Learn how to identify, adapt, and avoid communication pitfalls with different decision-makers in a complex sale. Master this vital skill for complex sales professionals.

In my experience, the coach (sometimes called a champion) can make or break a deal. What do I mean by this? If you’ve identified the coach, test them. Will s/he set up that critical meeting w the CFO or with a group of tech decision-makers? How did you decide on your coach? Were they excited about the technology and promised to “tell everyone”? Did they give you the names of important stakeholders? Maybe they told you when your competitor’s contract was up for renewal. If your coach can be an extension of your team, they are most likely the right person. If they can only talk but not act, consider whether you have identified them correctly.

In my experience communication is to critical any sales stage. It is important to talk with a person and not at them. To have a thoughtful conversation with a prospective client at any stage of the buying cycle it is imperative that a salesperson listen. To truly listen you must ask the right open ended questions, and reconfirm what you just heard. Often we like to rush into solutions before we truly understand the question. You should have a series of open ended questions after each statement. Each question going deeper to the root of the problem. Your goal is to uncover a problem of your client that they did not know they had. It is challenging to find the true root of the problem without a proper line of questioning.

Last updated on Aug 13, 2024

How do you tailor your communication style to different decision-makers in a complex sale?

A complex sale is a high-value, long-term, and multi-stakeholder deal that requires a strategic and adaptive approach. One of the key skills you need to master as a complex sales professional is how to tailor your communication style to different decision-makers in the buying process. In this article, you will learn how to identify the four main types of decision-makers, how to adapt your message and tone to their preferences and motivations, and how to avoid common communication pitfalls that can derail your sale.

Key takeaways from this article

Know your audience:

Identifying the type of decision-maker is crucial. Understand their roles, goals, and pain points to tailor your communication effectively for each stakeholder.### *Craft your message:Adapt your message and tone to resonate with each decision-maker's preferences. This ensures your communication is relevant, impactful, and persuasive in addressing their specific needs.

This summary is powered by AI and these experts

1 Identify the decision-makers

The first step to tailor your communication style is to identify who are the decision-makers in your complex sale and what role they play. Typically, there are four main types of decision-makers: the economic buyer, the technical buyer, the user buyer, and the coach. The economic buyer is the one who has the final authority and budget to approve the deal. The technical buyer is the one who evaluates the technical aspects and specifications of your solution. The user buyer is the one who will use your solution and benefit from its features and benefits. The coach is the one who supports you and advocates for your solution internally. You need to understand their goals, challenges, pain points, and criteria for each type of decision-maker and map them to your value proposition.

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Gerard Campillo Madrid

Sales & business development SAP S/4 HANA, SAP BTP, TI services, cloud and cibersecurity, HCM
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It's important to identify if someone has several roles at the same time. Sometimes the coach or the champion is the user's voice or the economic buy.

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Harlan Blumenthal - DTM

🔐 Strategic Software Sales & Account Executive 🔐 Security SaaS & Technical Sales 🔐 Enterprise & Channel Accounts 🔐 Practitioner of Governance Risk & Compliance, Data Protection, & Data Privacy
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In my experience, the coach (sometimes called a champion) can make or break a deal. What do I mean by this? If you’ve identified the coach, test them. Will s/he set up that critical meeting w the CFO or with a group of tech decision-makers? How did you decide on your coach? Were they excited about the technology and promised to “tell everyone”? Did they give you the names of important stakeholders? Maybe they told you when your competitor’s contract was up for renewal. If your coach can be an extension of your team, they are most likely the right person. If they can only talk but not act, consider whether you have identified them correctly.

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Hervé Petetin

Enseño y entreno a comerciales a cerrar ventas complejas gracias al conocimiento del Comportamiento Humano | Los comerciales y clientes son personas | Director Comercial en Interim Management Part Time Tools4ever Francia
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En este punto 1, el artículo plantea la identificación desde el rol de cada interlocutor es decir la parte del negocio. Según mi experiencia, es clave identificar la forma de ser y tomar decisiones de cada uno de ellos. Ejemplo: Es muy distinto tratar con un comprador económico si es: 1) Decidido, directo y orientado a la acción buscando resultados rápidos y tangibles. 2) Analítico y detallista valorando la precisión y la exactitud. 3)Solidario y colaborativo valorando las relaciones estables y armoniosas. 4) Entusiasta, creativo y sociable explorando nuevas ideas y preferir un enfoque dinámico y flexible. Todo es útil y nada sobra. Después hay que aplicarlo al comprador técnico, usuario y entrenador.

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2 Adapt your message and tone

The second step to tailor your communication style is to adapt your message and tone to each type of decision-maker. The message is what you say and the tone is how you say it. The message should focus on the relevant aspects of your solution that address the decision-maker's needs and concerns. The tone should match the decision-maker's personality and communication style. For example, the economic buyer is usually more interested in the strategic and financial impact of your solution, so your message should emphasize the return on investment, the competitive advantage, and the risk mitigation. Your tone should be confident, professional, and concise. The technical buyer is usually more interested in the technical and functional features of your solution, so your message should highlight the innovation, the reliability, and the compatibility. Your tone should be factual, logical, and detailed. The user buyer is usually more interested in the operational and personal benefits of your solution, so your message should showcase the ease of use, the efficiency, and the satisfaction. Your tone should be friendly, empathetic, and supportive. The coach is usually more interested in the alignment and collaboration of your solution, so your message should demonstrate the value proposition, the differentiation, and the partnership. Your tone should be respectful, consultative, and appreciative.

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Gerard Campillo Madrid

Sales & business development SAP S/4 HANA, SAP BTP, TI services, cloud and cibersecurity, HCM
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Sometimes for adapt your message the best way is to have individual meetings. In my experience, changing your tone with everyone often causes disengagement with your audience.

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Harlan Blumenthal - DTM

🔐 Strategic Software Sales & Account Executive 🔐 Security SaaS & Technical Sales 🔐 Enterprise & Channel Accounts 🔐 Practitioner of Governance Risk & Compliance, Data Protection, & Data Privacy
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Understanding your audience is crucial for effective communication. Focus on what matters most to each persona beyond simply knowing them. During discovery calls, uncover their pain points and goals. What challenges do they face, and what would make their work life easier? After the call, tailor your message to address each persona's concerns. Confirm your understanding: "I heard you say 'x,' which impacts your business through 'y'." Maintain professionalism, as your communication may be shared and influence decisions. If you need to do this in a face-to-face setting, prepare the questions you would ask beforehand and repeat them back for clarification.

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Hervé Petetin

Enseño y entreno a comerciales a cerrar ventas complejas gracias al conocimiento del Comportamiento Humano | Los comerciales y clientes son personas | Director Comercial en Interim Management Part Time Tools4ever Francia
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La capacidad para adaptarse, conectar y mostrar versatilidad es fundamental para tener éxito. Estas tres habilidades no solo mejoran la eficiencia del proceso de venta, sino que también fortalecen la relación con los clientes, convirtiéndolos en socios a largo plazo en lugar de simples compradores. Adaptación es la habilidad de un comercial para ajustar su enfoque y sus estrategias según las circunstancias cambiantes y las diferentes personalidades con las que se encuentren. Conexión se refiere a su habilidad para establecer una relación genuina y de confianza con los clientes. Versatilidad es su capacidad de manejar múltiples enfoques y técnicas de venta dependiendo del contexto y el cliente.

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3 Avoid communication pitfalls

The third step to tailor your communication style is to avoid communication pitfalls that can jeopardize your complex sale. These pitfalls are mistakes or misunderstandings that can create confusion, distrust, or resistance among the decision-makers. It is important to verify and validate what each decision-maker knows, thinks, and wants about your solution and address any gaps or objections. Additionally, you should use clear, simple, and consistent language that can be easily understood by all decision-makers and explain any terms that may be unfamiliar or ambiguous. Furthermore, you should always listen attentively, ask probing questions, and summarize key points with the decision-makers to show your interest, uncover their needs, and ensure alignment. Finally, be assertive, respectful, and confident in your communication style while adapting to the decision-maker's preferences and expectations. Tailoring your communication style to different decision-makers in a complex sale can help build rapport, trust, and influence with your prospects; thus increasing your chances of closing more complex deals.

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Michael Moore

Regional Account Manager at Sonatype
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In my experience communication is to critical any sales stage. It is important to talk with a person and not at them. To have a thoughtful conversation with a prospective client at any stage of the buying cycle it is imperative that a salesperson listen. To truly listen you must ask the right open ended questions, and reconfirm what you just heard. Often we like to rush into solutions before we truly understand the question. You should have a series of open ended questions after each statement. Each question going deeper to the root of the problem. Your goal is to uncover a problem of your client that they did not know they had. It is challenging to find the true root of the problem without a proper line of questioning.

Like
Hervé Petetin

Enseño y entreno a comerciales a cerrar ventas complejas gracias al conocimiento del Comportamiento Humano | Los comerciales y clientes son personas | Director Comercial en Interim Management Part Time Tools4ever Francia
Report contribution
Existen posibles efecto del uso excesivo del estilo de relación y comunicación de un comercial: 1) Analítico: . Parecer frío y distante . Sobrecargar al cliente de información . Hacer demasiadas preguntas Irritarse con un cliente que parece desordenado y poco riguroso 2) Colaborativo: . Ser indeciso . Perder confianza y seguridad . Evitar confrontaciones . Perder convicción en los productos o servicios . Ser demasiado lento 3) Entusiasta . Hacer promesas difíciles de cumplir . Perder el sentido del tiempo . Olvidar los detalles menores . Fallar en el seguimiento 4) Directo . No escuchar a fondo las necesidades del cliente . Parecer intimidatorio . Urgir al cliente a tomar una decisión . Ser dogmático . Tener un ritmo demasiado rápido

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4 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you tailor your communication style to different decision-makers in a complex sale?

1

2

3

4

1 Identify the decision-makers

2 Adapt your message and tone

3 Avoid communication pitfalls

4 Here’s what else to consider

Complex Sales

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