I was working with a client to figure out how to neutralize a deal blocker and it got me thinking…
Have I ever been a deal blocker?
I can think of many times I’ve been a mobilizer, particularly for sales enablement tools.
However, I realized there was a moment where I blocked a fairly significant deal.
Let me tell bring you into the room when...
Our customer success team was deciding between three fancy new solutions.
In the conference room were 3 members from Customer Success, the Head of Customer Success and Sales Engineering.
But, they were at a stand still.
Until they pulled me into the room and asked, “Juliana, what do you think?”
My first question was, “Why are we looking at a new solution?”
This question revealed the trigger event to be a communication redundancy issue between Customer Success and Sales Engineering.
It wasn’t clear who was in charge of solving a problem which created some confusion for our customers and ourselves.
After discussing the issue a little more however, we realized something.
It turns out there was a way we could structure our existing solution to solve the trigger problem.
Next I asked, “Ok, these tools are better than what we have, but if you buy one who’s going to train the team and implement everything?”
Everyone looked at each other until someone said, “Well, that’s something the suppliers said they’d take care of.”
Me: “How many times do you see our solution value not realized because our customers don’t have someone internally taking full responsibility of the implementation?”
And that’s the time I squashed a deal.
Like most deals, the team ended up sticking with the status quo, even though the solutions on the table were clearly more sophisticated.
So, what would have neutralized me, the deal blocker in this case?
1. Create a compelling case for why now
You already know that your buyers have a lot going on.
Implementing a new project or service in addition to what they’re already doing is going to require a compelling business case for why now.
A single trigger issue on its own can work, but when put to the test with other stakeholders starts to lose its power in making the deal happen.
Your buyer needs to be answer this question:
What would your next quarter look like if you didn’t implement this now?
If they can’t sell the “why now” back to you on the sales meeting, how are they going to do to a group of their colleagues?
2. The Case for More Outbound
You’ll notice this was a reactive evaluation caused by a trigger event.
When you’re brought into an evaluation at this stage, it’s a lot harder to shape the conversation so you’re not commoditized.
However, if you start the conversation during the education phase of the buyer journey, you can get them to prioritize the unique competitive advantage that no other supplier has.
Even more, you’re able to get all the stakeholders in the room to talk about it.
Imagine, if one of the customer success supplier was in this meeting?
But as you know, it’s getting harder to get your buyer’s attention with traditional outbound tactics.
If you want to learn how our clients are getting around this, I just created a new FREE training to learn how.