“Accept the reality you have very little control except to be a good human and be a strong resource. The buyer controls the buying process, it is their process, you are there as a guide.
Be open and freely share information to help inform the decision criteria, things like competitive landscape differences, and key features / functions your solution solves. Save them work and show contrast to make picking the right solution, not just your solution easy.
Mutual Action Plans are an obligatory list when executed well
Be really good at business justification and building business cases that you can help them get buy in around and align executives”
“ 1. Scheduling weekly check in calls where you actually provide value to the buyer. A call where all you ask is "hey, any updates?" only shows the buyer you don't value their time.
Some things I like to do in my check ins to provide value are bring in a specialist on something they are interested in for a best practice session, set them up with a customer reference call, look at a small specific use case in the platform outside of just a demo, send them to a webinar and offer a one on one call with the speaker after. The bigger the deal, the easier it is to get the resources, but there are still plenty of ways to provide value even in smaller deals.
2. Make the Mutual Action Plan about the buyer's timeline and not when you want the deal to close. When we build out the mutual action plan together I let them know that this is about their goals and when they want to get steps done. This is also a good time to do business discovery and understand what compelling events frame the timeline.”
“I find out when my champion/their team have their weekly standup As soon as possible. Next steps typically happen after specific conversations internally where we are not present. So by finding the standup meeting they have scheduled to discuss this, I can offer a meeting before(if they want to prep), or for after the standup to collect feedback. if they opt for after, I send them additional resources /information to make sure they're confident in the conversation. Being on a committee's timeline and how they operate rather than just your point of contact is crucial IMO.”
“I also like to work around a scheduled team meeting and/or a project. Depending on where we're at, it's either a walk-through or a working session. Projects are great since we're working to meet their timeline. I've found it helpful to visualize in one place what each person needs to accomplish in order to achieve the bigger goal. Each of them can rank to what degree our tool(s) met their needs and that can be taken the the decision makers if they're not already involved.