Mastering the World of Selling: The Ultimate Training Resource from the Biggest Names in Sales

Chapter 43. How, What, and Why Projects Fail

Dave Allman

Knowledge-Advantage

HOW PROJECTS FAIL

You just presented your "best and final" proposal in response to one of your customer's major initiatives. They inform you that you have won the business. All they need to do is "get the sign-off" from their senior management. So how is it that six months later you are still waiting for the business?

Customers' initiatives (your opportunities) are expected to improve operational performance and contribute to organizational goals.

McKinsey surveyed CEOs, CFOs, COOs, and CIOs. Their findings: Unless a solution speaks to each of their respective criteria . . . it will not get the sponsorship and follow-through needed to succeed.

A three-step process should be followed to build and sell the case for an initiative. First, stakeholders impacted by the initiative must be categorized (Organizational, Operational, and Infrastructure). Next, business criteria for each category of stakeholder must be determined (ROA, OI, and TCO). Finally, a value proposition must be articulated based on each of the three sets of criteria.

Gartner annually surveys thousands of infrastructure executives. These executives openly admit they do not know how to build and sell the value of their initiatives. Equally important, they are looking for help to build their business acumen and financial selling skills.

Knowing how to identify and articulate a value proposition for each category of stakeholder based on their specific ...