Will wonders never cease?
You have grinded and grinded away, networked, pitched, and cased studied your ass off and then finally a “yes.”
Validation, revenue, momentum, extra drinks for all and well deserved it is.
If you have been following along recently, I’ve been on some kind of mission to help vet out the entire sales process for #CRE and #TECH.
And then asked the question Do You Have Any Idea Who Makes The #CRE #TECH Buying Decision?
Then bringing it right out front and showing you How To Nail The Best #CRE #TECH Sales Pitch Ever!
And with all that here we are finally with a closed sale. NOW, WHAT?
Don’t Worry, Settle In, The Duke Provides!
Here is the first thing you need to define: What does success look like?
Obviously, I am talking about the success of your customer. You may think it’s just as simple as having every human being in your customer’s company using your software. How realistic is that? We both know that answer. Your pitch told them you were going to solve a specific problem for them. Define what that will look like and document that entire process. Also, who within your customer’s organization needs access to those docs and more importantly what data are you providing them? In addition to that identify what the pain points are that your software will address. Ask yourself what the optimal business output is if those pain points are removed. Be as specific as possible. Whatever that best case scenario it should be the goal.
The second thing you need to do is Integrate into existing company structures.
Do you have any idea what that may be? Is that not one of the things that makes your software important to the company you are selling to in the first place. Have you ever thought about how different that maybe each time you get a yes? There have been tomes and tomes written about this very subject. And your strategy to do this is? You may look at the sale of your product as a win, and it certainly was but how you execute the integration of your product into what your customer already has is what? It’s what you sold them. It’s the integration and functionality of your product. If you can’t execute on this one thing you are…DONE! I think most companies or startups have this figured out at the very least and they call this a PlayBook. Don’t have one?
Keeping it simple here but Who are the key players?
Within commercial real estate as with many other industries who those key players are may vary considerably. I addressed this in a previous article but let’s drill down even further.
Let’s start with what I call a Governance structure. To ensure accountability and success of your implementation is there, a governance board or steering committee put in place. The purpose of this committee is to help with the implementation of your product and sustain its potential to deliver its promised value. The committee must also help managers assess the implementation in its current state and adjust content and direction if necessary. They should also allow management to refine the definition of success and maintain alignment with evolving business strategy. (See, I can get business fancy.)Typically this committee is comprised of the project manager, project sponsor, and most importantly senior business unit managers with a vested interest in the success of the implementation process. The last group is important because they will be representing the users within each function of the company.
How about that all-important Executive sponsor. An executive sponsor is a C-level administrator who has a vested interest in seeing the implementation to completion. Ideally, the executive sponsor should be the highest-ranking manger possible. Successful sponsorship requires a deep understanding of organizational culture and awareness of how your software will help the organization achieve its goals. Part of the sponsor’s job is to promote and advocate within the organization, making sure everyone understands the benefits that your company is providing. In some organizations, the executive “sponsor” is the person who is responsible for financially authorizing your deal and is responsible for justifying that spend.
And now to the day to day Project Manager. That person is the most likely individual responsible for the project’s overall performance and success. It is a considerable role and do not underestimate the value of that person’s ability to define what functional resources are needed.
Which leads me to the most underrated person or persons and that is the Technical Lead. I could write paragraphs here, but if you do not have this person or understand what the technical lead is and does in the organization you have just sold to is and does, what are you doing selling SaaS in the first place?
What is your strategy to engage those key players?
No matter how great and intuitive your software/ tools are, the implementation doesn’t equal adoption. Without positive engagement around your product, you risk adoption falling flat and ruining the everything you have worked for to this point. Look at the list above. How are you communicating with them? In other words, what is your plan to proactively communicate throughout the entire process? A few emails here and there? Maybe a Snapchat message to the techy people? Obviously not. Professional messaging on a timeline predetermined and agreed upon by all parties. Might be a good time to look at that Playbook and make sure that’s in there.
But having said that, Who’s job is it to respond in one millisecond to this new customer?
It’s called customer service and “touch.” Again tomes and tomes and tomes. Your strategy and yes script to respond to any questions is? You don’t have a script? You have not even thought out what those possible questions may be? I suggest you figure that out now and you should also find one person in your company whose job it is to do just that. Might be a good idea to have that in place way before any sales happen.
All this personal communication is excellent but what about Data, metrics, measurement and, disclosure.
It’s how we all define success. I can love you, your product and company but….it’s all about the numbers. Not bullshit numbers or “sales bullshit numbers.” Real numbers and benchmarks with timelines and deadlines. Which brings me to disclosure. Give it all away. I said, all and be willing, able, and upfront about disclosing why you miss hit and are dead on all those numbers. It may mean the survival of your company. What do you want the world to know about how you execute and hit numbers? It’s all up to you. Yes, they will all talk.
And to my final point, transparency and honesty!!
Of course you will be, and of course, you are. I did mention the survival of your company did I not? Start doing this NOW. Just be that way. If you can’t execute a certain task, say so. This whole fake it till you make it mentality is complete bulllshit. You have made it so act like it. Most, wait, all the people you are selling to have “made” it career-wise, and they did not get there by…lying or making false promises or Misspeaking (politics) They did what they said they would and when they could not they said so. Welcome to #CRE and the real world.
Well there they are just 7 little tips, I hope they help…if not…?
+1 Cheering for you.
+1+1 Always here to help! Build the Tribe People!