Knowing the buying organization intimately is key for tech product leaders to drive high-quality, low-regret technology deals at scale., whereby I agree to provide Gartner with my personal information, and understand that information will be transferred outside of mainland China and processed by Gartner group companies and other legitimate processing parties and to be contacted by Gartner group companies via internet, mobile/telephone and email, for the purposes of sales, marketing and research.
In those circumstances, the organization will often fail to buy at all, or make a purchase that they regret — postpurchase regret occurs in 80% of enterprise technology decisions. Gartner sees this average buying team size regardless of the number of different functional areas participating. Counter to conventional wisdom, buying teams with more diverse functional participation are more likely to be clear on goals and typically make decisions faster. The diversity adds perspectives and experiences that help teams minimize mistakes and delays.
Consider modern supply chain organizations, for example. They are increasingly digital and their technologies often touch other functional units, but the CEO is more likely to have veto power over a supply chain technology decision, than leaders of supply chain strategy or planning. A recent Gartner survey found that veto power sat with supply chain IT in 33% and with the Chief Supply Chain Officer in just 17% of organization.
Money is not the only factor that dictates who has decision rights, however. It is still important to understand the balance of decision-making power and influence. Mitigate buyer risk by providing buyer enablement and change enablement, which helps buyers build confidence in their ability to get value from the investment.Even once you know who is buying and why, and who is paying, you need a compelling sales story to guide the buying process. An effective value story contains four parts: the situation, the impact, the resolution and the outcome.Start by verifying that you understand the situation the buying organization is in — its current state.
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