This deal was sourced through a Salesforce Partner back in May and was looking to transform digitally. They had a number of disparate systems and used Bullhorn, traditionally a recruiting tool, as a PSA and a CRM. Since they owned the relationship because CMO had a relationship with the partner, they ran the evaluation how they wanted it. The deal went sour very fast with a lot of pointless and uproductive meetings. The customer didnt know what they wanted and required extensive guidance. Another major problem was the partner purposely kept us out of the conversation way too many times on purpose... We are the ones who sell the software. By August, the deal almost died until I made a call to one of my champions and asked for feedback from the leadership team. The customer gave me their feedback, and I explained our process in the evaluation and how I felt it could have been better if we tried a different process. The customer in relief agreed. This was a critical point in the relationship as the customer saw that I was someone they could trust. Within a month, we went back to a proper technical discovery, collaborated internally, as well as with a number of PSA and ERP solutions. We demoed, and sent a proposal after several meetings. It was really important to note that the customer trusted me enough to invite me to a NetSuite evaluation which was one of our competitors. I visited the client to confirm their priorities vs niceties and this was critical in us securing a timeline to close the deal. By the second week of November, we had it closed!
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