Large organizations are not just big little organizations. They possess a higher level of complexity that makes them qualitatively different. That’s why navigation in a larger organization is difficult and why it is relatively easy to “get lost” when you are engaged in major account selling.
It’s the reason why top performers in complex sales don’t just plan one call at a time. Instead, they think ahead and estimate where they want to go and then reason back as to the steps they need to take in order to get there.
They think strategically. They also recognize that in major accounts strategy is constantly a work in progress; hence, they are constantly readdressing strategic questions such as:
- Who are the players in the decision process and what role are they playing?
- What are the solution specifications for making the buying decision?
- What is the competitive picture looking like?
- Are changes occurring in the business environment that will impact the buying decision?
- Are there additional ways to leverage our competitive advantages?
Selling in major accounts is not simply about doing more of what it takes to succeed in territory accounts – it is about doing something different.
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