick. What do they enjoy about the business they are in, what can YOU do to truly improve their day to day. Be honest, its shows that you can be trusted and you are not trying to force a sale through.

To represent yourself in front of sales team one must 1 segregate the data according to the departments and their objectives 2 focus on the key value indicators to perform

When your sales pitch isn't resonating with cross-functional teams, it's crucial to pivot your approach. Start by actively listening to their feedback and concerns. Understand their pain points, objectives, and priorities by engaging in open dialogue and asking targeted questions. Once you have a clear understanding, tailor your pitch accordingly. Highlight how your solution directly addresses their specific challenges and aligns with their overarching goals. By demonstrating a deep understanding of their needs and offering a tailored solution, you can increase the likelihood of gaining buy-in from cross-functional teams.

Never give up! Stay focus listen and observe all the information. Stay in tune.. Always remember anything you do or anyone you come incontact with use it as a learning lesson and life is an on going lesson.

Most of managers enjoy in setting long duration team with huge crowd from all the department. which doesn't work in current scenario where everyone is overloaded. Its important to focus right message with right department so that time should be invested wisely and effectively. Also talking the right point will help audience to respond fully and comfortably they will open up and share their challenges as people dont feel comfortable while talking in front of other departments as most information has to be kept confidential even in same organization. Understanding, customization and inviting short team rather than group, will help to move forward and take decision quickly. Thank You

Engage and Listen: Start conversations to understand the unique perspectives and needs of cross-functional teams. Actively listen to their feedback, concerns, and suggestions without interrupting. Use this insight to tailor your sales pitch, addressing specific pain points and priorities effectively. By engaging and listening attentively, you foster collaboration and build stronger relationships across teams, leading to greater resonance with your pitch.

I would propose that the vast number of prospective clients who have indicated some level of interest in an offering, but who are not making progress in a sales cycle either do not have the authority to purchase, or they don’t find the message compelling enough to take action. When trying to determine which option applies most to a given contact, active listening and following up with tailored messaging are critical to sift between authority and urgency. If a prospect does not feel heard, they likely will not show interest after a certain amount of engagement, be it the 1st meeting or halfway through a sales cycle. People want real value that solves their real problem(s), whether personal, political, or otherwise. Listening is key here!

Active engagement and attentive listening are paramount to success when presenting to a cross-functional team. Encourage questions and discussions throughout your pitch to maintain team involvement and gather real-time feedback for adjustment. Equally essential is attentive listening to the team's responses and concerns. By fostering a two-way dialogue, you gain insights into their needs and can address objections effectively, ultimately bolstering the impact of your pitch.

Interaction is great in presentations but be careful that it doesn't take you too far off track. You have crafted a presentation that comes in a certain order and you have reasons for that. The danger with interactions is that you jump to content that's coming later and then the flow can be disturbed. It's a judgement call on when to answer and when to say 'That's being covered later'. One tip is to jot the question up on a board / flip / screen to log that it's been noted and will be covered later.

You should engage and listen: Call or summon a meeting where you would create open discussion. Give room for questions and ideas even as you ask questions too, with this you would be able to have a good team and even learn from the team members too

When your sales pitch is not good and effective Then what I would do is shift to the products I am selling Show the products explain all the features and benefits and where it has a fit in the persons business After you finish doing it and sense sincere interest Start to ask questions what product or products did you see that you like for your business Get you answer bring up the sales price You sense that’s ok I would review the product and pricing again and close by asking for an order

When facing resistance in your sales pitch, pivot the focus from product features to problem-solving. Cross-functional teams prioritize solutions that address their challenges over mere product features. Clearly articulate how your offering can streamline their processes, boost efficiency, or enhance profitability. By positioning yourself as a problem-solver rather than a vendor, you become a valuable partner to the team, increasing the likelihood of acceptance and success.

If you are determined to appeal to different functions in the room, then make good use of signposting. Nobody listens with 100% attention to every part of your presentation so signpost when you have something for them. Example: "Moving to the finances of this project - answering those questions that you, Jane, as FD and Tony, as Head of Finance will probably have in your mind..." Now they're listening. Don't assume they were!

Just skip the idea of a "pitch" and and dig further into how the cross functional team is impacted by status quo. As mentioned above, you can use the experience other customers (real or hypothetical) have had so that you can get to the true concerns that the cross functional partners might have that will nee to be addressed. Chances are they care most about how any new initiative will make their lives harder because they may or may not have to change.

It helps to staff large pitch meetings as a team. The non presenters can always observe whether the meeting is on track for the defined outcome and whether the audience still follows. In a specific example our team was challenged to present something that is easy to set up but that wasn't prepared. We hence shifted to a cooperational approach with one team-member explaining what the audience will hear and see next and the other acutally setting up that information. When we delivered it, the audience was satisfied.

Enhance the credibility and resonance of your sales pitch by providing concrete evidence of your product or service's effectiveness. Utilize case studies, testimonials, or demonstrations showcasing successful implementations and satisfied customers. Tailor these examples to directly address the industry or challenges of the cross-functional team. By offering tangible proof, you bolster credibility and make your pitch more compelling, increasing the likelihood of acceptance and success.

Ensure that your sales pitch is reinforced with pertinent and trustworthy evidence. Utilize authentic real-world examples, current data, and case studies to illustrate successful outcomes and satisfied customers. When pitching across functions, customize your approach to align more closely with the team's perspective, thus creating a more compelling presentation and enhancing positive responses.

Offer compelling evidence to support your sales pitch, showcasing relevant data, case studies, testimonials, or success stories. Present quantifiable results and metrics that demonstrate the value and impact of your solution. Tailor the evidence to resonate with the concerns and priorities of cross-functional teams. By providing concrete evidence, you build credibility and confidence in your pitch, increasing its effectiveness and driving buy-in across teams.

The most powerful, credibility-enhancing evidence that you can provide early in a sales conversation is a good question. Good questions show that you understand what someone in their shoes might be thinking. Case studies, testimonials and ROI analyses are just content that you'll need much later in the sales cycle so that a buyer can justify what they want (based on demand that YOU as a salesperson created) to others.

References and case studies sell best. The only other thing I can think of is a demo. It is relevant to orchestrate this information and use it wisely. Too many references and anecdotes often lose their effect. My experience is that even one very good reference has a high impact. If the audience requests more proof be prepared to give it to them but do not oversell by naming vast numbers of references.

While some level of creativity will always be necessary in communications, you can get out in front of this very early on by prescribing to your customer how other customers purchase (including normal steps in an evaluation and who would need to be involved). If you can get agreement to that process, then you have your means to follow up. Even better: understand *when* they would want to be able to start solving their problem so that you can tie the evaluation timeline to that deadline.

I love the "tell, tell, tell" approach that I learned from Chris Kaddaras, a very inspiring leader. His take was: - Tell them what you will tell them - Tell them - Tell them what you told them. This approach gives them an early idea what to expect from the pitch or meeting. Then the content flows. And last a wrap up in the meeting itself and a summary with the slides (if used) gives you the next touchpoint.

Strategic follow-up is crucial after presenting to cross-functional teams, as decisions often require deliberation. Instead of generic check-ins, offer tailored information based on the feedback received. Provide detailed answers to questions, additional evidence of solution effectiveness, or a revised proposal aligned with their requirements. Thoughtful follow-up signals dedication to meeting their needs and keeps the conversation progressing. By addressing their concerns directly, you reinforce your commitment and increase the likelihood of a successful outcome.

Strategic follow-up means being prompt, personalised, and persistent with respect. Offer value, utilise various channels, and maintain consistency in your communication. Always provide a clear call to action to advance the relationship effectively. Remember, time kills deals, but so does a poor follow-up.

Follow up strategically by sending personalized messages that address specific points discussed during the initial pitch. Use a multi-channel approach, including email, phone calls, and social media, to ensure your message reaches the right contacts. Provide additional information or resources that further reinforce the benefits of your proposal. By following up strategically, you maintain momentum, address any lingering questions or concerns, and increase the likelihood of securing buy-in from cross-functional teams.

Talk to the team. Maybe they will give you a hint. Talk to the Head of Sales, maybe the head of Sales will give you a hint. Or you can tailor it by yourself with clients' feedback. That also works.

When your sales pitch isn't hitting the mark with cross-functional teams, it's a cue to pivot. Start by empathizing with their perspective. Tailor your pitch to address their specific pain points and priorities. Share concrete examples and success stories to make it relatable and credible. Stay agile and ready to adjust course if needed. Sometimes, a fresh approach can make all the difference. Above all, focus on building genuine connections and showing empathy.

Another important aspect to consider is gathering feedback directly from the cross-functional teams themselves. Actively seek input on what aspects of the sales pitch are not resonating and why. This feedback can provide valuable insights into areas for improvement and allow for adjustments to be made accordingly.

Do your home work, in car sales they call it controlling the sale. Know who you are presenting to, research to find their hot buttons. Remember people don't by features.They buy benefits, form a FAB for each department. Here is the feature, here is the advantage and the benefit to you is. Always be open and questions but always control the sale. Do what you say you will do, if you don't know say you don't know but you will get an answer by EOD. Be memorable.

If your sales pitch isn't resonating with cross-functional teams, consider adjusting your delivery style and timing. Ensure that your pitch isn’t too technical or too simplistic for the diverse audience. Reassess the timing of your presentation to catch team members when they are most receptive. Additionally, use visuals or demos to make your points clearer and more compelling. Finally, ensure that your pitch reflects both the strategic vision of the organization and the practical, day-to-day benefits to different teams, creating a holistic appeal that addresses both big-picture and operational concerns.