| Here's some small business marketing advice for | | | | delegating the purchasing decision down in the |
| getting to the key decision-maker. This is often a tough | | | | organization. If you're an unknown entity, the opposite is |
| group to get in front of. The issues are very common. | | | | often true. |
| "I don't know who the decision-maker is." "I get | | | | One of our clients sells a training program to a large |
| intimidated by dealing with a senior level person." "I don't | | | | multi-national bank. When they started working with the |
| have credibility with people at that level." "All her calls | | | | bank, the decision to use their service was made at an |
| are screened." When we look at these challenges we | | | | extremely high level. As the company became more |
| find that they fall into three major categories. | | | | comfortable with the supplier the decision making |
| First, you may be having difficulty identifying the | | | | process became less arduous and was delegated to |
| decision-maker. Secondly, you may be blocked from | | | | more junior level people. |
| getting to the person who can really make the | | | | This presents its own unique challenges. How does |
| decision. Third, many people feel anxious or | | | | one remain in contact with the senior level individuals |
| uncomfortable when they're actually in front of a | | | | when they're no longer directly involved in the approval |
| senior level decision-maker. We'll discuss strategies to | | | | process? New reasons or excuses need to be |
| help you in all three of these areas. | | | | created in order to stay in touch. Developing these high |
| Let's talk about the first area, identifying the | | | | level relationships is so difficult and time consuming that |
| decision-maker. Think about the people at your | | | | one doesn't want them to lapse due to lack of contact. |
| prospective client as falling into one of two groups. The | | | | However, if I just call to thank the high level executive |
| first is the decision-maker. This may be a single | | | | for renewing the contract she'll think that I'm wasting |
| individual, or if you sell a variety of products, there may | | | | her time. Once you waste the time of someone at this |
| be multiple decisions-makers. The decision-maker is the | | | | level it's very hard to regain your credibility. Thus, |
| one who can, as the name would indicate, actually | | | | success with a client creates its own set of |
| make the decision to buy your product or use your | | | | challenges. We'll discuss creative strategies to deal |
| services. | | | | with this situation shortly. |
| The second, and much larger group, includes | | | | As we mentioned there is a second group of |
| supervisors, users of the product and technical | | | | individuals who play a variety of roles in the decision. |
| experts. We'll refer to this second group by the | | | | These are the people we referred to as the SUTEs. |
| acronym S(supervisors)-U(users)-TE (technical | | | | Who are they? |
| experts) or SUTEs. These are people who can | | | | The SUTEs have varying degrees of influence ranging |
| influence the purchasing decision but don't actually | | | | from considerable to negligible. They don't decide who |
| have the authority to make the decision. That doesn't | | | | wins, but they do have a say about who can play. In |
| mean that they're not important. However, their needs | | | | effect they limit the number of participants. The |
| are different than those of the decision-maker, and we | | | | SUTEs tend to focus on the product itself and |
| will need to cultivate our relationships with them | | | | evaluate it based on factors such as, ease of use, |
| differently. It's important that we don't get confused | | | | compatibility with existing systems, or will your product |
| about who does what. Those who claim they are the | | | | make them look good in the eyes of their superiors? |
| decision-maker often do so in the hopes that we won't | | | | By contrast, the decision-makers tend to evaluate |
| circumvent the process by going over their heads. | | | | products or services from a broad strategic |
| Others claim to be the decision-maker for ego | | | | perspective. Issues for them might include, lowering |
| reasons, or simply because they feel that they might | | | | overall costs, impact on profitability or gaining market |
| be able to make the decision. Unless we're sure about | | | | share. |
| the level of influence each individual has in the | | | | Where should you focus your initial efforts? At the |
| company, it's very hard to maximize our effectiveness. | | | | decision-maker or on the SUTEs? It is far better to aim |
| The first step is to make sure that we fully understand | | | | too high than too low. Starting at the top and working |
| what we mean by decision-maker. The bottom line is | | | | your way down is always preferable to attempting to |
| that the decision-maker is the individual who can make | | | | push the boulder up the hill. This strategy also is helpful |
| the decision without further approval. Think of it this | | | | to avoid getting blocked from dealing with the |
| way, when you submit your invoice, who will have to | | | | decision-maker. |
| sign off on it in order for you to get paid? That person | | | | It is very difficult for a SUTE to shut you out from |
| is the decision-maker. Never lose sight of that target. | | | | communicating with the decision-maker if you've |
| That's not to say that you want to just exclusively | | | | already had interaction with him or her. Ultimately, your |
| focus on influencing him or her. That would short | | | | strategy should be to gain the confidence of the SUTE |
| sighted. Decisions are not made in a vacuum and any | | | | and convince her that you are truly looking for a |
| good decision-maker is going to want input from those | | | | win-win outcome. We'll discuss the specifics on how |
| who are likely to be impacted by the decision to buy | | | | you do this shortly. |
| your product or service. | | | | On your pad of paper, underneath where you wrote |
| How do we identify the decision-makers? One method | | | | down the name of the account, write down the name |
| that we will discuss in more detail later, is to purchase | | | | of the person who you believe is the decision-maker. If |
| contact names from a list broker. An alternative to this | | | | you're uncertain about who the decision-maker is, |
| is to hire a recruiting researcher to develop an | | | | simply write down DM with a large question mark next |
| organization chart on a company that's a top prospect. | | | | to it. This will remind you that finding out who that |
| The executive search community has used this | | | | person is should be high on your list of priorities. Next |
| practice for many years and there's no reasons why | | | | write down at least three SUTEs for this account. |
| you can't make it work for you. | | | | These should be people who can influence the |
| If you're targeting specific industries you might want to | | | | decision, although that level of influence is likely to vary |
| consider using any of the larger contact list brokers. | | | | from person to person. Don't feel constrained to write |
| They do a good job of keeping their information | | | | down the names of only three SUTEs. This is a good |
| current and the price is very reasonable. Like most | | | | opportunity to list as many SUTEs as you can. |
| marketing firms we keep a list of these firms close at | | | | Once you've listed the decision-maker and a minimum |
| hand. | | | | of three SUTEs, assign to each of them a level of |
| It's also important to remember that the decision-maker | | | | influence. This is simply whether you believe that the |
| is likely to change over time. Just because a person is | | | | person has a high, medium or low influence on the |
| the decision-maker today, doesn't mean that they'll play | | | | buying decision. Obviously the person you've chosen |
| the same role the next time around. There are a | | | | as the decision-maker will have a high degree of |
| number of factors that will influence this. For example, | | | | influence. The level of influence for your three SUTEs |
| the more you're asking them to spend-the higher the | | | | may vary considerably. Naturally, this is only a |
| decision will be made in the organization. Similarly, as | | | | snapshot of what you believe to be their levels of |
| business conditions become more difficult, the higher | | | | influence at this moment in time. As you learn new |
| the decision is likely to be made. Another factor is your | | | | information about these people, or as their roles |
| personal history with the client. If the company knows | | | | change, you'll want to adjust your contact strategy |
| you or your firm they may feel more comfortable | | | | accordingly. |