As we kick off the new year, let’s dive into the intricacies of ‘enterprise selling’ in our ever-consolidating healthcare marketplace. For companies operating with multiple divisions each independently engaged with your provider clients, there’s a significant opportunity to boost historical growth while improving client satisfaction.
Adopting an enterprise approach can be a game-changer. It goes beyond the traditional selling of a single product line – it’s about providing substantial value and saving time for your clients through a strategic, overarching executive sales approach that considers the whole of your client. This approach can enhance your company’s access to high-level decision-makers, increase efficiency for your busy clients, and accelerate growth with the clients most crucial to your success. The potential upside is significant, but navigating this evolving landscape is complex and full of potential stumbling points that we’ll review later on.
Let’s start with three key things you should do to be thoughtful in your planning to get the most out of the enterprise selling approach:
- Create a Unified Front with the C-Suite: When you consolidate your client’s purchases, it’s not just about numbers – it’s about altering how they perceive your organization. By presenting a unified front, you gain the ability to address their challenges comprehensively. Regular engagement with high-level decision-makers isn’t just an opportunity; it’s a chance to position yourself as a collaborator and problem solver, transcending the conventional vendor-client dynamic.
- Make the Most of Your Client’s Valuable Time: In a world where time is a premium, especially post-pandemic, your enterprise consolidation and streamlined company-wide reporting showcase your readiness and awareness of your client’s time constraints. The primary point of contact, sometimes humorously termed ‘one throat to choke,’ offers a personalized, white-glove service to your most valuable customers, respecting their precious time and maximizing the productivity of your interactions.
- Use Account-Centered Strategies for High-Yield Growth: Here’s where the magic happens. Leveraging an enterprise approach with your top clients can lead to growth that surpasses expectations across the entire company. By intentionally crafting client-centered strategies with the collaborative input of all company divisions, you’re not just selling; you’re orchestrating execution and impactful change. The synergy between your local teams, who understand the nuances of implementation, and your enterprise sales executive, armed with a portfolio of combined ideas, creates a powerful recipe for success. The result? Substantial growth that defies the ordinary.
As we navigate the complexities of enterprise selling, it’s crucial to steer clear of potential internal pitfalls. Let’s take a closer look at some ‘Internal Watch Outs’ that can make or break your success in this strategic undertaking:
- Underselling the Approach Internally: When it comes to branding, it’s not just about the external image you project; it’s about ensuring a collective understanding within your company. Make it crystal clear that your enterprise aspirations are aimed at lifting all ‘boats’ within your organization. Articulate how this approach addresses the challenges faced by your prospects and clients in streamlining their supply chain and minimizing touchpoints with manufacturers and distributors. Don’t hold back in highlighting the potential for increased career opportunities as well as the new opportunities generated from finely-tuned key client alignment. Internal branding, or the story you tell within your hallways, is vitally important and must be delivered with great care.
- Neglecting to Communicate “Wins” for all Divisions: In the realm of communication, your sales and marketing leadership may express concerns about a potential loss of ownership and internal influence. It’s crucial to underscore that the consolidation of your unique and diverse divisions will secure your company a seat at the client’s table that may not be achievable individually today. Smaller divisions stand to benefit by winning a proverbial seat at the table while the larger divisions gain a more robust toolkit to address their most pressing client issues. It’s a mutually beneficial strategy. Focus intently on crafting messaging and results that demonstrate early wins for all the divisions and entities involved.
- Failing to Recognize the Importance of Language: When designating your enterprise point of contact, choose your terminology wisely. While it’s tempting to label your enterprise seller the ‘quarterback,’ this football position tends to dominate the spotlight. Consider alternatives like ‘offensive coordinator’ (if sticking with football jargon) or more generic terms like ‘facilitator’ or ‘director.’ The key is to avoid overshadowing the local team’s role while emphasizing the importance of their function in orchestrating a seamless enterprise effort.
