Winning deals starts by targeting budget holders, not process owners.
As kids, we assume both parents have the authority to give us what we want. What we learn, though, is which parent will grant which wish; which parent to target in which situation becomes the skill that many manipulative kids develop and perfect.
In my household, our daughter targeted me for social asks (sleepovers, group functions, etc), while targeting my wife for requests for stuff (new clothes, etc). Of course, 30 years after the fact, she still denies this observation, while smirking.
As sales leaders, we often need our salespeople to uncover their own opportunities, but they often don’t know who to target for an entry point. Experienced salespeople tend to aim high in the organization (Executive Sponsor), while more junior salespeople are often timid about going high and instead try to find a mid-level executive (Coach) to test their message. Meanwhile, more technical salespeople tend to target the CIO (IT Enabler). Which approach is the best approach, particularly when we typically need relationships with all three contacts to win?
I suspect that if you ask your salespeople whom they target, you will likely receive either one of the three roles identified here or simply suggest that “it depends.” Ultimately, the right answer is to approach the likely owner of the money responsible for your initiative (Executive Sponsor) as it’s easier to get referred to middle management by a senior executive and return to senior leadership than it is to start at middle management and try to climb the org chart.
This entry point, when properly executed with a core business case and references of similar companies, is the senior officer (CFO, COO, etc.) even if you are referred downward to collect corroborative data. This approach makes it easier to return to the C Suite with findings and a business case specific to that company.
For those, who approach IT first with an organizational change business application, expect that you will get rejected summarily in favor of either whatever is currently in place (status quo) or an internally developed (free) solution. Targeting IT is similar to a boxer leading with his chin, begging to get knocked to the mat.
In my household, our daughter targeted me for social asks (sleepovers, group functions, etc), while targeting my wife for requests for stuff (new clothes, etc). Of course, 30 years after the fact, she still denies this observation, while smirking.
As sales leaders, we often need our salespeople to uncover their own opportunities, but they often don’t know who to target for an entry point. Experienced salespeople tend to aim high in the organization (Executive Sponsor), while more junior salespeople are often timid about going high and instead try to find a mid-level executive (Coach) to test their message. Meanwhile, more technical salespeople tend to target the CIO (IT Enabler). Which approach is the best approach, particularly when we typically need relationships with all three contacts to win?
I suspect that if you ask your salespeople whom they target, you will likely receive either one of the three roles identified here or simply suggest that “it depends.” Ultimately, the right answer is to approach the likely owner of the money responsible for your initiative (Executive Sponsor) as it’s easier to get referred to middle management by a senior executive and return to senior leadership than it is to start at middle management and try to climb the org chart.
This entry point, when properly executed with a core business case and references of similar companies, is the senior officer (CFO, COO, etc.) even if you are referred downward to collect corroborative data. This approach makes it easier to return to the C Suite with findings and a business case specific to that company.
For those, who approach IT first with an organizational change business application, expect that you will get rejected summarily in favor of either whatever is currently in place (status quo) or an internally developed (free) solution. Targeting IT is similar to a boxer leading with his chin, begging to get knocked to the mat.
MOIC Pipeline Grader requires gaining support from the executive sponsor and is one of the five markers needed for short term forecast accuracy and is also critical to the MOIC WARD (Wins Above Replacement Deal) algorhythm, which is used to determine the viability of longer term deal success.
Ultimately, the decision on whom to target as an entry point is critical to the very life of a sales cycle in an account and any associated revenue. The moral of the story is that salespeople need to start high, as starting lower or with IT forces a fight against gravity, which almost always wins. If your sales team struggles with account entry, please email dave@moicpartners.com for guidance.
