This is the second post in the three-post series on challenges associated with sales of disruptive platforms such as Big Data and how you ca...
This is the second post in the three-post series on challenges associated with sales of disruptive platforms such as Big Data and how you can effectively work with your prospects and others to mitigate them. If you missed the first post in the series it was about �why buy anything.� This post is about �why buy mine."
Convincing your prospects they need to buy a platform is just a first step in the sales process. You need to work with them to convince them to buy not just any platform but your platform.
Asking the right questions - empathy for business
This is the next logical step after you have managed to generate organic demand in your prospect�s organization a.k.a �why buy anything� as I mentioned in the Part I. Unlike applications, platforms don�t answer a specific set of questions (functional requirements). You can�t really position and demonstrate the power of your platform unless you truly understand what questions your prospect needs you to answer. Understanding your prospect�s questions would mean working closely with them to understand their business and their latent needs. Your prospect may or may not tell you what they might want to do with your platform. You will need to do it for them. You will have to orchestrate those strategic conversations that have investment legs and understand problems that are not solvable by standard off-the-shelf solutions your prospect may have access to.
Answering the right questions - seeing is believing
One of the key benefits of SaaS solutions is your prospect�s ability to test drive your software before they buy it. Platforms, on-premise or SaaS, need to follow the same approach. There are two ways to do this: you either give your prospect access to your platform and let them test drive it or you work with your prospect and be involved in guiding them through how a pilot can answer their questions and track their progress. While the latter approach is a hi-touch sale I would advise you to practice it if it fits your cost structure. More on why it is necessary to stay involved during the pilot in the next and the last post (Part III) in this series.
Proving unique differentiation
Once your prospect starts the evaluation process whether to buy your platform or not your platform will be compared with your competitive products as part of their due diligence efforts. This is where you want to avoid an apple-to-apple comparison and focus on unique differentiation.
Even though enterprise platform deals are rarely won on price alone don�t try to sell something that solves a problem your competitors can solve at the same or cheaper price. Don�t compete on price unless you are significantly cheaper than your competitor. The best way to position your platform is to demonstrate a few unique features of your platform that are absolutely important to solve the core problems of your prospect and are not just nice-to-have features.
Care deeply for what your prospects truly care about and prove you�re unique.
The next and the last post in this series will be about �why buy now.�
Photo courtesy: Flickr
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