The average B2B buying-group now includes 5.4 different stakeholders from across departments, business units, geographies, and functions; and as the number and diversity of stakeholders goes up, the probability that the group will achieve meaningful consensus goes down dramatically. These diverse customer groups will struggle to achieve the consensus required to take any new action at all, and of those that do agree to take new action and make a purchase, the majority will resort to the cheapest option.
Faced with this situation, most sales professionals pursue a strategy to of tracking down each stakeholder and winning them over individually. Unfortunately, this approach fails to address the underlying group-dysfunction that reduces the likelihood that the supplier will sell a high-quality or profitable deal, or that the customer will take any action at all.
CEB Sales Leadership Council has identified the activities that high-performing sellers take to reduce stakeholder group-dysfunction by 31%. This reduction translates to a 68% increase in the likelihood of a higher-cost suppliers winning the deal, and a 23% increase in the likelihood of selling additional future offerings.
, Corporate Executive Board (CEB)