![]() ![]() To Anderson, conversations with Friends, Guides, and Climbers are easy compared to those with Go-Getters, Skeptics, and Teachers, because the latter group expect a deeper level of information and insight. "They confuse access with action, just because someone is talking to you doesn't mean they're going to do something about it." "Average performers are like electricity - they will always follow the course of least resistance," he said. On the other hand, average performers leaned toward the Friend, Climber, and Guide.Īnderson quoted a customer to illustrate the difference between the two groups. So which are the top three from CEB's stance? Anderson revealed that high performers prioritize the Go-Getter, Skeptic, and Teacher. "You all are very seasoned sales professionals very successful and intelligent, and yet you still can't agree on which is the best stakeholder to engage in a complex sale," Anderson said. ![]() The significance was not lost on the room. The Blocker - Invariably favors the status quo over change, and blocks new ideas.Īfter describing each stakeholder type, Anderson then posed a question to attendees: If you had to choose three of these seven that you would guess high performers prioritize over the others, which would you pick? While some personas garnered more raised hands, Anderson noted that none of the stakeholder types (with the exception of the Blocker) failed to receive at least a few votes.The Climber - A person motivated heavily by moving up the corporate ladder, and who's interested in implementing change that might help boost them up another rung.The Guide - Someone who will disclose the low down on internal conditions and factors a seller might not be privy to.The Teacher - A big-picture thinker who brings new ideas to the company, and is regarded highly by colleagues.The Friend - Is more than happy to give a salesperson any information they might need, including company insights and introductions.The Skeptic - Approaches change cautiously and analytically, and is careful to prepare colleagues for disruption.The Go-Getter - Gets excited about change, and generally prefers it to the status quo.So who should reps prioritize?Īnderson explained that CEB research identified seven types of customer stakeholders: ![]() ![]() Certain types of buyer contacts must be better at persuading others to get on board with change, and are therefore more valuable "ins" from the seller's perspective. They can't - and shouldn't - stall their actions until they corral each and every relevant stakeholder in a room. Still, salespeople have to start somewhere. "I love your offering, but we have to get Jane, Joe, and John on board before we proceed. So while a rep thinks they might be cutting to the chase by reaching out to the contract signer first, they could actually be lengthening their time to close by failing to adequately address the entire stable of relevant stakeholders. But as CEB Advisory Services Senior Director David Anderson pointed out during his Dreamforce 2014 breakout session, widespread, internal support for a new product or service is a critical factor to decision makers. So who should salespeople be talking to? The senior decision maker is an obvious choice. ![]()
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