importance of each player in the client organization? There are four types of power at work that can advance or stop the decision making process: Title Power: In some organizations, the decision making
process is relegated to a low level of power where, for example, a regional manager has the authority to purchase a $100,000 computer network system. The same decision in another company is made at the senior VP level at headquarters. Expert Power: The purchase of a new and complex industrial machine may involve the services of an outside consultant who provides company management with spe- cial recommendations and requirements. Personal Power: The personal charisma, flair, or person- ality dynamics of any executive can often alter the out- come of a group decision. Political Power: All decisions are political decisions. Past power conflicts can make or break a decision. It can be advantageous to know that the chief financial officer has been reluctant to support the manufacturing manager’s decision to modernize the plant too quickly. To clearly visualize the importance of each decision maker, rank key players’ power on a scale from 1 to 10, with 10 being the highest rank. For example, the VP of manufacturing may rank seventh in title power, fifth in expert power, fourth in personal power, and ninth in political power.
STEP FOUR: DECISION MAKER, INFLUENCER, OR FACILITATOR? In any organization there are three types of authority for advancing decisions:
A decision maker is anyone in a position with the author- ity to make a final decision. Decision makers have the power base to produce the purchase order. A decision influencer is someone who has the expertise or judgment to influence the right decision. A decision facilitator is anyone who will take part in the decision process. However, these people may not drive or support the final decision one way or another. Frequently these are your contacts who pass on ideas to the decision makers or decision influencers.
STEP FIVE: HOW THE KEY CONTACTS IMPACT YOUR SALES PRESENTATION. Every key contact needs to be sold differently. You must sell different advantages to different people. For example, to field maintenance you might sell worldwide service capability; to the head of support network, portability; to technical experts, performance and future applications; and, to the chief financial officer, long-term cost of owner- ship. Your sales presentations should be targeted to each in- dividual position (or interest groups) in the client company. To simplify the process you may create several different presentations, such as: Management presentation: Sell the advantages of your
14 | MAY 2018 SELLING POWER © 2018 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
product or service to their company’s way of doing busi- ness. Explain how your solution will lead to better cus- tomer service, happier employees, higher productivity, and faster company growth. Financial presentation: Sell the advantages of your solu- tion to cash flow, company assets, depreciation, resale value, etc. Technical presentation: Sell the advantages of your de- sign, technology, and application versatility. User presentation: Sell the advantages of your product to the designer, machine operator, service, or maintenance engineer.
STEP SIX: WHO INFLUENCES WHOM? The dynamics of the decision making process in a major sale are often challenging. Suppose you are dealing with a major account like a General Motors division where your new product could be used in several departments. Let’s assume the primary user is the Buick design department. You know that the engineering department also could use the same system, but they lean toward a different vendor. What should you do if you find out that – although the head of the design department has the power to make the decision – the head of the engineering department could use his political power to block your sale? You have several options: sell the head of engineer- ing on the benefits of your product; find someone in the engineering department who has influence power with the boss; or go up to the next level and sell the advantages of your solution to the group vice president. If you try to compete on technical merits alone, or on an “all else equal” basis, you may lose the sale. However, if you initiate a new decision making process by isolating the key players, recognizing their decision styles, ranking the importance of each key player, separating decision makers from influencers and facilitators, presenting your case to each group individually, and using your understanding of who influences whom within the organization, you can come out a major account winner. In each case, under- standing the decision hierarchy is essential for developing your best selling strategy.
THE MAJOR ACCOUNT REP AS TEAM LEADER Like an offensive coordinator of a football team, the major account rep is in charge of building a strategy around the existing resources of a team. He or she can develop a game plan only by having good information on the defensive capabilities of the opposing team. The offensive coordinator has the power, yet is not the boss. During the game, he or she will build a strategy and adjust the tactics against the moves made by the opposing team. Likewise, the major account rep directs the strategic and tactical ef- forts and – without being the boss – becomes the ultimate ingredient in influencing the decision.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38
