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Top Tactics for Selling to a Buying Committee

Brooks Group

Bigger deals usually mean bigger committees, which present unique challenges compared to selling to an individual decision maker or even a small group. Lack of clear authority, conflicting priorities, and the logistics of keeping 7, 10, or 12 people in the loop make the B2B buying process an increasingly tough sale.

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Ohmae’s 3C Model (Strategic Triangle)

Flevy

The framework facilitates providing strategic insights into the factors essential for the success of an enterprise. Ohmae’s 3C Model (Strategic Triangle) has its applications in Strategic Planning, Market Analysis , and guiding Decision-making processes. products, services, technology, organizational culture, and so on).

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Achieving Uniformity Through a Standard Reporting Process

AchieveIt

The sheer disparity in reporting styles and information makes it difficult for the strategy leader to compile a cohesive picture of the organization’s progress, which hinders their ability to make informed decisions. Some focus on contextual updates, while others emphasize metric-driven results.

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Unveiling virtual data rooms (VDRs) for due diligence processes

PandaDoc

It provides decision-makers with empirical insights to navigate through mergers and acquisitions (M&As) and other business transactions. Let’s highlight how virtual data rooms can help you enhance the due diligence process by ensuring data security, streamlining workflows, and facilitating seamless collaboration. billion by 2028.

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Selling to the C-Suite: Strategies for Reaching Executive Decision Makers

Brooks Group

As buying processes grow more complex, it’s becoming increasingly important for sales professionals to gain access to senior executives and C-level decision makers. Today’s major purchasing decisions often involve cross-functional buying committees that include executives from the C-suite. Your prospect lacks budget authority.

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Two Real-World Stories: Cultivating a Single Source of Truth

Planview

Each company is a trailblazer in evolving PPM to meet stakeholder needs and achieve strategic objectives. Both companies sought to streamline data and reporting while empowering their stakeholders, using a centralized enterprise PPM solution. For smaller portfolios, we did not make all capabilities mandatory.

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You Shouldn’t Spend More Than a Few Days on Your Strategic Reporting

AchieveIt

Quarterly tracking seems like a reasonable approach, giving you enough time to assess performance and make the necessary adjustments. They should be guiding the organization and making strategic decisions, but instead, they’re spending around 70% of their time dealing with these updates.” Decisions cannot be made confidently.