Summary of "Управление сложными продажами: методика проектных продаж. Урок 6 урок"

Управление сложными продажами: методика проектных продаж (Lesson 6)

This lesson focuses on object sales as a specific subtype of complex sales, emphasizing its unique business process, stages, and participant dynamics. The content builds on previous lessons about transaction audits and reasons for lost deals, highlighting practical methodologies for managing complex, multi-stakeholder sales projects.

Key Business Concepts and Frameworks

Object Sales vs. Simple Complex Sales

Object sales are likened to playing chess on multiple boards simultaneously, representing multiple companies (not just divisions) with distinct commercial interests.
Participants include investors, general contractors, designers, subcontractors, each with their own expert knowledge and criteria.
Unlike simple complex sales, object sales involve multi-variant competitive offers evaluated across different companies and interests, making the process more complex.

Stakeholder Mapping & Client Map

A client map must include all transaction participants.
Each participant has different motivations and roles; understanding these is critical.
Success depends on managing relationships with multiple companies and their internal structures, not just individuals.

Two Main Stages in Object Sales

Information Gathering Stage:
- Collect comprehensive data on all participants and their real roles.
- Identify the investor and “top of the food chain” to manage the transaction effectively.
- Understand existing supplier approvals and company policies that may limit changes.
- Develop a roadmap of the entire facility/project to visualize the transaction structure.
- Formulate the competitive advantage early; this is not improvised but pre-prepared.
Detailed Participant Analysis Stage:
- Identify who within each participant company influences the transaction.
- Assess influence and decision-making power to prioritize efforts.
- Determine whether to invest time in the deal based on realistic chances of success.
- Develop a deal plan and refine the sales strategy accordingly.

Sales Process and Stage Management

Clear differentiation between sales stages (broad phases) and stage steps (detailed activities).
Each stage has specific target objectives and KPIs.
Avoid combining stages into one process to maintain clarity on where and why deals fail.
Use a technology sales map tailored for object sales to guide actions and controls at each stage.

Artifacts and Tools

Client card: Captures participant details and transaction roles.
Deal plan: Evolves from the client card and guides sales efforts.
Sales technology map: Guides stage-specific activities and objectives.

These artifacts help structure the complex information flow and decision-making in object sales.

Management and Organizational Tactics

Complex sales require ongoing internal training embedded in transaction work, not just one-off sessions.
The role of the sales manager is specialized, focusing on managing multi-company dynamics rather than personal qualities.
Federal or multi-regional sales systems add complexity, especially when working with partners.

Key Metrics and KPIs

Stage-specific KPIs: Each sales stage has its own measurable objectives (not detailed explicitly but emphasized as critical).
Deal viability assessment: Early evaluation of whether to continue investing time/resources based on participant influence and transaction structure.
Competitive advantage readiness: Preparedness before entering the transaction as a key success factor.
Information completeness: Degree of detail gathered about participants and their roles.

Actionable Recommendations

Conduct a transaction audit and lost deal analysis to identify systemic issues.
Map all participants in the transaction with clear roles and interests.
Prepare competitive advantages before engaging participants.
Develop and maintain artifacts (client cards, deal plans, sales maps) to manage complex sales systematically.
Separate sales stages clearly to monitor progress and diagnose failures.
Continuously train sales teams within the transaction process.
Prioritize deals based on realistic chances of success using a top-down approach in the participant hierarchy.

Examples & Case Insights

The analogy of chess on multiple boards illustrates the complexity and multi-dimensionality of object sales.
Real-world experience shows many companies have rigid supplier approval processes, limiting flexibility.
Understanding different product categories is crucial as sales strategies vary significantly by product type (e.g., IT vs. fire alarms).
The importance of “rising to a higher level” in the client hierarchy when lobbying for deals is highlighted.

Presenters / Sources

The lesson is presented by an unnamed instructor experienced in project sales methodology and complex sales management, referencing practical experience from multiple projects.

This summary captures the essence of managing complex project sales with an emphasis on object sales methodology, stakeholder management, and structured sales process design.