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Selling in the Big Leagues By Dustin Pesch
Mar 11th
Selling to an ordinary consumer is not the same thing as selling to folks inside the enterprise. They’re similar tasks, of course, but each one requires a different approach. Sales always involves persuading an individual that a particular action with serve their interests. When it comes to the enterprise, however, you need to show how your solution helps the person in question, as well as how it will help the enterprise (and how it can be sold to higher ups, if applicable).
Accordingly, this post has a few things to keep in mind when selling to people that work for medium- or large-sized organizations.
Their needs might not matter as much as you think
An organization is a strange entity – the best solution is not always one that can get approved. In fact, the more innovative your solution is, the more risky it would be for someone to sign off on using it. For that reason, you need to have your finger on the pulse of whether you are selling to people who are comfortable with doing things the traditional way, or whether they’re ready for a change.
Of course, you may not be able to change your offering to suit both types of organization, but this information will influence your approach.
Understand where you are in the approval process
This point flows from the last one. Are you speaking to someone whose role will be to pass on your recommendations to a decision maker, or are you speaking directly to the decision maker? Those lower in the hierarchy may see promise in practical solutions, but those higher up may be mainly focused on numbers. Be mindful of who you’re speaking to, and think about what they need to know before they’ll take the desired action.
Be ready to explain how you’re going to make everything easy
If you manage to get to the point where a person can see that you solution would work, your next task will be demonstrating that implementation won’t be a nightmare. And that training won’t be a nightmare. And that support will be there.
Et cetera.
When it comes to the enterprise, more than with other sales contexts, you need to make people believe that you’re going to make their lives easier. Some people may be willing to invest time and energy to make things work. But unless there’s a big personal win in there, enterprise folks will be less willing to do this.
You’re in it for the long haul
Sales to the enterprise take time. The approvals process can be protracted and complex, can move both backwards and forwards, and can require significant wheel spinning and obstacle bashing. Be prepared to invest a lot into the deal over weeks and months before you see the first dollar of return, and you won’t be disappointed.
The upside is, if you make it through and complete a sale, you’ll be embedded with a deep pocket. This can make your company successful in the long term and be the foundation of your success, in many cases. In addition, where one enterprise has gone, others will soon follow. And with enough of that activity, you can one day be an enterprise, too! The downside is, loads of people will be clamoring to sell to you.
Once you master the sales process, you’ll be closing deals left and right!
Dustin Pesch is a sales professional with extensive knowledge and passion for helping other succeed with sales. You can read more about Dustin Pesch on his personal blog.
5 Tips for Closing More Sales By Dustin Pesch
Mar 6th
Selling isn’t always fun. Making a sale, however, is a guaranteed good time. The tips below are offered to take you from “selling” to “making a sale” more often than not. You won’t be able to guarantee a sale, of course, but you can certainly improve your chances.
Beef up your follow up
For many in sales, follow up is limited to a call after the initial cold call, and that’s where it ends. If you make your follow up efforts more systematic and robust, however, it can make a big difference. Set a schedule, and use a variety of different methods to keep in contact with your prospect. This can help keep you in mind, and also gives multiple opportunities for the prospect to communicate in response. Always remember that most sales are closed in the follow up. You need to stick around to see the sale through.
Become an adviser
Your follow up efforts should include sharing relevant informational resources with your prospects. Industry developments, different applications for your products and services, even simple online posts. The goal is to actually help out your prospect, or at least give them something interesting. If you become a source of good info, it can help open the door to being seen as a possible problem solver in the prospect’s life.
After all, if you’re plugged in to the prospect’s issues, you probably have some kind of insight to share, right?
Talk about successes
If your company has helped out a client, let prospects know. It will help establish credibility, and show that you deliver the solutions you’re claiming to deliver. It can also provide detail to demonstrate how your company works. Once a prospect has seen a specific example, it can be easier to understand what you’re offering, and facilitate closing.
Be 3-Dimensional
No, don’t show up at a prospect’s office unannounced.
But if you only send emails, you become just another spammer. Call, connect on social media, or find another way to stay in touch. Again, don’t be a stalker, but don’t be one-dimensional, either. It helps round out the relationship you’re trying to establish.
Don’t give up
This is the most obvious piece of advice to give, but it bears repeating. This isn’t about getting rejected repeatedly. Instead, it’s about realizing that, even if you’ve been ignored, there may come a day when you are suddenly relevant, and you want to “be there” for that day. Circumstances and budgets change, and there may be a place for you. But you won’t know if you don’t reach out again, so go for it!
The worst they can say is, “No.”
Dustin Pesch is a sales professional with extensive knowledge and passion for helping other succeed with sales. You can read more about Dustin Pesch on his personal blog.
