Some of the most effective selling in any context is done by systematically applying certain rules. Selling the business case of business continuity is no exception. Finding out what internal decision-makers want and presenting the case for BC so that it demonstrates value in their eyes, while motivating them to accept sooner rather than later, is all part of the process. But is it really all process and no personality?
It can be tempting to consider that data and figures will speak for themselves. However, as good salespeople know, logic needs to be accompanied by emotion if the prospective “buyer” is to take action. So here’s a quick and basic guide to how four different character types may react to your business case for business continuity, and the emotions you might be dealing with:
- Driver. Your contact is only interested in the results, including, but not limited to company resilience, ways to cut costs without sacrificing BC effectiveness, and possible competitive advantage.
- Analytic. If BC is to be done for the business, then it has to be done following approved methods, procedures and legislation.
- Expressive. BC should be a “living thing”, related to both company and personal values, something that feels good, and if possible makes your contact look good.
- Caring. BC should be a group decision, with consensus on the best solution to adopt under the circumstances. Your contact feels the need to get colleagues involved before coming to any conclusion.
Naturally, people are typically more complex than this. One person is usually a mix of several of these character types at the same time. But if you can spot any dominant traits in the people to whom you need to make your business case for business continuity, you may also find opportunities to exercise greater positive influence.