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Sometimes it seems like IT sales professionals treat a full lead pipeline as a security blanket. They like to know it’s there … but they don’t do anything with it. The sense is that just having lead available means the future is secure. After all, they can pursue them anytime they want, right? Unfortunately, leads don’t get better with age – especially the hot ones. Eventually, someone will meet a prospect’s needs, taking away the near-term opportunity and giving another company the chance to turn it into a long-lasting relationship. In the end, a full pipeline actually provides little security, if it isn’t approached with swift action.

Of course, there are other reasons why leads are left dormant. Some sales professionals prefer to chase leads that have big tickets, not recognizing that a small client now can become a big one later. And, every rep has his or her favorite accounts, which provide a consistent flow of revenue with little opportunity for growth. In some cases, fear is involved: nobody wants to chase an opportunity and lose.

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You need to connect with the CIO or IT director, of course, when you are selling a solution. Also, you’ll need to show the CFO the value to what you are proposing. Getting a new system’s ticket punched by these two executives is standard practice in IT sales. But, there may be another angle. If your client has a risk manager and you don’t know him — find a way to get on his calendar.

We’re still pretty early in the millennium, but if the first decade is any indication, the next thousand years will be the domain of the risk manager. Financial busts have become commonplace, and natural and manmade disasters (including those resulting from terrorism) have caused profound loss. With these threats looming, businesses need to conceive of a broader set of business continuity/disaster recovery solutions than they did in the past — while also gauging the systems and applications needed to help them identify, monitor and remedy financial risk.

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After a sale is completed, all attention turns to implementation. Your client is looking to you to help turn its expenditure into an investment. The deployment and configuration of systems is crucial, of course, to the creation of value for your client. At the end of this process, there’s usually a knowledge-transfer exercise, in which you prepare your client to take full “ownership” of the new environment. This is also a sales opportunity: leave your client ready for anything, and the odds that you’ll be the first call for the next initiative skyrocket.

Training and knowledge transfer often become casualties of engagement fatigue. Both your implementation team and the client are eager to reach the light at the end of the tunnel, at which point the disruption associated with an implementation recedes, and everything returns to normal. Succumb to the temptation to rush training and knowledge transfer, and you assume two risks: client readiness and a tainted solution provider perception.

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If all you’re selling and implementing is technology, you’re going to have a tough time in today’s market. Your clients don’t need technology — well, they don’t need technology without an attendant business driver. This means that you need to have more than a passing knowledge of your clients’ business, and any solution you are selling should correspond directly to a business need. Of course, the more you know about your clients’ business, the better you’ll be able to make the connection between problem and solution.

The first tier of business-to-technology linkage involves the identification of pain points driven by business needs, but this is often too high-level to become an effective differentiator. Instead, you’ll need to dig deeper, gaining ground-level insights from the people who use the systems that you have to enhance, upgrade or replace. If your client sells shoes, for example, you need to know how the shoe business works. And if you have clients in highly regulated industries, such as finance or biopharmaceuticals, business knowledge becomes crucial.

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Disaster recovery and business continuity solutions should be easy to sell. Everybody needs them, and some businesses are required by regulatory bodies to meet specific and demanding standards. They also represent a place where IT solution providers and manufacturers can distinguish themselves because DR/BC is not only a cost, but one that will show a benefit only rarely. So, a company that can shorten backup and recovery times, consume less storage space and lessen demand on datacenter staff is likely to find a willing audience.

But, there are factors that can frustrate the DR/BC sales effort. There’s plenty of competition, making it harder for our voice to be heard and causing sales fatigue to set in among CIOs and other IT decision-makers. Further, the technologies that can have the greatest impact can disrupt IT — and end-user — operations, a situation that many IT departments seek to minimize. So, what’s intuitively an easy sell can become rather complex.

Here are five ways to tip the odds in your favor:

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If the sales cycle were kept to less than 90 days, everything would be so much simpler. Sales professionals would be able to manage their pipelines to their quarterly revenue objectives and make the decisions necessary to maximize the company’s results and their own. But, those days are long gone. This has led to a myopic perspective, in which leads that aren’t expected to close quickly are cast aside.

The result is an unfortunate dynamic, in which sales professionals are left scrambling for “hot leads” constantly. If they were to allocate some of their time for investment in lead cultivation, they would soon have a robust ongoing pipeline, allowing them to nurture every account and maximize the value of every opportunity.

The opportunity that many sales professionals miss — even purposefully skip — is substantial. Imagine how many leads are cast aside in favor of the needle-in-a-haystack that is ready to make a purchase almost immediately. These are next quarter’s hot leads — or they’ll get hot the quarter after that. In disregarding these leads now, the sales professional could be giving the opportunity to a competitor when the prospect is ready to buy.

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Since self-service information doesn’t always lead to the correct conclusions, as we discussed yesterday, your prospects need your help, whether they realize it or not. They need competent sales professionals and, at times, pre-sales engineers to walk them through the intricacies of a situation to ensure the right solutions are identified and implemented. Without this layer of support, IT buyers who are smart but pressed for time will not always plunge into the details, leaving major causal problems undiagnosed and, post-implementation, not remedied.

Perhaps the greatest challenge faced by IT buyers is that they can sum up a situation quickly and have the strength of reason and experience behind them. This can impede further inquiry and discussion … and result in an ineffective implementation and unhappy client. So, the sales professional needs to begin the process of engaging the IT buyer early, in order to help him move past any preconceived notions that could make a project unsuccessful.

Your prospects will be most interested in answers to the questions they have — even if there are greater issues underlying them. Use their immediate concerns as a starting point, and then guide the dialogue in a manner that gives you a platform for addressing any related or underlying concerns.

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Before the ubiquity of information, prospects were able to get rid of the sales team with the simple demand: “Get me something in writing.” The sales professional, meanwhile, would guard information carefully, letting it slip out incrementally throughout the sales cycle, rewarding the prospect for moving each step closer to a sale. With websites, blogs and message boards available for virtually every topic imaginable, this doesn’t work any more. Most information is already out there.

Rather than give up and assume that the prospect has access to everything, however, there is still room for the controlled release of value-added information; it just has to be managed differently.

Don’t withhold information. That will lead a prospect to look elsewhere, and possibly end up in the arms of a competitor. Point your prospect to your blog, website, case studies and other information pieces — after all, this is why you’ve invested in them. But, make sure your sales professionals are equipped with additional insights — tailored to the prospect — that can be unveiled at each step in the sales cycle. This is where your marketing analytics become incredibly important.

A white paper cannot address a specific prospect’s specific pain points. That’s the domain of the sales force.

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When should the handoff from marketing to sales occur? The trend has been to gather ever more intelligence about your targets before unleashing the sales force on an opportunity, in the hopes that a more refined view of the prospect will lead to a shorter and more successful sales cycle. With more metrics brought to bear on the situation, the conventional wisdom goes, the sales team will be better equipped to communicate with the prospect, understand his needs and close the deal.

There is some truth to this thinking, but it has led sales and marketing departments astray with over-analysis. Analytics and market and prospect intelligence are undoubtedly crucial to the effective progression of a sales opportunity from early marketing efforts through the sales cycle and ultimately through implementation, as well. But, data has become a crutch, preventing sales and marketing teams from moving swiftly to take advantage of clear opportunities.

IT marketers and sales forces need to regain a sense of balance.

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#ITsalestip 1. Meetings don’t matter: good ones do. Gauge value of oppty before scheduling

#ITsalestip 2. Think ROI: how much is each meeting worth in terms of real revenue potential?

#ITsalestip 3. Be able to answer: How did I show the prospect that the meeting is worth it for him?

#ITsalestip 4. Will you leave the meeting feeling like you made progress toward a sale?

#ITsalestip 5. Have something new & interesting to tell your prospect

#ITsalestip 6. Don’t leave w/o clear next steps

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