Jak se prodat korporacím? - William Pritts

BOOTCAMP pro podnikatele
C2 - Vodafone Restricted 14. – 15. srpna 2009, Martinice
Classified on: 4.8.2009 Owner: Pritts, William, VF-CZ
Printed on: 5.8.2009 Open/Printed by: Pritts, William, VF-CZ

Selling to Corporates

“Getting to the Deal”

W. Pritts


Executive Summary

Following corporate sales “basics” improves pipeline
population by 30X*

“Shifting” Client performance to match organizational
excellence helps get the attention of many stakeholders
(gets your fit in many doors at once)**

Formal and Informal savvy through the tender process
increase chances of winning
Formal tenders require perfectionism and professionalism
On an informal level patience, faith, and hard work prevail

* Velocity Reprint – SAMA, Q1 2009
** Mercuri – “Corp Marking” 2008


Sales “Basics”

Normal State Next Level
Product-Focused Customer Value-
Selling Focused Engagement
Limited Insight From Supplier to Partner
into Customer’s Winning the
Business Consultative Sale
Reactive Proactive Strategic
Opportunity Opportunity Creation Growth with
Engagement Increase of Hit Rate Strategic /
Potential
Selling Primarily in Developing and Leveraging Accounts
the “Comfort Zone” Executive Relationships

Win-Rate and Effective Execution of
Pipeline Quality Sales “Best Practices”

Lack of Field High Impact
Inspection and Review Sales Coaching

Printed on: 5.8.2009 4
Open/Printed by: Pritts, William, VF-CZ

How Can We Engage With Clients?

1. Through the assessment process, determine where Client’s performance is
best and target lower-performing competencies to become as high-
performing (via your service/product)
2. Design/develop an Client-specific “Best Practices Program” that integrates
your own best practices and supplements them as needed
3. Gain buy-in/build consensus for your new “Best Practices Program” thru
assessment/development phases and leverage throughout deployment.

Why are
these
activities
80% consistently
How can we successful?
10% “shift” this 10%
performance?
© 2009 Mercuri (portions) and Performance Methods (portions) Proprietary and Confidential William, VF-CZ
Printed on: 5.8.2009 Open/Printed by: Pritts, 5

“Getting to the Deal” in Corporate
Sales – Formal/Informal Procedures

Formal: Potential corporate clients will need qualitative
and qualitative data
Product and service info
Turnover and references
Your company culture and future plans

Informal: Different stakeholders will make sure their
interests are protected
Some departments will try to push their favorite suppliers
Dominant managers will try to appear as keymaster



Formal: Clients seek long-term partners
Two-way long-term partnerships the best
Market changes make for company changes – never say
never!

Informal: Relationships need familiarity
Be sure you really know the manager you will be working
for and all his needs within the organization
Don’t forget about all stakeholders and what they like to
drink



Formal: Be able to give proactive consultations
Find measurable and realistic value
Give concrete examples without product focus
Cut costs, improve processes, sharpen skills
Improve customer experience for Client’s end users

Informal: Don’t sell just to be proactive
Be sure everything you sell fits the needs of all the
stakeholders



Formal: The main contact for the purchasing process is
always SCM

Informal: Help the manager who will be using your
service/product get through company bureaucracy
Know internal purchasing policies
Never make form or content mistakes during the tender
Solve formal tender problems with the SCM first



Formal: Be prepared to demonstrate financial stability of
your company

Informal: Be prepared to test your psychological
stability
The tender will be cancelled at least once
Priorities change within the Client’s organization:
Endless delays
Immediate unexpected deadlines



Formal: Tenders include many rounds
First rounds for service integrity and know-how
Later rounds more detailed including budgeting

Informal: Many departments involved change their
minds, which in turn change requirements
Departments with most at stake at each round will most
influence that round and appear to twist requirements
Many times the required output of the project under tender
will change “full-circle”



Formal: Contracts are closed only after the tender
process is officially complete
Winners often mentioned in the Media
Legal departments follow strict guidelines

Informal: Contracts often take longer than tenders
Immediately after winning a tender begin acting per the
culture of the Client’s organization – don’t give any reason
to cancel the deal
Keep lawyers aware of tender process and immediately
after tender finishes get them involved


Conlcusion

Use sales basics over and over and over to give potential
Clients better performance
Be careful with formalities and prepared for unexpected
informalities

“Victory is sweetest when you've known defeat.”

Malcolm Forbes


Jak se prodat korporacím? - William Pritts

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