How to Sell more when there Are more Stakeholders in the Sales Process?

Nowadays, it is very common that when we have projects that require large investments in companies in the industrial or service sector, the proposals need to be reviewed and authorized by several areas or stakeholders by instructions from management. Generally, there are three main ones.

The first and most important is the project leader. Their role is a priority, since they are the end user of the product or service and the continuity of the operation depends on them. I would translate it as your best ally or your worst enemy, depending on the circumstances, and they will have the most weight in the game, their recommendation and opinions can leave the price out of the game when it does not benefit us. They are the one you must convince in the first instance so that they can support your proposal, since the risk falls on them.

The second stakeholder is the *Purchasing area. ***Generally, they are more focused on the price to find the best economic conditions, term and discounts. It is important to point out that they never make a decision based only on that. Generally, they rely considerably on the project leader to avoid making mistakes and buying something that does not meet the true requirements of the company.

The third is the *Management. ***Their primary role is to give authorization based on the price-quality analysis, whether it meets the requirements or if there is any political issue that could influence the final decision. They have the final say.

Align Value with Stakeholders’ Interests1933

Given the above, it is essential to align value with the interests of each key stakeholder.

Identify and Segment Decision-makers2071

Classify: Who is the person playing the role of leader, purchasing and management or direction (try to seek interaction with them as soon as possible).

Anticipate the Objection with a Personalized Value Map2270

Before talking about price, present a case adapted to each actor:

- To Purchasing: Price, term, discounts, etc. compared to other options.

- To Management: Time, future savings, continuity of operation.

- To operations: solution to the real pain, immediate improvement in productivity, probable risks.

Facilitate the Conversation between Stakeholders2639

Your role is to be the “value translator” between areas: make sure everyone speaks the same language in terms of impact.

Likewise, on many occasions we cannot have access to the last two stakeholders, therefore, what remains is to convert the user (project leader) into your ally to sell internally.

## Strategies for Selling with Stakeholders3288

Below I describe some (https://www.liderempresarial.com/dominar-el-juego-comercial-estrategias-para-lideres-visionarios/)” target”_blank” rel”noopener”>strategies that may be useful to you:

Give Them Arguments to “sell for You” Internally3523

Provide them with a simple presentation (PDF or pitch on 1 sheet) that explains:

- The real problem.

- The solution you offer.

- The tangible benefit for the company.

- The estimated savings.

- Similar success stories.

This gives them tools to convince their boss or purchasing.

Ask Strategic Questions That Expose the Cost of Inaction3874

Example: “What happens if this problem remains the same for the next 3 months? How much are they losing in time, money or customers?”.

This helps them to justify the urgency with the decision makers.

Incentivize a Meeting with the Rest of the Decision Makers4144

Instead of forcing it, propose it like this: “To ensure that this aligns with your goals and budget, would you like us to set up a quick 20-minute call with your boss or purchasing so that they also have visibility of the value it can bring?”.

Make Them Look Good in Front of Their Team4455

Reinforce that they will be the ones who drove an important improvement. If they buy the idea, they become your ambassador. Example: “You are detecting this before anyone else, and that speaks very well of your operational leadership.”

In summary, never forget, nor minimize the value that the end user has in the decision of the sales process.