| Deals are closed when all the top people give their | | | | certain things are? |
| approvals. This article will help you overcome the | | | | 7. Will the very top people be impacted? For |
| first step in getting to the real decision maker and | | | | example, a change in health benefits impacts |
| his influencers - knowing who they are. | | | | everyone, including the top exec's. Therefore, |
| Identifying the Ultimate Decision Maker | | | | they will get involved even though it's the |
| Determining the final decision maker and other | | | | responsibility of the HR, person. A change in a |
| high level influencers is one of the most difficult | | | | product component or maintenance suppliers |
| tasks for a sales person. Subordinates and info | | | | won't go high unless it presents a significant |
| gatherers claim to be the final decision maker | | | | change, a competitive advantage or a financial |
| which confuses sales people. Others guard that | | | | impact. However, don't underestimate what |
| information for fear the sales person will try to | | | | affects the top directly - and not just financially. |
| approach these high level influencers and the | | | | 8. Will your sale or this contract be discussed at a |
| ultimate buyer. So not knowing who the most | | | | staff meeting - even just as a point of |
| important people are makes it very challenging for | | | | information? As a rule, anything over $10,000 will |
| the sales person to control the selling process. | | | | be discussed by the staff. That's because there a |
| Besides sales people usually assume their primary | | | | limited resources and who gets that money and |
| contact or the next level of command beyond will | | | | who doesn't it a hot topic. |
| make the decision. They then try to move to | | | | 9. Ask other vendors who finally approved their |
| that level and typically stop trying to get to | | | | purchases of equal magnitude and impact. Talk to |
| others. Sometimes there's a a committee and it's | | | | your contacts, your Golden Network people, your |
| believed they make the decision. But who | | | | service people, their admins and functional people |
| assigned the committee and who gets the | | | | about who got involved in similar projects. |
| committee's recommendation. | | | | So Take This To The Street |
| Many people influence B2B sales (especially those | | | | Select an existing account where there is more |
| over $10,000) even though these influencers | | | | business to be had. Who are the functional people |
| maintain a low or invisible profile. These people | | | | you tend to deal with. Who are their associates - |
| who are up an out from the direct purchasing | | | | the outs? Who are the senior staff and profit |
| path are impacted and are usually not considered | | | | center leader - the ups? Who are the |
| involved by vendors. However, their inputs are | | | | administrators - purchasing, admins, lawyers, etc.? |
| heard by the ultimate decision maker. Purchases | | | | If you don't know the names of people, list their |
| are discussed in staff meetings, at lunches, and in | | | | titles and mark it with a big question mark "?". It's |
| casual office conversations, and these other | | | | your alert to dig deeper. If you know who you |
| managers have opinions. If the sales person hasn't | | | | don't know, then you can make a plan to get to |
| talked with these influencers and the leader, he will | | | | them. If you don't know who's calling the shots, |
| be hoping that his persuasive information is being | | | | you're in jeopardy. |
| run up the flag pole favorably by whomever. This | | | | Here's an example of what I'm discussing. |
| is called lack of control which is a key indicator for | | | | A client of mine - a top manager as well as a |
| failure. | | | | skilled sales person - recently closed a huge |
| So Prepare Yourself | | | | engineering contract from Midwestern state |
| 1. Determine who the top people are - those that | | | | agency. When I interviewed him about who |
| report directly to the profit center leader. Look at | | | | approved the deal, he said it was the Secretary |
| an org chart, and ask people who's really in | | | | of Transportation for the state. So I ask if the |
| control of what happens. | | | | project was worth a lot of money and/or had a |
| 2. Spread like a virus. Look up and out beyond | | | | lot of visibility. He said, "Yes" to both. I then ask, |
| your main contact. Keep asking you contact for | | | | "Well, do you think the secretary bounced his |
| introductions to others at the same level and | | | | choice of consultants off the Governor, before he |
| above. The reason you use is that you want to | | | | committed to you?" He took his time with this |
| learn about other impacted peoples' expectations | | | | one and finally said, "Yes." He went on to say that |
| of this purchase or desired benefits. | | | | they had partnered with another firm because of |
| 3. Ask who can give final approval without going | | | | the connections that firm had in the Governors |
| to anyone else. Then consider one more level up. | | | | office. |
| Ask yourself, "Will the person I feel is the final | | | | Even though he said it was the Secretary of |
| authority discuss this project with anyone above | | | | Transportation, he knew intuitively that the |
| him before he gives his approval to buy?" If so, | | | | Governor would be involved because of the size |
| that higher person is involved. | | | | and visibility. That's why he had partnered with a |
| 4. Consider the other people this leader meets | | | | firm that could cover that base. |
| with regularly. This is his or her sphere of influence | | | | See governors, CEOs, and presidents get involved |
| and they have something to say about | | | | - sometimes heavily and other times very |
| everything. Have you met these people, yet? | | | | subtlety. A company name is casually discussed at |
| 5. Be careful of PO's or check signing authorities. | | | | lunch. An eyebrow is raise or there's an elongated, |
| Lawyers and purchasing managers sign, but get | | | | "Well...." and the Secretary gets the message. On |
| their directions from others. Key managers have | | | | the other hand he could be blatant and just say, |
| signing limits for approved projects or purchases. | | | | "No". |
| Check limits and where your sale fits? Realize also | | | | Hopefully my message is clear. The leader and his |
| that budgets are not authorizations for spending. | | | | staff get involved and then the decision is made. |
| 6. Don't ever believe someone is only a rubber | | | | If no one is there on your behalf, it's a big red |
| stamp. That stamp is there for a reason and will | | | | flag. |
| want to be assured of certain things before s/he | | | | And now I invite you to learn more. |
| stamps. Do you know for sure what those | | | | |