Already on Rhythm?
Sign in with Google
Managing a sales team selling to small businesses (SMBs) and large enterprises (LEs) can be a challenging task, as both require different approaches to be successful. While the end goal of selling remains the same, the methods used to achieve it can vary significantly based on the target customer. In this article, we’ll explore why managing a sales team selling to SMBs might need to be managed differently than selling to LEs, and provide a side-by-side comparison of the key differences.
Selling to SMBs: When selling to SMBs, a salesperson’s approach should be more personal and focused on building a relationship with the customer. SMBs tend to be more relationship-driven and value personalized attention, so a salesperson should be prepared to spend time getting to know the business, its owners and key decision-makers. The salesperson should be able to articulate the value their product or service brings to the SMB and should be prepared to answer questions and provide examples of how their product can help the business.
Selling to LEs: When selling to LEs, the approach should be more formal and focused on the data and information that support the value of the product or service. LEs tend to be more data-driven and value efficiency, so a salesperson should be prepared to provide data and information that supports the value of the product. The salesperson should also be prepared to address any objections and to negotiate terms and conditions.
Selling to SMBs: The decision-making process for SMBs is often more personal and less formal. SMBs tend to have fewer layers of decision-makers, which means that the salesperson will likely be speaking with the business owner or a small group of key decision-makers. This can be both an advantage and a challenge, as the salesperson will need to be able to articulate the value of the product or service to each of these decision-makers.
Selling to LEs: The decision-making process for LEs is often more formal and can involve multiple layers of decision-makers. This means that the salesperson will need to be able to articulate the value of the product or service to each layer of decision-makers, including upper management, procurement, and technical teams. The salesperson should also be prepared to provide data and information that supports the value of the product.
Selling to SMBs: The buying motivators for SMBs tend to be more personal, such as the desire to improve the business, increase profitability, or save time and resources. The salesperson should be able to articulate how their product or service will help the SMB achieve these goals.
Selling to LEs: The buying motivators for LEs tend to be more data-driven, such as the ability to reduce costs, increase efficiency, or improve the bottom line. The salesperson should be able to provide data and information that supports the value of the product and how it will help the LE achieve these goals.
Sales Cycle Length
Selling to SMBs: The sales cycle for SMBs is typically shorter than for LEs. This is because there are fewer decision-makers, and the decision-making process is often more personal. The salesperson should be prepared to move quickly and efficiently through the sales process.
Selling to LEs: The sales cycle for LEs is typically longer than for SMBs. This is because there are multiple layers of decision-makers, and the decision-making process is often more formal. The salesperson should be prepared to invest time and effort into the sales process, and to be patient
