A Letter From Sales to Buyers, part 1

In my last post, I wrote about the NWC Reader Survey and how a Sales Manager could use it to train his/her sales people. To switch sides, here’s a letter to buyer explaining what Sales needs in order to meet the request and help buyers. This is part one of the letter.

Dear Buyer:

Recently, my Sales Manager and I reviewed the list of behaviors and attributes that make up an ideal sales person. I want to realize that vision because I know if I do, you’ll reward me with your business. In this way, everyone wins.

Before beginning the business justification process, could we lay down a few rules?

First, let’s agree we’re both human. We have feelings and needs and what I’m selling and what you are buying isn’t going to stop the world from rotating.

Second, it is in everyone’s best interest that we acknowledge there are personal outcomes of our decisions. You could be praised for solving a business problem. Maybe given a raise…I could gain a commission and add a recurring client to my list of accounts. All these things affect not only our firms, but our home lives and sense of self. Everyone wants to succeed.

Third, we agree that we want to stay in our positions and we want our companies to stay in business. This means we will not bargain. We will negotiate instead. Instead of slicing up a pie, we agree to make a bigger pie together.

Fourth, we agree we do not make every decision for our firms. Other people are involved. Should we prove the business case for this project, we will fight for it internally even if others say there is no time, budget, etc. We will convince them of the project’s merit if we have to stay late, skip lunch, or travel to make the point.

Fifth, I will supply you with marketing material (swag) if it will help our project move forward. Some people who have decision-making authority are swayed by shiny objects.

Sixth, we agree that if I deliver as promised, you will pay as promised. Also, there are costs to selling. I can build them into the project fee or charge them separately (for analysis, for example). Either way, they will be factored in — just tell me how you want it.

Seventh, at the contracting phase, if Legal is required, we’ll have all decision makers meet at one time to finalize negotiated terms. We will not go through the process of you reviewing my proposal then passing it to your boss, then legal with required revisions at every step. We want to save time, not use a process that increase our time at the office.

Eighth, we will return one another’s calls within two days at the latest. We both call for reasons. I’m a little paranoid and if I do not hear from you, I may invent a problem that doesn’t really exist.Your calls mean you need something and I want to help.

Ninth, if the project involves a warranty or maintenance package, you will buy it if you want us to provide those services. It will put a strain on our relationship if you wait until two years to upgrade and/or call for an emergency fix while my engineers are working on another client’s project. We want to be proactive, not reactive.

Tenth, and finally, we will meet no less than once a quarter, face to face, to discuss the past and future activities. Once we begin this relationship, it is costly to change. Neither of us want change, but if it occurs, it will not be a surprise.

I really appreciate you taking the time to read this. As a sales person, spending this amount of time on a letter means its very important to me. I hope you feel the same.

on to part 2…