In most cases, the answers to life’s more complex questions have really simple answers. In today’s selling environment it’s often hard to determine who exactly is “the buyer.” Your salespeople are given a lot of inputs:
Your executive leadership want them calling on “business people” or “executives.”
The sales training courses they have been to instruct them to find “champions,” “decision-makers,” and “influencers.”
Marketers produce information about “personas.”
Business unit leaders and other subject matter experts talk about “users” or “doers.”
Sales managers tend to be more interested in understanding the opportunity (Access to power? Is it qualified? Is there budget allocate? When is the account going to make a decision?).
Their contacts within an given account give them different people or process steps to follow, or kick them over to procurement.
With all of the different voices – “You should do this,” “You should say that,” “You need to present this way” – echoing in the heads of your salespeople, things can get very confusing.
A Tale Of Two Sales
The thing is – the buying environment for most of us has changed, leaving us with two distinctively different buying patterns:
On the one hand, the customer knows what they want and have developed fairly sophisticated procurements steps to acquired what they need at the best possible price.
On the other hand, the customer is looking for the expertise to help them get value from their investment and solve a problem.
Why are sales and marketing professionals working harder and longer than ever before? Why are they seemingly in a constant firefighting mode, moving from one fire drill to the next, one meeting to another?
We are in the middle of a major transformation in the B2B sales model. Your company is caught between a rock and a hard place because your investors want to see accelerated growth and improved margins. However, your customers have the same pressures, and all have some form of enterprisewide strategic procurement initiatives underway. Your goal: sell at a higher price. Their goal: buy only what they need at the lowest possible price. Something has to give.
In response to these tectonic forces, we find many companies have a variety of internal projects designed to combat the commoditization trend. Some common efforts include:
Training salespeople to get access to executives.
Creating "solution selling kits" (in marketing).
Developing return-on-investment tools.
Focusing on demand-generation campaigns.
Developing sales-coaching frameworks.
Creating more structured opportunity identification and account scorecards.
Fine-tuning the customer relationship management (CRM) system to improve reporting and forecasting processes.
Pricing and packaging exercises and corresponding negotiation training.
Reinventing product marketing functions into "solution" marketing roles.