Not all of the profiles are equally useful-some excel at rallying their organizations around a purchase and ultimately driving consensus. What You Should Do Differently: Their research shows that customer stakeholders fall into one of seven distinct profiles. ![]() However, CEB Sales research reveals that true advocates rarely exist. Faced with the task of building consensus, sellers often turn to advocates/coaches in the customer organization. ![]() Shortcoming: CEB Sales research has documented that senior decision makers are increasingly unwilling to make a decision without broader organizational consensus. Customers likely focus on a limited set of negotiables-mostly driven by price-Challengers help broaden the customer perspective.Ĭommon Rep Approach-Reps either try to find the “true” decision-maker (or economic buyer) who can overrule an indecisive group, or to find an advocate (or coach) who can guide them through the organization and champion their solution internally. ![]() What You Should Do Differently: Prepare to take charge of the buying process and focus the conversation. Shortcoming: Customers control the interaction and often force price-based negotiations, or delays decision making. Common Rep Approach: In a customer interaction, reps often err on the side of being too passive, avoiding tension at any cost to make situations more amicable and encourage collaboration.
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