How to Use Value Selling to Overcome the Problem of Multiple Buyers

Have you as a salesperson ever felt overwhelmed by the number of buyers you need to contend with before a buying decision is reached? You are not alone. It turns out that there are an increasing number of stakeholders involved when customers consider a major or complex purchase. In fact, it is estimated that the average number of stakeholders consulted on a business-to-business buying decision is now up to 5.4. And often their agendas, perspectives and goals are conflicting. You can certainly get the feeling that you are a powerless pawn facing an army of players who have multiple moves and priorities. 

Let’s get you off that chessboard and re-write the rules. We will look to the lessons learned in value selling training to help guide your diverse stakeholders toward a decision that makes sense for them and their organization as a whole.

First, what can happen if you don’t change the game? With buyers who have differing levels of interest, knowledge, and priorities around what you are proposing, they are apt to reach a point of no decision. They haven’t agreed on a business goal for the purchase so they show their confusion and uncertainty by avoiding a decision altogether or making a poor decision driven by either a single, rather irrelevant factor or by playing it too safe. Neither you nor the customer wins.

So what influence can you wield to help bring these diverse buyers together so they can make a value-added decision that benefits you both?

1. Commonality.
If you want to align their interests, you need to start with a common language. Use words that are understandable to all and work together to identify a common and mutually beneficial goal. If they are considering purchase of a new software system, for instance, make sure that each stakeholder knows what value there will be for their individual teams. You need to get beyond price considerations to paint the picture of improved business outcomes for all concerned.

2. Input.
Give all stakeholders a voice. Make sure that your discussions include everyone at the table. Each should understand how the others will be impacted by the decision and ensure that there will be support for the changes.

3. Biases.  
Acknowledge stakeholder biases and help to overcome them. For example, sales folks may balk at a new software system because there will be an initial loss of productivity as they struggle with the learning curve and lose customer face time. Counter this with the value of time they will save with the new system’s improvements around customer contact data and reporting capabilities.

Bringing customer factions together takes skill. Consider each stakeholder’s interest and come up with the value each will derive from implementing your solution.

Learn more at: http://www.lsaglobal.com/solution-selling-training