"How to Enterprise?" explores the complexities of trying to sell to large enterprises from the perspective of tech company professionals in sales, go-to-market (GTM), or product roles.
It uses a fictional deal between a Silicon Valley tech company and a Forbes 100 enterprise to highlight the typical challenges in not just selling, but effectively implementing services within large corporations.
It emphasizes the importance of understanding the significant differences between decision-makers who authorize purchases and the users who will ultimately integrate and operate the technology.
Activation Over Adoption
To be successful, tech GTM motions need to shift focus from mere adoption to activation of technology within enterprises. In a nutshell, activation success === executive sponsor success === c-suite word-of-mouth flywheel
To achieve this, tech companies should consider establishing an Enterprise Activation Product team dedicated to translating tech capabilities into tangible benefits for the enterprise. The idea is to "sell what the pen can do," not the pen itself, utilizing the enterprise’s existing networks, including key executives and consultants, who can champion the tech and oversee its integration.
This ensures the software is not just purchased but effectively utilized to enhance operations.
Productizing Integration Partnerships
Building tools not just for the customer but also for the integrations partners with entrenched consulting practices within these enterprises is crucial. These firms act as both sales facilitators and integration specialists, streamlining the process of introducing new technology into an enterprise's established systems.
Addressing Integration Challenges
Integration challenges are not just technical. They're also structural and political within the Enterprise. By creating specialized teams that collaborate closely with consulting partners, tech companies can significantly improve their chance to win. This approach not only accelerates the effective activation of products but also ensures the realization of substantial, measurable returns on investment for the customer, essential for network effects to get future business.
Conclusion
Don't go to market with Enterprise you do for SMB. Don't underestimate the quality of the pitches needed and hire true Product practictioners to come up with best-in-class applications of your capabilities that are specific to each Enterprise prospect, and cognizant of their strategy.
Leverage intel from already embedded consultants to understand what's important to execs right now. Build tools and support for them as they are your most effective channel.