Suppose you’re selling an expense-reducing capital product or service to a building manager. How do you eliminate the perceived risk of the transaction? You first need to demonstrate the value of the project to that manager, underscoring why it is in their best interest to serve as your “internal champion” and help you close the deal.
Next, you need to equip your newfound ally with tools to help him or her sell the idea to anyone and everyone who would be affected by the change… not just the capital budgeting folks, but also the building engineering staff, the occupants of the building, etc.
Be sure your proposal or presentation carefully considers:
- How the project affects each of the above-mentioned players (and potentially many more)
- Which compelling benefits need to be communicated to each player to secure “buy-in”
It is my studied observation that taking the time to craft compelling value propositions that resonate with each player (and identifying and neutralizing potential objections up front) greatly increases your internal champion’s willingness to go to bat for you.
That means a much greater probability of closing the deal, and in many cases, a shorter sales cycle as well.