From THE PROCESS
Perfect adherence to the Process will not guarantee a successful outcome—in fact, it could be the path to failure, unless informed by critical thinking, good judgment, and hard work. The team makes the sale, the process is a tool, a disciplined approach to organizing complex activities. The Process front loads collection and analysis of all sorts of data, some of which will require further investigation and study before you’re ready for the first gate. Think of it as a roadmap, with checkpoints along the way. Follow the map, answer the questions. “Who will make the decision to buy the product?” Don’t have an answer? Get one. “Who are the people who will influence the decision-maker?” “Who on the team will be responsible for working with the influencers?” Probe. Question. Take nothing at face value. Someone may say, “The Navy wants it to have a swing wing.” “By ‘Navy,’ you mean the Chief of Naval Operations?” “Well, no not really, it’s the Commander Naval Air Systems Command, NAVAIR.” “Is it really the commander?” “Well, no, not exactly . . .” And there must be someone tracking progress, checking off the items on the list, one by one until all are done.
Let’s say, you’ve been told that Country C is ready to buy some airplanes. Is this a real opportunity, or is this just wishful thinking on the part of Country C, known for having a fragmented, contentious government and a thin bank account? Perhaps there have been some changes; new government, struck oil. Check it out. Or, perhaps this customer always asks for more planes than they can buy. It’s not because of lack of funds but because they don’t have the support facilities ready or can’t train the pilots and maintainers fast enough and can absorb just so many planes at a time. Check it out.
Why does Country C want to buy this product at this time (replace aging fleet, counter neighbor’s arms build-up along the border)? For that matter, what do you know about—or can learn about—Country C? Where do they want to be ten years from now? What is their acquisition process? Do you know anything about their support capabilities? That is, you are about to try to sell a very complex machine to a country with one foot still in the middle ages. Will the mechanics be able to keep this airplane flying? If not, what could you offer by way of in-country support? What are the Most Important Requirements (MIRS)?
Don’t ask the customer directly, what are his values? You’ll get the school-approved answer and learn nothing. When you ask a military guy, “What do you see as the prime driver here?” and get the answer, “Price,” don’t believe it for a moment. There’s a world of difference between selling commercial aircraft where price is everything and selling in an environment where the guys who are buying your airplanes don’t have to pay for them---it is not their money! Military guys want performance and most of them don’t much care what it will cost. That’s for Parliament or the Congress to worry about. Or maybe the guy says, “Value.” Maybe. You have to pierce the fog. I don’t think we ever nailed what the customer really wanted---the customer, that is, the general above the guy you’re talking to, or his boss.
One would hope that you already have been cultivating Country C, perhaps through a local office and regular informal contacts. In any event, now is the time to spread out across the globe and start talking with people, not just key people in Country C, but anyone who has worked with or understands them. Ask—and listen. As my third grade teacher, Sister Mary Charity, said: “God gave you two ears and one mouth. A design to encourage that you listen twice as much as you speak!” Wise counsel.
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