A client of ours, who provides a uniquely designed sales performance improvement program design for a unique niche, was involved in a large, complex sale with a major company in their market. Traditional sales theory would lead to a focus on one of two roles/personas at the company:
The executive in charge of sales revenue, or
The executive in charge of training.
My client won the sale, and in the debrief we confirmed something very few people would have expected. While the client did a yeoman’s job selling to the typical roles, it was the head of technology (CTO) who was the key player that led the company to not only buy from my company, but to do so without decreasing the scope or paying less than my client proposed. It was also the CTO that prevented the head of training from “checking with outside vendors” to see if they could do the “same thing for less.”
The CTO had no formal role regarding the sales approach or training programs that were implemented by this company. Yet, because of the insights and knowledge that my client developed regarding this company, the CTO was engaged from the beginning. Looking back, it’s likely the smartest decision that was made during the several months of the sales process.