It is a coordinated effort to close contracts with large companies, dealing with multiple decision makers, long sales cycles and a high expectation of customization.
Another striking detail involves the complexity of the purchasing decision. Gartner says that, on average, an enterprise sales process involves between 6 and 10 decision makers .
This complexity makes it difficult to achieve internal consensus, prolonging sales cycles and reducing the final conversion rate.
To overcome this challenge, Rabi Gupta, CEO of EvaBot, highlights email lists australia in the article “ Real Rapport For Real Success: Enterprise Sales ” that creating and maintaining good relationships is everything in the life of a salesperson in the enterprise segment.
How can we do this? We recommend listening to the experience of Denis Tassitano, SAP Concur's vice president for Latin America. In a memorable appearance on the Roda da Prospecção podcast , he provided valuable insights on how sales professionals can navigate this challenging scenario. Below, learn the best ways to achieve the best results.
What are Enterprise Sales?
Enterprise sales involve complex negotiations with large companies. Unlike fast, linear cycles, here the processes are long and multifaceted, with cycles that can take from six months to two years, depending on the maturity of the client and the complexity of the project.
According to Denis Tassitano, SAP VP for Latin America, “selling to large companies is like managing a project: each account has its own schedule, stakeholders and challenges.”
What makes selling to large companies different?
Enterprise sales are a world apart. Denis Tassitano points out that selling to large companies is much more like managing a project than following a continuous process.
The reason? Sales cycles that can take months to years, multiple stakeholders involved and specific requirements such as supplier registration and approvals at different levels of the hierarchy.
“Sales to large accounts are like a project with a well-defined beginning, middle and end ,” he explained.
Therefore, it is essential to plan each stage, from prospecting to closing the deal. A lack of planning can turn a sales cycle into a frustrating and unproductive experience.
Another point highlighted was the importance of understanding the customer's right moment . Each large company has its own calendar of priorities, which can vary depending on the segment. For example, companies like Ambev do not implement major changes during critical periods, such as the peak of summer.
The Importance of Project Management in Enterprise Sales
One of the highlights of the conversation was the relevance of project management concepts for salespeople operating in the enterprise market.
Denis argues that to manage the complexity of sales to large accounts, it is essential that salespeople understand and apply project management practices, such as those described in the PMBOK ( Project Management Body of Knowledge ) .
“The best course for those who want to sell better to large accounts is not negotiation, it is project management. It is learning how to deal with stakeholders, mitigate risks and organize critical paths” , said Denis.
He highlights that enterprise sales planning should include:
Identifying critical steps : Understanding what can cause delays, such as supplier registrations or approval deadlines.
Realistic schedules : Work with clear deadlines, established together with the client.
Risk management : Anticipate obstacles and find ways to overcome them before they impact the progress of the sale.
Denis further explains that a good enterprise salesperson must act as a project manager, capable of aligning internal and external teams, defining priorities and ensuring that each stage progresses as expected.
This approach not only improves the customer experience but also reduces losses during the sales process.
Profiling: The Starting Point for Success in Enterprise Sales
One of the most relevant topics of the episode was the concept of profiling . This practice consists of mapping the stakeholders within the client's organization, identifying the decision makers and understanding how each of them influences the purchasing process.
Furthermore, he highlighted that each interaction with a contact can be used to discover more relevant stakeholders. “ For example, a manager can point to a director, who in turn can point to a global executive involved in the purchasing process. This continuous approach ensures that no decision-maker is left out .”
To make this happen, he shared some best practices:
Creating personalized agendas : Tailor presentations and materials to meet the specific interests of each stakeholder, maximizing relevance and engagement.
Presentation Recording : Produce specific cuts of meetings or demonstrations to share with decision makers who were unable to attend.
Support for the client's internal team : Provide clear and objective materials so that the client's employees can present the solution to their own boards or managers.
Denis explained that profiling is not a one-time effort, but an ongoing one. “During interactions, you discover new people and adjust your strategy to engage the right stakeholders. This ensures that no key player is missed.”
Inclusion in profiling
Denis also shared an example of how SAP hired people on the autism spectrum to perform profiling tasks.
He explains that these people have unique skills, such as extreme focus and attention to detail, making them ideal for analyzing data and mapping stakeholders.
This experience not only improved profiling accuracy, but also provided valuable lessons for management and inclusion in the corporate environment.
How to engage decision makers at large accounts
One of the biggest challenges in enterprise sales is ensuring the engagement of decision-makers who often do not actively participate in all stages of the process.
For Denis, involving decision-makers requires strategy and creativity :
Connecting peers : Create opportunities for client CEOs or executives to talk to other peers at partner companies. This builds trust and adds value for both parties.
Personalized presentations : Adapt the approach to focus on what really matters to the decision-maker, avoiding generic or long content that distracts their attention.
High-impact actions : Simple personalizations, like sending a handwritten letter or unique materials, can make a lasting impression.
Denis also warns about the importance of avoiding “escalating” contact with decision-makers abruptly, as this can compromise the relationship with teams already in the process.
Prospecting strategies: outbound, inbound and ABM
Another point raised was the need to combine outbound and inbound strategies to reach large accounts. While inbound works well to attract interested leads, outbound is essential to reach specific stakeholders.
Denis also defended the use of Account-Based Marketing (ABM) as an effective approach to personalize actions and increase the chances of success.