I would say it's almost zero, even though we know it's about human relations.
The decision to buy for a company is a strictly rational process and any excitement from one person is diluted throughout the sales cycle by their peers.
In my class number 7 of the Prospecting Corporate Customers course, a businessman from the point of sale communication services sector told the following case to those in the classroom:
I managed to get on the line with the facilities director of one of the largest banks in the country to offer my services for their branch signage (entrance totem, external signs, internal signage etc)
Instead of me passing on my commercial script on the spot, I asked the director if he would have a time to talk to me about the possibility of evaluating my company for supplying signage to his agencies.
The director told me: Sure, call me today at 2pm, I'll be more relaxed.
So I did, but he didn't understand, not only to that call, but also the other 15 I tried throughout the week.
Shouldn't I have dealt with it on the first call? I wanted to be nice and ask for a time to talk calmly and the guy disappeared....
My response:
The fact that he has disappeared is a clear sign of disinterest in the offer.
Even if you had the conversation on the first call, the issue would not prosper internally. Then there would be a waste of time for both sides. The person disappearing is an energy saver for the whole system. He is the area director and knows where the call is.
Could you insist 60 more times? I could. Would you have a chance of reversing it? Yes. Minimal, I'd say.
Now, while you insist on reversing a "doesn't matter" how many stakeholders who actually need your services are being left for the competition to deal with?
So talking about insistence is a practice that few can apply. It's a trade off between reversing the negative vs trying a new one. I would say your best chances are in trying a new one.
Let's talk about the excitement now.
Imagine you had that first conversation and clearly passed on the value of your company and all the differentiators and benefits that hiring your services promises when delivery happens.
And suppose you have delighted this interlocutor and he decides to pursue the opportunity internally.
A company of this size has several internal areas that will validate the change of a supplier. All sorts of criteria will be applied at the tables that will analyse this possibility.
However excited the parties may be, collegial pragmatism will set the tone in the decision regarding "OK" or "Not OK", between "Let's go ahead with this supplier" or "Let's stop with this supplier" or even "Let's leave it at that".
No amount of excitement will stand up to an onslaught of arguments against the continuation of some internal technical area.
Therefore we must completely extract from the equation the emotional factor or any language tricks, NLP, rapport and other techniques that are taught in B2C sales courses.
In corporate sales, we deal with collegiate decisions, in a multifaceted construct of convictions that may lead a company to move forward with you or not.
"Ah but I have access to the decision-maker."
This is very good and an excellent sign that you are well positioned. But it's insufficient to get you on the finance department's accounts payable list.
Your proposal to supply to a company needs to pass the sieves of "Why buy?", the "Can't it wait?" and "Why buy from them?"
Centre on answering these three questions with imbued reason and eliminate any emotional and excitement component from your conversion equation.
Yes, being positive, excited and passing on a strong energetic vibe for business is always good. People like to be face to face with the positive, with the affirmative.
So let's be positive, but realistic. A company will only become our client if it needs our offer and is convinced that we are the best option on the market.
There, it is pure reason.
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