Mistake Pattern Habit

When assessing prospect proclivity to our pitch, I have often down the years shared with solution sellers what I termed the Fleming Framing. Specifically then suggesting they follow the Goldfinger Law of Bond.

When reading the original source paperback, boyhood me was struck how the 007 author split his novel into three sections. Named as; Happenstance, Coincidence, Enemy Action.

Comprehending where buyers are through their behaviour is a deep well of deal planning.

What I always appreciated about this, was how redolent it is to an iron law of maths. Namely, you need three points for a straight line.

So I was glad to hear of another similar view;

Once is a mistake. Twice a pattern. Three times it's a habit.

I've been in many a formal account review session where the minutiae of a prospect personality leaning gets forensic.

Whether they be Yea or Nay put under stringent test. With plans made to fully bring it out.

There's levers aplenty potentially at play here.

How proposals match their aims. Who they have the ear of. Underlying directions of travel.

How they respond to us. The way they do so. Who else they may involve.

Track records. Core ownership. Live allegiances.

Consider for instance a baseline example. They cancel a meet we deem important, last minute.

One time, then it can happen, right.

Twice and we need to be on guard.

Third nix, and we must take it on.

Whatever the reasons pleaded, anyone doing this is seldom likely to buy.

And all those fundamentals apply.

Have we really a deal here?

Where's the urgency?

Who feels the true pain?

Who gets the ultimate 'win'?

My perhaps unsurprising experience, is how often salespeople let such things slide.

When there's only one destination which can result from that.

We are the grown-ups here. There is no shame in setting out what we see as a mismatch in ours and their organisational, operational differences.

Indeed, it can be the case they need more help from us. They just haven't asked for it yet.

Imagine letting something fall through the cracks when they were desperate for what we offer, but couldn't quite get in position to give it our all.

Protecting pipeline integrity is a non-negotiable pillar of why we succeed. Forcing a hard conversation where required must not be shied away from. Don't slip there.