Handling Your Tough Customers

Throughout my career, I’ve faced relationships with sales leaders that are tenuous at best. No matter how hard I tried, I just couldn’t seem to break through their loathing for marketing. It’s tough being in that situation because in most cases, sales, being the ‘deal closers’ of the organization, have a louder voice in the organization. When you have a sales leader who won’t stop screaming to their executives about the lack of support they get from marketing, it can be a real headache and distraction. Been there, marketers?

 Sometimes it feels like taking the easy way out; in buckling and giving them what they want ‘this one time’, will make everything better. But what I’ve learned after being in this situation numerous times is that you have to respectfully hold your ground on the big issues. Let small stuff slide (earn some points where you can!), but when a ‘tough customer’ sales leader tries to interfere with the bigger marketing strategy, you have to hold your ground. Sales can get very focused on the tactical, (they aren’t trying to submarine marketing strategy), but they’re in the heat of the moment on a deal and they need something NOW. Or, they’re getting pressure from management for not driving enough pipeline and marketing becomes their go to for help (which is OK, but it needs to be a collaboration).

 What do you do when faced with that sales leader who won’t 'let it go’?

 This is where being grounded in a few key areas will ensure you are making decisions based on facts and data as opposed to emotion. It will help you hold your ground – and hopefully earn a little bit of their respect, in the face of the upset sales leader.  

1.   Think about the customer (journey)! When writing this post, I originally had this further down the list. But let’s face it; customer is king and we’re in the age of personalization. We have to be very deliberate and specific about the journey on which we are taking our customers. Sometimes what’s being asked of us by sales does not stay true to the journey, nor does it provide a suitable alternative journey. It’s pretty easy to explain this one to your frustrated sales leader. They may not like it, but how can you argue with acting in the customer’s best interest?
2.  This ties to #1, but is worth mentioning separately. Understand your overall marketing strategy, key priorities, routes to market strategy and KPIs (key performance indicators). Even if you are not the owner of that strategy, know what it is and what priorities the organization is focused on. If done right, sales executives have had the opportunity to review and provide input into these guiding documents for marketing. A good strategy is a living document that is revisited regularly. In the age of agile, a good team is constantly reviewing results and making adjustments, involving key stakeholders (like sales) along the way. Stick to that plan and suggest to your ‘challenging’ sales leader that they get involved in the process so that their voice can be heard earlier in the planning cycle. 
3.  This may go without saying, but I will anyway. Learn how to say ‘no’ without really saying no.   Offer an alternative to what’s being requested – one that does fit in with your strategy. Suggest another way for the seller to accomplish their end goal. Don’t just say no and walk away if you can avoid it. 

Does it work?

Even my ‘toughest customers’ have responded well to these strategies. They might never become my ‘fan’, but they usually at least stop making life more difficult. I’ve had some pretty challenging situations with some strong willed customers, but usually we can respectfully come to an agreement on something that is acceptable to both sides.

 Key Takeaway

So, what’s the big lesson here? Get key stakeholders involved in your planning and mission. Make sure they understand and have an opportunity to ask questions. Keep stakeholders involved in your planning process, make them aware of shifts in your strategy and why and give them ample opportunities to ask questions. If they choose not to participate, that’s their decision, but it’s our job to offer them the opportunity. If they do start to make noise about lack of support, try to work with them to find a solution that fits within the marketing strategy.

 Your Thoughts

What do you think? My goal in writing these posts is to try to bring some of my experiences to bear for marketers who might struggle with their relationship with sales. I’m sure other marketers struggle and have lessons learned – I’d love your input! Thanks for reading!