An opportunity is down to 2 vendors for an Enterprise multi year, multi million dollar deal. I’ve developed a great relationship with the main stakeholder but things have slowed down a bit. He is transparent on the process and is waiting to hear the feedback from the others,

POC has said we're in a good position and we've answered and addressed all concerns.  it's too late in the process to schmooze the other influencers but I feel like I should be, despite the champion/owner specifically asking for me to leave with him. 

what do you do? besides these weekly checkins and such?
🧠 Advice
✍️ Sales advice
☁️ Software Tech
13
UserNotFound
Politicker
7
Account Executive
Are you in-person or remote? One of my favorite ways to “schmooze” when I have a solid relationship is to tell prospects I have a business lunch quota and I’d rather spend my time with them than anyone else. “So, can you do me a solid and let me cater in/take you out to a team lunch? We don’t even have to talk business!”
ChumpChange
Politicker
3
Channel Manager
Love me a butter meeting. Let me butter you up!
TennisandSales
Politicker
3
Head Of Sales
if you have a good relationship with the main stakeholder dont do anything to mess that up.

i would be looking to see if there are any connections of yours that know the other influencers. is there anyone else that can help make an impact.
Sunbunny31
Politicker
3
Sr Sales Executive 🐰
I have had my executives align with other executives at a prospect company. Outreach as peer to peer, etc. Is that an option?
aenima
Celebrated Contributor
3
Principal Account Manager
Holy crap, most of the advice here is awful.

If a deal slows down, then the perceived value you’ve shown has yet to surpass the cost of buying. Period.

You’re in a product bake-off, meaning one of two things has happened:

(1) more than likely this company came to you or (2) you got in first and failed to show enough value and differentiation to close any doubt your product and team could deliver so they moved to a product bake-off.

Too many comments here about ‘schmoozing’ or buying lunches or talking more about yourself/your product, or thinking some executive title circle jerk meeting will make things move faster. A multi-year deal and you have a relationship with adjust 1 person? That’s a failure. Multi-year deals will likely have 8-15 primary stakeholders; if your competition has more than one your odds of winning out drop quickly.

If you had a good reason for them to buy, why aren’t you pressing on that and reminding them? Did you not showcase you can improve things? What’s the use case and impact this could have on them? All this BS about making an impact on your deal, what impact are you making on your potential client? None? Do you have nothing to fall back on and hold the client accountable to?

This reeks of order taking versus value building.
Kosta_Konfucius
Politicker
1
Sales Rep
I your VP or any leader with a good title reach out saying the are excited about the opportunity
SADNESSLieutenant
Politicker
1
Officer of ♥️
Seems like not much more you can do at this point besides add value with checkins and touches, stay in touch, be human
payton_pritchard
Executive
1
RSM
Might be a good spot to get a roadmap call or similar scheduled -- introduce them to some product people and give them the feel of it being a real partnership
jefe
Arsonist
1
🍁
You've got a lot of ideas here to consider, so I'll just say best of luck!
WhoDey
Opinionated
1
VP of Sales
Sounds like you need to have a heart-to-heart with your champion. "You've been such a tremendous help to me throughout this process and I get the sense you want to get this done as much as I do. However, we've clearly stalled. The fact that you're not getting the feedback you need from others is worrisome. How do you suggest we get this back on track?" Be prepared to add: "I have some ideas..." and suggest some of the things others have already added here.
aenima
Celebrated Contributor
0
Principal Account Manager
What’s the update on this deal?
CRAG112
Valued Contributor
0
Account Executive
Have you done a financial stress test to prove you can do what you say you can do?

Who has spent political clout backing you and uplifting you?

What is their buying process? Please be as specific as possible?

What is your champion doing to make you the winner?

Have you proven you can meet all of their criteria?

When does their fiscal year end?

Do their people know your people (CSM, engineers, product, etc?)

How do you know your solution is a priority?

Have any red lines been discussed?

Real talk, I just popped open my personal sales process playbook and fired off a few questions.

Sounds like things have stalled, you're stuck talking to your champion and that's it every week. What can you do to break out of this cycle and ensure traction is on your side with the execs and the buyers?

PS. I also think your champion is screwing you.
Classic and potential case of hubris. I can do it all mentality.
13

Closed a $60k deal after my manager said we’ve lost this after the two people I was speaking to didn’t feel like introducing us to the CEO until they figured out some technical aspects. It felt so good.

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