It's all about realization of business value
Proof of value must be demonstrated both by the sellers and the buyers to obtain executive sponsorship. This begins with an evaluation of how much revenue can be gained, how margins can be increased or maintained, and how much money can be saved.
Evaluation criteria is predictably informed by the buyer organization's needs and by requirements the proposed solution places on the organization to achieve value and an ROI. And buying priorities are typically driven by three things:
- The business challenges that led to a buying evaluation are critical
- The solution impact drivers are aligned to corporate mandates
- The challenge resolution vision is complete
5 buyer-enabling things every top-performing sales organization knows
The Power of Establishing and Validating Business Value
Collaboration between buyers and sellers is necessary when mapping the proposed solution directly to the buyer's business needs. Sellers must present solutions that deliver real business value.
Remove Unnecessary Sales Processes
Sales processes that stand between buyers and their goals is the quickest way to kill a deal. For example, when a sales organization is unable to adapt to customers they find themselves needing to negotiate for every access across the buyer organization.
Give Buyers What They Need
To move the buyer's evaluation process forward obstacles must be removed. High-performing sellers take action to address buyer processes and requirements, resulting in buyers being motivated to provide access across their organization.
Let Buyers Discuss, Challenge, and Contribute
Sellers engage and challenge buyers with the buyer's goals in mind. Sellers that focus on providing clarity about how the solution addresses client challenges and insight about the business value are more successful at meeting review and validation requirements of the buyer.
Buyers Are Enabled With Collaboration Channels Across the Seller's Organization
When sellers fail to establish a collaborative exchange between both seller and buyer organizations, they send the message that functions outside direct sales are not relevant to the buyer's evaluation process. Top-performing sellers encourage buyer engagement with pro-active access to key resources across multiple functions of their organization.
Business is not confined to seller-driven boundaries
Sellers are charged with meeting specific revenue-related goals, and it's common to see sales teams who are measured solely on the success of hitting sales quotas. However, without clarity for how the client's business will validate the solution by realizing business value, client organizations are often left to struggle with adoption of the solution. The seller's organization must ensure that customers are engaged in the purchase and execution of solutions that have demonstrated they deliver real business value. That means establishment of a common goal with a collaborative environment that includes clear expectations, visibility, and accountability across the buyer and seller organizations.