Where Small Businesses Get It Wrong When Connecting with Buyers

Small business owners and their sales teams often say that the hardest part of winning contracts is getting in front of the right buyer. They attend matchmaking events, register in supplier databases, pursue certifications, send capability statements, and introduce themselves to procurement professionals.

Then they finally get the meeting.

And sometimes, they waste it.

The business approaches the conversation from the perspective of what they want to sell instead of what the buyer needs to buy.

Buyers Aren’t Necessarily Looking for You

Imagine a business owner gets ten minutes with a procurement professional from a large organization. The owner opens the conversation by explaining when the company was founded, how passionate the owner is about the business, every service the company offers, and all the certifications it has earned.

Five minutes later, the buyer still does NOT know why they should continue the conversation.

The owner has answered the question, “Who are we?”

The buyer is trying to answer a different question:

“What problem are they solving for our organization?”

Buyers are responsible for acquiring products and services their organizations need while managing requirements such as cost, quality, performance, risk, compliance, and delivery. The business (or supplier) is to make it easier for the buyer to understand where the company fits.

That requires changing the conversation. A consulting firm might start the conversation with an introduction that sounds like, “We are a leadership development consulting firm that provides executive coaching, leadership training, strategic planning, and professional development.”

A stronger conversation starter for this firm might be:

“We help organizations strengthen their leadership pipeline by preparing new and emerging managers to lead teams effectively. Our programs focus on areas such as transitioning into management, communication, accountability, and leading through change. How is your organization currently developing employees who are moving into leadership roles?”

This is a good introduction because it quickly communicates what problem the company solves, where it could fit within the buyer’s organization, and then transitions into a question that can uncover an opportunity.

"Do You Have Any Opportunities for Me?”

This is another common mistake. The question seems reasonable, but it places the responsibility for identifying the fit on the buyer.

A more prepared business has already researched the organization and has identified a few possible opportunities.

Imagine a food-service company meeting with a public agency that asked, “Do you have any catering opportunities?”

How different might the response be if the company said, "We noticed your organization purchases food services for employee events, community programs, and meetings. We currently handle events ranging from 50 to 500 attendees. Who manages those purchases, and how are those opportunities typically released?"

The latter is helping the buyer have a more productive conversation. The company has done enough homework to ask a better question.

Focus on the Contract Instead of the Relationship

Not every buyer conversation will produce an immediate opportunity. That does not mean the conversation was unsuccessful. A procurement professional might tell you that the current contract has two years remaining. That information is valuable. You now know this is not an immediate sales opportunity, but it may belong in your long-term pipeline.

The next questions become more strategic:

• Who currently holds the contract?

• When does it expire?

• Will there be a rebid?

• Is there subcontracting potential?

• Which department manages the contract?

• Are there smaller purchasing opportunities before the larger solicitation is released?

  
  

Winning larger contracts often requires suppliers to think beyond the next 30 days.

Stop Selling. Start Understanding.

Contracting requires a different mindset. You are not simply trying to convince someone that your company is great. You are trying to understand what the organization buys, how it buys, when it buys, what problems it needs suppliers to solve, and what evidence it needs to trust your company with the work.

The best buyer conversations should leave you with more intelligence than you had before the meeting. That may include an upcoming solicitation, a new contact, a subcontracting lead, an understanding of the procurement process, or simply knowing when to follow up again.

At Aventi Enterprises, we encourage businesses to know the buyer before you enter the room. Clearly connect your capabilities to what the organization purchases. And be prepared to demonstrate that your company can perform.

Getting access to buyers is important. Knowing what to do once you have their attention is what turns access into opportunity.

For assistance preparing to connect with buyers, visit www.aventienterprises.com.