Technology Sales People – the New Success Profile

Most technology firms have struggled to make their revenue numbers for the past 3 years. The sharp drop in tech spending and vastly competitive landscape can shelter some of the blame. However, the way companies buy has changed – and your sales people must now be able to execute a mission that has vastly changed in a few short years.

Back in the late 90's, companies purchased technology because of it's promise. Decisions making occurred at all levels of an organization typically with a strong recommendation from a "technologist". Buying criteria focused more on current and future features (promise) than on how specifically the technology would solve a business problem. Financial analysis was typically cursory at best. The value brought by the sales person in the sales process was usually subordinate to the "wow" factor of the product.

For the most part, products sold themselves and sales people took orders. The skills needed for a sales person to succeed in the late 90's were minimal. Many were vastly overpaid.

Today, just about every technology sales cycle is long, complex, and brutal. Technology company C-level executives are spending more of their time participating on sales cycles. We all know this is not a scalable model – but why is it happening and how do we fix it?

A successful sales cycle today usually contains the following elements:

• Got in at the right level – at the right time
• Discovered a need that is a current high priority of the customer
• Qualified the opportunity (real opportunity, we can win)
• Articulated a solution that clearly showed how the need would be addressed, why it should be addressed now, and the financial benefit of this solution
• Professionally managed every interaction with the customer including executive level discussions

Using the above example as the new mission, let's examine the skills needed by a sales person to succeed in today's environment

Since decision-making is now made at very high levels, sales people must be able to contact and convince senior executives to invest time with them. Cold calling is a tactic that no longer works. Executives only meet with sales people if 1) you were referred by a trusted source and 2) you have an offering / idea that is currently relevant to them. Sales people today must be able to network and build relationships with people who can refer them into the top echelons of management. These kinds of relationships are built at top schools, industry organizations, country clubs, and other activities such as charitable organizations.

Sales people must also develop a reason to meet. Executives don't have time for chitchat. Reasons are developed by researching an executive's business, uncovering what their top priorities are, and crafting a message that states how you can help with a top priority. Sales people today must understand what business objectives are and how initiatives are developed to achieve those objectives. Specific technology product features are no longer relevant unless they can be directly linked to solving a specific business objective.

Once in the door, sales people must understand and execute executive protocol. The first step of selling is about uncovering a need. Decision makers will not respond to those who lack presence or they deem unprofessional. Sales people must have the questioning / listening skills to get the prospect to open up. Once it's clear the prospect has a problem, the sales person must be able to clearly answer the question, "So how can you help me?" Clearly articulating a path to success will convince the decision maker to invest his company's time with the selling organization.

Deals do not get closed unless the sales person drags them across the goal line. Period. A decision maker must be convinced that the problem needs to be solved now and the optimal solution is clear. It is the sales person job to clarify the problem, map a compelling solution to the problem, and get consensus form the decision stakeholders to move forward – no small task. It takes someone with vision, leadership skills, tact, and perseverance to close complex sales cycles.

In summary, the new technology sales person must:

• Have a referral network that provides consistent access to decision makers
• Be able to develop relevant problem solving ideas for executives
• Professional sales interaction management
• Discover and clarify business problems
• Create and articulate solutions that solve business problems
• Drive complex sales cycles to closure

Of course, there are not that many of these people around. Technology firms will adjust by right sizing their sales teams (fewer, more competent people) and providing them with the resources to succeed (training, support, etc). Think of a "special forces" tiger team as opposed to a much larger, less skilled / less productive, more costly "Chinese army". Order takers need no longer apply.

Author:
Mike Stankus
Managing Partner
Akina
mike@akina.biz

Other Whitepapers:

• Technology Sales People – The New Success Profile
• Diagnosing Your Revenue Generation Issues
• Building a Client Service - Minded Staff
• High Impact Returns from Strategic Account Management
• How to Steer Your Firm to Greater Revenues when you're not in the Driver's Seat
• Sales Tip – Building credibility through "Discovery" Letters
• Selling to Multiple Decision Stakeholders
• Firm Leadership's Role in Retaining and Growing Clients
• The Pursuit Drill ™: Improve Your Sales Team's Ability to Close Deals

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