Sales Modeling

Targeting large corporate accounts with enterprise solutions requires consensus of many.  The larger the company often the more lines of business.  However, don’t ignore your “blind spot” consisting of blessing from the technical side of the house.  Keep in mind; IT organizations these days (think job security) are not always receptive to 3rd parties who have technical consultants.  That being said, to be successful selling into a complex enterprise you need to know who’s who plus their influence.  An organizational chart seems the obvious answer where to start.

However, published org-charts are by default static and often dated.  What you really need is something more dynamic complemented with “inner circle” secret insights.  Therefore, per your “coach” at the executive level request an “internal” org-chart and review it with them.  These typically exist, but are not frequently shared.

Don’t believe me?  In a sales capacity, I once managed a global account relationship with 3M Company.  Although I would describe my role as a “program management office” my charter was sell, sell, sell.  By establishing “trusted” rapport with a then “rising star” vice president from the largest of 3m’s six business segments, I obtained an “internal” org-chart which thoroughly broke down all the pertinent players (with pictures) across 100+ business units.

A list of names would not have dramatically increased likelihood of success; however my “coach” highlighted specific areas of opportunity within strategic business units as well as corresponding executive sponsors.  With his help, propagating success was predictable and expedited.

File this under “intelligence marketing” and through this best practice realize the adage “time is capital.”