Maximize Sales Potential by Reaching Everyone Involved

In most organizations, there are more than one and often several people who either influence or actually make buying decisions. A savvy salesperson needs to talk with everyone who is involved in a purchase, but coordinating these efforts among a maze of departments and divisions can be a challenge.

The key to successfully managing sales under these conditions begins by starting off immediately on the right foot. When approaching a new account, use a “top down” selling approach. Start with the highest decision-maker in the company and work your way vertically and horizontally through the organization. The vice president isn’t going to say he doesn’t have time to see you if the president has suggested the meeting.

At all stages of the process, take care to avoid any action that might alienate anyone. Respect the customer’s processes and be prepared to coordinate your sales efforts with several different departments. For example, the marketing director or chief information officer might make the buying decision, but then it’s handed off to the purchasing department for the details to be negotiated. Be prepared for the purchasing agent to focus on details that weren’t an issue before. Find out what the procedures are—all you have to do is ask—and follow them.

Remember your basic sales techniques: Ask questions and listen carefully to the answers. Show how your product or service can meet the customer’s needs and solve problems for them. See clients regularly and entertain them appropriately. Be sensitive to their requirements, even though you may find them frustrating, and respond promptly when there’s a problem.

Always remember the impact of decision-influencers—the people who don’t make the actual purchase but who might make a difference in your results. Receptionists and assistants are often very influential in terms of expressing their opinions about vendors. They can also be a tremendous source of information and support for you, so nurture those relationships in a sincere and non-patronizing way. If the decision-maker won’t be the ultimate user of your product, ask if you can meet with the staffers who will directly use what you’re selling to do a needs analysis and show how your product works. If you get those people on your side, a great deal of your work is done.

Once you close a sale, continue to penetrate the account. Ask the satisfied customer who else in the organization might have need of your products or services. In most cases, they’ll be happy to refer you to someone else you should be calling on—and you might even get a referral to a brand new client.

Share your thoughts on account penetration as a sales strategy.

Jacquelyn Lynn
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