Moving up the ladder

I have moved from through retail/retail management into advertising sales and now secured a role as proposals engineer dealing with large blue chip companies. The sales cycle has moved from 2-3 weeks to 6-24 month. I'm looking for resources that can offer assistance in longer sales cycles and formats for preparing professional quotes.

I am currently chasing contracts valued from £20k to £9m, with limited experience with this type of market

Any guidance or opinions from experienced sales professionals would be appreciated.

Working on larger contracts of greater value doesn't change the sales principles that you should have been using in the past. However it usually implies that "covering the bases" is of even greater importance. I was talking to the sales manager of a large networking company just yesterday, who said that his biggest problem was that his sales people were unable to move past their technical contacts. They found it difficult to find and contact all the buyers, recommenders and influencers within a prospect company. You may find dozens of important contacts within one company on one sale.

Best regards,

Tony

Getting multiple contact in an organisation has not presented itself as a problem, i make a huge efforts in contacting everyone possible in procurement , supplying photos and technical information with different degrees of detail to different contacts.
This seems to cause clients to discuss our products internally and generate regular contact.
Why I posed this question initially is that i am working on a few very large contracts, where I have presented a full presentation and waiting to hear if the contract has been won. I know the client must make a decision in the next few months and i need to ensure that I position myself as the best/first solution (which we are!).
Im just looking for any tips/tricks used at this level.

Salesman, with 30+ years in sales, I can relate to the topic. If you visit my site (www.outsource-sales.net), you'll see that I've been deeply involved in some massive sales initiatives (some have stretched to 18 to 24 months).

When the complexity of the sale impacts the sales cycle, I've found the following formula extremely invaluable:
1. diligently seek out leverage partners *; and,
2. during the early stages, work them fastidiously; and,
3. broaden your base of contacts within the account (remember that "working down" is always better than trying to climb within the account); and,
4. religiously research in order to gain an intimate understanding of ALL the dynamics within the organization (from shareholder motivation to "politics");

If you follow this approach, you'll find yourself becoming the "trusted advisor".

* In the technology business, there is generally an organization adding value to your technology (VARs, OEMs, etc.). In order to optimize your position within the account, you need to uncover who can leverage your offering within this account. Ask yourself, "Other than you, who can profit from the decision?" Work that into a leveraged position ...

Good luck & Good selling!
Pat

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OUTSource Sales Consulting
Visit us: www.OUTSource-sales.net

Outsource Sales approach and advice you need to pay close attention to. He is the real deal.

The best of his advice or what stands out for me (and we do this everyday for the 2nd largest company in the U.S. by capitalization) is the biggest error made in sales. Pat (Outsource Sales) suggests quite rightly that "working down" is better than working up. And the longer the sales cycle is, the more important that advice becomes from one stand point.

After all, do you want to wait a year to find out that the person you were dealing with could not make the decision?

Almost all prospectors and sales professionals make the mistake of starting with middle management positions. Whereas we ALWAYS call the CEO ... then kicking and screaming go after an Exec. V.P.

Memorize this; TOP DOWN WORKS, BOTTOM UP DOESN'T!

Your biggest issue is almost certainly not "preparing professional quotes" but whom is receiving them and the sales presentation you did with them before you quoted. If you are with the ultimate decision maker then your quote is at least being received at the right level.

The quote or written confirmation of my proposal is just that. A confirmation in writing of what has already been discussed with the ultimate decision maker or a person that the decision maker themselves delegated me to.

If the term "proposals engineer" (one as a trainer for 24 years I have never heard) means you are not in touch with the buyer, that you are part of a team and someone else is the face-to-face rep, not you, then maybe all you will be doing is writing proposals, I don't know. But I know sales and it is more to do with face time (of I can call it that) than writing skills.

Good luck and God bless.

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'Covering the bases' means much more than just having 'contacted everyone' you can by 'supplying information'. You sound as though you don't know what's happening in the company, which implies that you don't have a sponsor or "internal salesman". You should know long before a contract is awarded whether or not you are going to be the winner.

You should also be aware that the best (or cheapest) option doesn't win deals ... it is more commonly the best salesperson. If this wasn't true, there wouldn't be so many competitors in most markets.

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http://www.SalesOlympian.com