Today I got the dreaded email that no salesperson likes to get. Keep in mind, I have been trying to have a phone conversation or face to face meeting since after Christmas to discuss the status of a MS contract they wanted completed in 2009. The email went like this: "It is most likely I will be going with another vendor for my Microsoft licensing". The approach you and Bill Gates* have taken with myself, Gumby* and our CIO is not conducive to our culture and frankly I found it very offensive. I do not appreciate high pressure sales and this has been the approach first with Steve* and then with Bill* . "
It all started because a prospect of mine needed to save money on their MS expenses. I know we're in a horrible economy, everyone I know has lost a business in 2009, got downsized, rightsized or just plain fired.I was thrilled to find this client and learn of their need to save money. My approach to my clients and business in general hasn't changed I focus on the client. I have been aware that Florida was known as the normally quirky " yes, no" fickle and sometimes smarmy climate to call a sales career. Far from the "Bluegrass, Buckeye and Hoosier" states I developed so many long lasting value based business relationships. I know it is a generalization, but I was going to fix all of Florida's smarmy reputation with my newly acquired southern charm, mixed with my Northeasterner roots. You know, all with my rainbows and unicorns "can-do" attitude.
When I worked for IBM Software group, a peer of mine coined a cute term "when yes really means no". That was to sum up what it was like doing business in Florida. At first I thought that only applied to her accounts . I could probably write a book about how strange the IT folks and Procurement conduct themselves in Florida, especially Orlando. It might just be a sign of the times and many business styles converging in a very dynamic and ever changing Florida.
After this confusing and provoking email (is she calling me someone who offends others?!?). I had to do a gut check on what I may have done or not done to cause this client to feel pressured. I had nothing. So I turned to several books, a mentor and did more fact checking on all the players involved with this account.
It's all about creating value. I thought I had created value and trust. I was advocating and relating and asking all the right questions. Apparently, something's amiss, since we were not getting this deal and the person who was, has no way of getting to my price point (without some smokey backroom smarmy kickback deal involving things I don't care to post). I was focused on driving value through the Microsoft EA agreement vehicle and looked at all my client's options for buying Microsoft. We are one of the leaders in this space so I thought I had covered all the bases.
In my journey to figure out why I had lost, I pulled out this interesting book given to me when I lived in KY called Let's get real or let's not play" by Mahan Khalsa. Chapter 6 is dedicated to "No Guessing!". I should of realized I was getting what Khalsa calls "Yellow Lights" in parts of this sale cycle and thought everything was going to be fine (the eternal optimist).
We all slip up, even the best sales people. This experience has reminded me to never "guess" a motive with a client again. The next time I am prevented from getting to the stakeholder (s). I will remember that means there is more to learn and discover. Ask more questions Even my boss was duped!
I see the errs of my ways. In an effort to be responsive in this horrible economy I took my eye off the ball. ROI isn't just for client's anymore. It's a two way street.
In the end, I discovered the CIO is married to the sales person from a "Mom & Pop" Microsoft reseller. The same reseller that screwed up the original contract that we fixed with the vendor. Who can compete with that? Who would want to? So I was had. I gave my time, information, resources, advice and Microsoft connections away freely and was used all the way to the end. Mahan speaks often of "intent counts more than technique". What a relief, I can get a do-over tomorrow and my intent with this account was pure.
*names have been changed to protect the innocent.
It all started because a prospect of mine needed to save money on their MS expenses. I know we're in a horrible economy, everyone I know has lost a business in 2009, got downsized, rightsized or just plain fired.I was thrilled to find this client and learn of their need to save money. My approach to my clients and business in general hasn't changed I focus on the client. I have been aware that Florida was known as the normally quirky " yes, no" fickle and sometimes smarmy climate to call a sales career. Far from the "Bluegrass, Buckeye and Hoosier" states I developed so many long lasting value based business relationships. I know it is a generalization, but I was going to fix all of Florida's smarmy reputation with my newly acquired southern charm, mixed with my Northeasterner roots. You know, all with my rainbows and unicorns "can-do" attitude.
When I worked for IBM Software group, a peer of mine coined a cute term "when yes really means no". That was to sum up what it was like doing business in Florida. At first I thought that only applied to her accounts . I could probably write a book about how strange the IT folks and Procurement conduct themselves in Florida, especially Orlando. It might just be a sign of the times and many business styles converging in a very dynamic and ever changing Florida.
After this confusing and provoking email (is she calling me someone who offends others?!?). I had to do a gut check on what I may have done or not done to cause this client to feel pressured. I had nothing. So I turned to several books, a mentor and did more fact checking on all the players involved with this account.
It's all about creating value. I thought I had created value and trust. I was advocating and relating and asking all the right questions. Apparently, something's amiss, since we were not getting this deal and the person who was, has no way of getting to my price point (without some smokey backroom smarmy kickback deal involving things I don't care to post). I was focused on driving value through the Microsoft EA agreement vehicle and looked at all my client's options for buying Microsoft. We are one of the leaders in this space so I thought I had covered all the bases.
In my journey to figure out why I had lost, I pulled out this interesting book given to me when I lived in KY called Let's get real or let's not play" by Mahan Khalsa. Chapter 6 is dedicated to "No Guessing!". I should of realized I was getting what Khalsa calls "Yellow Lights" in parts of this sale cycle and thought everything was going to be fine (the eternal optimist).
We all slip up, even the best sales people. This experience has reminded me to never "guess" a motive with a client again. The next time I am prevented from getting to the stakeholder (s). I will remember that means there is more to learn and discover. Ask more questions Even my boss was duped!
I see the errs of my ways. In an effort to be responsive in this horrible economy I took my eye off the ball. ROI isn't just for client's anymore. It's a two way street.
In the end, I discovered the CIO is married to the sales person from a "Mom & Pop" Microsoft reseller. The same reseller that screwed up the original contract that we fixed with the vendor. Who can compete with that? Who would want to? So I was had. I gave my time, information, resources, advice and Microsoft connections away freely and was used all the way to the end. Mahan speaks often of "intent counts more than technique". What a relief, I can get a do-over tomorrow and my intent with this account was pure.
*names have been changed to protect the innocent.
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