Peter is also one of the featured experts in our newly released "The CEO's Playbook to Complex Sales". Here are his top three takeaways from his contribution.
1 / Understand how your customers want to consume information
You must communicate with your customer on several levels, tailoring your communications accordingly.
Many sales organizations struggle later in the sales process because the customers won't close.
There's no compelling event, and they're missing some key stakeholders.
All of this stuff needed addressing six months ago.
If there is a single thing that causes sellers to lose business that they 'should' have won, it's that they did not keep all the people involved.
You want your salespeople to really map out the stakeholders and do their homework to understand who and when they need to interact with.
And then doing proper discovery.
2 / Learn from your pipeline
Typically, the difference between deals won and lost is that lost deals sit in the pipeline on average two to three times longer than those won.
This tells us that companies will hold on to deals longer than they should. Not knowing what's gone wrong.
There's nearly always one step where many customers just end up.
If you have a proper CRM, and your people are using it, and the data is there, you will know what needs to be done.
3 / What an ICP should look like
An ICP should change over time.
It should describe the customer you want now, and who needs what you are offering now if it's to yield results now.
A good ICP looks something like:
"Fast-growing (>15% per year) software companies (30- 200 employees) developing B2B software, with internal DevOps, spending at least X per year on AWS or Azure. Where the decision-maker is the CEO/CTO looking to minimise time and cost for migration between environments."
