I was recently reminded to never become too complacent with what you're hearing from your Champion, especially as you approach the final stages of closing a deal. The sales rep confidently asserted that the prospect's pain points, decision criteria, and purchasing process were thoroughly understood. This also encompassed critical steps to keep the price within an acceptable range, ensuring it aligns with the regional approval process and eliminating the need for corporate involvement.
However, the sales rep neglected the influence of other stakeholders and the existing relationships with competing software vendors. In today's landscape, many organizations engage multiple stakeholders in decision-making. Modern solutions can have far-reaching impacts on an organization. While there may be a single Economic Buyer in name, a purchase decision necessitates consensus among key stakeholders. Leadership roles are more fluid today than in the past, with individuals bringing previous experiences, personal agendas, and connections.
Building Multiple Champions
When developing Champions, it's vital to cultivate multiple Champions across various departments and levels within the organization. The larger the organization, the more Champions you'll need. For example, if you're selling a solution to a sales organization that provides Account Executives with insights into their commission structures, it's essential to build Champions not only within Sales but also in IT, Finance, and potentially HR.
Benefits of a Multi-Faceted Approach
This multi-faceted approach not only secures the deal but also enhances the implementation phase. By nurturing multiple Champions, you ensure that there are advocates within the customer's organization who are dedicated to the success of your solution. If a decision is made without the consensus of key stakeholders, your implementation could be jeopardized by dissatisfied individuals who may hinder the process. Fostering multiple Champions mitigates the risk of internal resistance and significantly boosts the likelihood of a smooth and successful implementation.
Remember, the sale isn't complete until the contract is signed and delivered—keep pushing forward until the very end.
Map the power in your current deals. Speak to your Champions and identify other stakeholders that require alignment.
Work with your sales team on ways to attain that alignment with newly identified stakeholders mid-sales process.
Start setting new internal expectations. Reassess probability of success.
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MEDDIC offers a structured approach to identifying and addressing technical and business pain points. Understanding the difference and connecting these pains empowers presales professionals to offer compelling solutions and drive successful sales engagements.
Get in touch. Let us show you how to implement MEDDIC more effectively and ensure the greatest value beyond simple qualification.
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