In consulting and in business there is a tendency to believe that if you show someone how to find that proverbial “pot of gold at the end of the rainbow” that they will be motivated to do so. Seasoned professionals will tend to ask, “What problem are you trying to solve?” to understand if there is a real opportunity or not. If you are unable to quickly, clearly and concisely articulate both the problem and why this helps solve that problem it is often game over then and there (N.B. It pays to be prepared). But, having the right answer is not a guarantee of moving forward.
Unfortunately, sometimes a mere pot of gold just isn’t enough to motivate. Sometimes it takes something different, and usually something personal. It’s more, “What’s in this for me?” No, I am not talking about bribes, kickbacks or anything illegal or unethical. This is about finding out what is really important to the decision maker and in what priority, and then demonstrating that the proposed solution will bring them closer to achieving their personal goals.
Case in point. Several years ago I was trying to sell a packaged Business Intelligence (BI) system developed on our database platform to customers most likely to have a need. Qualification performed – check. Interested – check. Proof of value – check. Quick ROI – check. Close the deal – not so fast…
This application was a set of dashboards with 150-200 predefined KPIs (key performance indicators). The premise was that you could quickly tailor and deploy the new BI system with little risk (finding and validating the data needed was available to support the KPI was the biggest risk, but one that could be identified up-front) and about half the cost of what a similar typical implementation would cost. Who wouldn’t want one?
I spent several days onsite with the prospect, identified areas of concern and opportunity, and used their own data to quantify the potential benefit. Before the end of the week I was able to show the potential to get an 8x ROI in the first year. Remember, this was estimated using their data – not figures that I just created. Being somewhat conservative I suggested that even half that amount would be a big success. Look – we found the pot of gold!
Despite this the deal never closed. This company had a lot of money, and this CIO had a huge budget. Saving $500K+ would be nice but was not essential. What I learned later was that this person was pushing forward an initiative of his own that was highly visible. This new system had the potential to become a distraction and he did not need that. Had I been able to make this determination sooner I could have easily repositioned it to be in alignment with his agenda.
For example, the focus of the system could have shifted from financial savings to project and risk management for his higher priority initiative. The KPIs could be on earned value, scheduling, and deliverables. This probably would have sold as it would have been far more appealing to this CIO and supported what was important to him (i.e., his prize if he wins). The additional financial savings initially identified would just be the icing on the cake, to be applied at a later time.
There were several lessons learned on this effort. In this instance I was focused on my own personal pot of gold (based on logic and common sense), rather than on my customer’s priorities and prize for winning. That mistake cost me this deal, but is one I have not made since – helping me win many other deals.