Avoid Losing to No Decision
The term “Losing to no decision” is a phrase sales reps use when their potential customer, after a lengthy exploration and proposal process, elects to take no action at all, rather than choose a solution from the sales rep or his (her) competitors. The process ends in stagnation, without a sale – a very discouraging experience for the sales rep trying to close the deal.
A Company’s “No Decision” Perspective
But if we look at the same scenario from the perspective of the company that had been searching for a solution to their business challenge, there are even more serious consequences. The company (and its staff) is worse off than when it began the search, with little to show for all the effort. The lack of action has spurred frustration about the project – possibly discouraging future problem seeking, wasted valuable resources and man-hours exploring the options while the opportunity is unrealized and the original problem is left unresolved.
Avoid Losing to No Decision
Let’s say that you are one of several aftermarket Regional Service Managers of a manufacturing company that makes high-ticket complex equipment like medical imaging machines, industrial robotic assembly components or mining equipment. Congratulations if you actually are the Regional Service Manager. If not, you can always aspire, right?
For a long while now, you’ve been thinking about making recommendations to senior staff that you feel will help the maintenance team become a more active contributor to revenue generation. You want to suggest that the company include additional functionality to the existing parts catalog or upgrade altogether to a highly functional electronic parts catalog.
You’re confident that such a move will reduce costs by providing more accurate parts and service information, streamlining service technician work flow, improving field service performance and minimizing parts misorders. You also know that deeper integration with the company’s business system would give your team access to parts pricing and availability and a built-in shopping cart ordering process would result in increased parts sales.
The only challenge is that you don’t know how to go about making the suggestion in a way that will have impact rather than being ignored. Here is what Enigma has found to be a solid foundation for moving through an electronic parts catalog project and making the right decision to resolve the challenge.
- Have a Goal: Maybe you don’t know all the upfront features, benefits and details like the Regional Service Manager example above. Maybe you just intuitively know that there’s a better way to do things. Any good idea has to be intellectually tangible to gain support, so avoid uneasy vagueness and establish clear goals of what you hope to accomplish. In the example above, the aftermarket manager wants to help the service department become a more active revenue generator.
- Identify Key Stakeholders: Not everyone is going to agree with your great ideas and that’s OK. You only need to gain the confidence of the people who have a direct interest or influence in the decision. This may be the service staff who may be most impacted, the IT department who would oversee integration, and of course the Regional VP who would benefit from an integrated electronic parts catalog or have the authority to veto its progress. Stakeholders are different for every project or company. Figure out who they are and start earning their trust and support. Decision makers can make or break your project.
- Assemble Your Team: Seek out people who share your keen insights, can influence stakeholders or support your efforts. They are your partners, your teammates, and your allies in transforming your inert environment into a dynamic one. They will help keep the project on course. It may be someone like the parts manager who may benefit from increased sales, the top field service technician willing to share insights and experience, or the new IT assistant eager to prove him or herself to the IT department manager. One surprising resource is the electronic parts catalog vendor. Vendors can provide the facts or structure you need to support your position. For example Enigma makes available an RFP sample that can drastically reduce the time and effort put into identifying and organizing the important project details.
- Build a Business Case: Anyone who is responsible for the profit and loss (P&L) of a department or company appreciates when you make a business case that speaks their language. Relate your goals to dollars – what costs will be reduced and by how much will the expected revenue increase? You can still include less concrete results like increased customer satisfaction, but don’t leave out the obvious connection to the immediate P&L bottom line.
Now that you have defined a clear goal, identified the stakeholders, assembled your team, and built a business case, you’re ready and able to help your company move forward with solid decision making.