Years back, I was invited to support a deal that had just completed a six-month proof of concept. The technical presales consultant and Champion were all set to present the results to key stakeholders, including the Economic Buyer. The energy was high and success seemed imminent. Imagine the shock when the Economic Buyer declared dissatisfaction, stating that the POC failed to deliver on everything needed. What went wrong?
In our last post on Decision Criteria, we talked of the two types of requirements and the challenges associated with the documented, undocumented and unknown Decision Criteria. Today we talk of having the right Decision Criteria and steps you can take to ensure your deal has them.
Why and how does this happen? We all know sellers can be quick to identify and latch onto the first thing uttered that relates to the solution, aka Happy Ears. Sometimes customers only articulate business criteria, which alone can make it challenging to differentiate your solution, especially if they are unaware of the technical requirements. At the other extreme, too many criteria may be expressed. Everyone has a different perspective and need. This can also lead to criteria creep through-out the sales cycle.
The story above exemplifies how weak and incomplete Decision Criteria can derail a deal. Without solid Decision Criteria, several issues can arise:
You risk achieving the technical win.
Evaluations can drag on due to changing criteria.
A lack of consensus on 'why change' fails to center the sales cycle around the needs of your stakeholders and Economic Buyer.
By not satisfying what your customer needs most, you undermine your value proposition.
Fortunately, there are a few steps you can take ensure you have strong complete Decision Criteria.
DIG DEEP AND UNPACK
Don’t settle for the first criteria expressed. Harness your inner Simon Sinek and find the why. Identify the high value reasons and needs at the core. No organization undertakes a platform purchase or process re-tooling lightly. If the customer can only articulate business criteria, that is a great opportunity to help them understand the technical requirements for any solution, not just yours. Besides, you’re the expert. Plus, you may even have a chance to tailor the criteria in favor of your solution.
TEST
Test your Decision Criteria for consistency and consensus. Technical criteria should be critical to a solution that supports the business criteria. Make sure your Decision Criteria align with your Metric and Identified Pain. Most important, ensure there is consensus across your key stakeholders and Economic Buyer as to the most critical and high value needs.
PRESENT, AFFIRM, & REPEAT
As mentioned in our previous post, documenting your Decision Criteria is very important. Having them documented and summarized for easy presentation will help you re-affirm the criteria at every stage of the sales cycle. Given the challenges with collecting solid Decision Criteria, let alone the difficulty the customer may have articulating them, it is vital to re-presenting the Decision Criteria to your stakeholders. It reminds everyone about what you’re trying to accomplish. For anyone new to the conversation it informs them and prevents sudden criteria creep. Repeating the criteria is a great way to ensure you are reaffirming them both internally with your team and with the customer.
CREATE A COMMITMENT
Leverage strong Decision Criteria to gain a commitment to transact from you customer. “If we succeed in demonstrating X, can I count on your commitment to a purchase?” Your successful evaluations should lay a path of commercial inevitability, a technical win and eventually a purchase. Weak Decision Criteria put all of this at risk.
When you continuously build strength and consensus around your Decision Criteria you build security into your deal. Your evaluations will demonstrate the credibility and viability of your solution. You’ll drive commercial inevitability.
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