The Vetor: An abrupt end to your sale process
The Last Senate of Julius Caesar by Raffaele Giannetti
Something you might have experienced: You’ve been working on a sales project for several months. It feels good enough to report back positively to your superiors and colleagues. And suddenly you are told: “STOP - everything back to square one – there’s a department not agreeing with the proposed changes.”
This may be the moment you first encountered the Vetor.
Meet Your Unseen Sales Challenge: The Vetor
The Vetor is the Buying-Centre-Persona that many salespeople like to overlook. Partly intentionally, partly unintentionally. Neglecting the Vetor often results in bigger issues down the road: All stakeholders have already been met, requirements, needs, fears and goals have been identified and you have presented your offer in a slick, coherent package. And then, the Vetor speaks out for the first time. Out of the blue. And your sales-project comes to a standstill.
Read here, how to identify Vetors, how to get them on your side and save your sales projects from an abrupt end.
A bit of context: Understanding Buying-Centre-Personas
Here’s a bit of context for any first time-reader of my blog: This article is from a set of articles about Buying-Centre-Personas. Buying-Centre-Personas are a great way to identify all the important participants in complex B2B sales processes and to tailor your sales team's communication strategy to those individual participants.
This way, you prevent boring high-level decision-makers with unnecessary project-details, annoying professionals from specialist departments by showing them only overviews or giving too much space to employees of your customers who make little difference to your sales process. By analysing Buying-centre-personas, you will also gain a better understanding of the internal political structures and the distribution of power. Additionally, you’ll be able to identify hidden supporters and recognise and change(!) the minds of potential opponents in good time.
The "fox" - the decision-maker behind the decision-maker - was the subject of the previous article on buying centre personas. You can read more about it here.
Veto!
The word "veto" comes from the Latin for "I forbid". The concept of a veto originated with the Roman offices of consul and tribune of the plebs. There were two consuls every year; either consul could block military or civil action by the other.
Vetors have power. Not the power to say "yes" (that would potentially make them decision-makers). But the power to say "No". And that “No” can cost you weeks, months or even a deal.
Vetors hold important positions in your client's company. But they are not sufficiently in an average salesperson's field of vision. Sometimes, because a Vetor doesn’t work in the departments primarily concerned with the salesperson’s deal.
Vetors often have little to do with the core issues addressed in your sales process. If you look at the bigger picture though, they are definitely needed to provide support to make your project successful.
The IT-department "just" must provide the infrastructure.
Purchasing "just" must agree to a somewhat unusual payment plan.
The CSR manager "just" must accept that the CO2 calculations of your auditor are as correct as those of their preferred supplier.
The long-established technology provider "just" must disclose the interface to its systems.
HR "just" must approve an exception for this one position.
Notice anything? "Just" is that one, mean trigger-word. It doesn't matter if you're a sales manager or a sales professional: Hearing this word, should make your alarm bells ring.
"Just" is often a hint at hidden information to be discovered - or an unchecked assumptions (see also "The Donkey in Sales") - and you should follow up and investigate as soon as possible.
Reasons for a Veto
There are some good reasons for a Vetor to stop your sales process. Some reasons may seem like objections to you. Some like pretexts. Your job in sales is to identify these reasons early enough - before a veto - and to defuse them for your sales process.
Identify possible vetoes before they are voiced!
Here are some example veto-statements you might come across:
We are at full capacity. There is no way the project can start at the proposed time.
Our technology and yours do not match. Integration is not an option.
We do not allow these payment modalities.
These project parameters do not fit our standard procedure.
You do not have the necessary certifications.
Our team will not tolerate this type of work / task distribution / collaboration.
Which veto has already cost you time and nerves? Let me know in the comments!
The best way to deal with a veto: Do not take it personally and stay calm. The even better way to deal with a veto: Take care of it in advance and stop it from happening.
How to engage a Vetor
Here are two different strategies to engage the Vetor. The first one is my preference. I encourage you to use this whenever possible. It’s an easy approach based on standard sales strategies to win a Vetor over. The second one, well, let’s call it a last-ditch scenario you should only use if the first failed.
Identify - Involve - Integrate
Engage the Vetor and make sure they can be and want to be on your side.
Identify
Make sure all Vetors are identified.
Note: Depending on the industry you’re working there might be a standard set of usual Vetors. Don’t rely on that list! It could blind you to what really is important.
Your Champion (see next article on Buying Centre Personas) will ideally be able to put you in touch with the Vetor and equip you with all relevant information about the Vetors.
Involve
Seek out the conversation with the Vetors.
Identify objections and pretexts.
Help the Vetors to be able to not say “No”.
Integrate
A "yes" pronounced by a Vetor can also bring relaxation to your decision-makers. Most Vetors are not occupying this Buying-Centre-Persona for the first time. Sometimes they are even well known and dreaded for their nay-sayer qualities.
Bypass and eliminate
Note: These are not instructions for a sniper-attack. But “eliminate” is definitely the word to use, as it reflects the aggressive nature and potential conflict this strategy holds. Only take this approach if strategy 1 doesn't work.
At best "bypass and eliminate" is a last-ditch contingency plan. You need to know in advance it may be fraught with considerable downsides.
To consider this variant, these conditions should be met:
You have access to the real Decision-Makers, to real power in your target organisation.
Your relationship with the Decision-Makers is strong and resilient.
You know that this Vetor will not play a substantial role in your success in the future.
If those conditions are met, it might be advisable to talk to Coach (also ref. future article) and Decision-Makers about how to get your project back on track.
Make sure you consider all the possible fallout. Political, personal and financial. And weigh whether the rewards of your actions outweigh the risk.
Summary
The sales process in complex B2B scenarios is a balancing act. While we strive to satisfy all stakeholders and overcome all obstacles, there are often hidden forces that can derail the process - the Vetors. These powerful, often overlooked players in the buying centre can make the difference between a successful and a missed deal. Understanding, identifying and effectively engaging these Vetors can not only make the sales process run smoother, but also build long-term relationships with our clients.
Join the Discussion: I'd love to hear your Vetor - stories. How have you overcome a Vetors “No”? What strategies have you used? Share your thoughts below!
Need More Insights or Assistance?: If you want further information or assistance on how to implement the ideas presented in this article, I'd be delighted to hear from you. Don't hesitate to reach out!