People called stakeholders are essential to the success of your go-to-market strategy. If you want to learn tips about getting stakeholder buy-in, you must first understand what ‘buy-in’ means and who these people are. In a nutshell, it means acceptance of and desire to support and participate in something actively.
A stakeholder is an individual or group with a vested interest in the organization’s actions. Stakeholders are rated by priority—those of highest importance are termed “key stakeholders.” The most common of these would include:
- Employees who work for the organization
- Customers of products/services
- Stockholders (investors)
- Suppliers of materials
- Management of the company
- Community members (least significant)
The importance of stakeholders can change with time. For instance, if an organization were to close down, its employees would become stakeholders and lose their jobs. A new investor could also become a key stakeholder if they buy controlling shares.
Not all stakeholders have the same priority, and thus businesses do not target all their stakeholders in the same manner.
For example, a company may be required to meet several demands laid out by its shareholders to be successful (e.g. hire more SDRs vs BDRs); however, it would need to consider the needs of its employees and customers over those of other stakeholder groups such as suppliers.
Stakeholders’ interests and influence must be considered when developing marketing strategies for businesses to succeed.
Marketing can change or impact companies like no other sector has done before due to marketing’s ability to communicate ideas and messages. If communicated well, these messages could lead to opinions about an organization’s practices, ethics, and capabilities.
Difference between Stakeholders & Buyer Personas
Buyer Personas are not the same as stakeholders who make up your Buying Center. A Buyer Persona is a biographical sketch of the sort of customer you want to attract. This is an essential tool for your marketing and sales teams in identifying the most promising leads and prospects.
Difference Between Stakeholders and Shareholders
Although stakeholders and stockholders have many characteristics in common, they are not interchangeable. A stockholder is linked to a firm using ownership of shares. On the other hand, stakeholders can be related to a business through work contributions, patronage, or even taxation. If stakeholders buy into a firm or are granted shares of its stocks, they may become stockholders.
Main Types of Stakeholders
There are typically two types of stakeholders in nearly all projects:
An internal stakeholder is a party or group connected to the project’s company directly. Employees are one type of internal stakeholder who will participate in completing the project. Project managers, resource managers, and line managers are also internal stakeholders.
Internal stakeholders maybe those who work for the firm but are not formally identified as formal employees, such as interns or volunteers. They might also include family members and friends. Internal stakeholders can consist of external investors, like shareholders and partners; company management, the president and board of directors; and outside contributors, contractors, and consultants.
An external stakeholder is a person or entity indirectly linked to the project but whose wellbeing is influenced by its outcome. Vendors, suppliers, creditors, project clients, test subjects, and product users are all examples of external stakeholders.
6 Examples of Stakeholders
There are several case studies of stakeholders in a B2B sale:
The customer is a key stakeholder, a connection between the firm and its financial success. The consumer is generally regarded as the most crucial stakeholder because their support allows them to operate. Companies exist to cater to the wants of a client base that reaps direct benefits from their business.
Employee stakeholders include both current and prospective employees. They develop the goods and services offered by a firm, with good quality work having an immediate influence on customer service. Employees benefit economically from a company’s continuing performance and success. Maintaining product quality and employee confidence requires sound management of personnel.
The government is a secondary stakeholder (indirectly linked to the firm) because it extracts tax money from employees and profits through corporate taxation. The government benefits from a company’s success, receiving a proportion of GDP in return. Secondary stakeholders include media organizations and business support organizations.
Investors and shareholders
Investors, shareholders, and stockholders are all kinds of primary stakeholders who give money to firms to remain financially sound and launch projects. When investors are dissatisfied with a firm’s business strategy or course of action, they can significantly influence its prospects.
A business’s location is a secondary stakeholder since it benefits from the company’s financial investment in job creation. Locally employed people may then invest their earnings back into the community and help to improve its financial health.
Suppliers and vendors
Suppliers and vendors exist outside of companies, but they are considered essential stakeholders since they and the company they sell directly benefit from revenue generated by sales and services. They provide resources, materials, and, in many cases, expertise that isn’t available within a business that can help a firm improve its capacity to satisfy customer and shareholder demands.
Why Stakeholder Buy-in Matters
Getting the buy-in from a few key stakeholders can mean the difference between success and failure, especially if it’s your first time selling to your prospect.
To give yourself as many odds as possible for your vision to succeed, there are several steps you can take to increase the chances of those whose support you need.
An extensive number of influential stakeholders exist in complex B2B sales. Your sales team must obtain support from people who make up the Buying Circle. These people are a powerful influence over the outcome of your sale, and resistance from them makes progress difficult.
Sales Opportunities are often lost when faced with pressure from high-ranking executives, managers, directors, shareholders, and the like.
You must convince each group of stakeholders that your product or service will benefit what matters to each one of them.
11 Tips for Gaining Stakeholder Buy-in
Remember that these are not set in stone—they are meant to be flexible guidelines towards success. That being said, they seem to work the majority of the time! An explanation follows each tip to make it easier to understand how exactly each tip works. Have fun scrolling through them all!
Make sure you include all the people who are involved in the process.
The more stakeholders are included in the process, the easier it will be to persuade them towards a common goal. Your B2B sales team will often target the internal stakeholders such as Initiators, Users, and Influencers.
Your team will be on the lookout for the Decision Maker, but in their search, they may have forgotten to consider the Approver, Buyer, and other Gatekeepers.
It’s natural for project leaders to focus on budget holders, but other internal stakeholders should not be excluded.
Stakeholders may need different input than what a Project Leader is used to, which can complicate things if they don’t try it out a first hand so understand their standpoint, priorities, and needs before moving forward.
Re-create situations where you can discuss topics with them and demonstrate your vision instead of just talking about it. People tend to comprehend better when provided with visual aids.
Engage as early as possible.
It is vital to communicate as early as possible with your stakeholders. The sooner you engage and communicate with them, the quicker you can meet their needs and avoid potential problems from delaying stakeholder involvement and communication.
Give a clear rationale for the project.
The rationale behind the entire activity could be stated as such: We want to achieve something. This is our way of achieving it. These are the expected results. Even if you could not provide them with fully comprehensive reasoning, they would still be more than willing to listen and even cooperate if you show willingness and respect.
Make sure that whatever you say sounds reasonable and isn’t fabricated; consider their wellbeing first before your own, especially since they’re also stakeholders by definition!
Be explicit about the benefits.
Do not shy away from emphasizing the benefits of a project and how it will value the stakeholders. Communicating effectively will set the foundations to gain the buy-in of the decision-making stakeholders.
Identify and manage risks.
Identifying key risk factors and creating a plan to respond can limit the adverse effects of these risks on your project. To improve the success chances, it’s crucial to take necessary steps to restrict worrying potential threats.
In the case of project risk, draft a comprehensive plan to allow for contingencies. This way, you can quickly adapt to any unforeseen events that may cause a delay in your work.
Addressing risk immediately will stop them from derailing your efforts and distract you further down the line. When discussing mitigations, please pay careful attention not to downplay consequences or write too confidently about what would happen should they occur.
This will likely sound like you’re overconfident and unwilling to consider other perspectives on the project – which may cause stakeholders’ concerns about your due diligence.
Listen and communicate.
Communication is essential to successful project management. While trying to obtain buy-in, different stakeholders may have different opinions, and the team should ensure everyone’s input is considered while working towards a shared goal. When soliciting feedback, make sure that each person feels like their thoughts are appreciated. Be sure to provide your own opinions while keeping in mind that any changes should be communicated throughout the project lifecycle.
Be honest, even if the news isn’t what they want to hear.
Being honest regardless of the cost is necessary to promote an environment of trust with your stakeholders.
They will not agree with your plans if they do not trust you in the first place. Stakeholders must never feel a loss of connection with the manager, team, or the company itself.
It’s better to ask for more time to look into something before committing yourself to an answer than simply providing the first response that comes to mind.
The ultimate goal is always to present convincing proposals to be approved by everyone involved. Before offering any plan, it’s vital that you have done all research and considered all possible alternatives.
By showing stakeholders that you have their best interests at heart, they’ll respect your judgment more and elevate their buy-in.
Make sure that everyone who is contributing to the project understands what they are responsible for.
Making stakeholders understand their contributions to the project is where your role as a stakeholder manager comes into play.
Now that you’re becoming an expert at reading people, getting them on board should be easy. You need to explain how they can help and how it ultimately helps the project. The more you explain this connection, the more likely they’ll buy-in.
It always helps to emphasize each person’s role in the big picture, so they understand that they’re not just responsible for themselves – but also their tasks within the group project.
Stakeholders who may otherwise be stubborn and uncooperative will begin to feel more inclined towards helping you once they realize how their contribution relates to overall project success.
Make sure you keep your goals in mind and communicate your progress to others as you work towards them.
As you begin to establish stakeholder trust through regular updates on project success criteria, reaffirming your targets will keep them focused on their roles throughout execution. Setting goals without reaffirming the long-term goal being pursued can derail your sale. To prevent a decreased buy-in, make sure you continue to communicate progress through frequent updates.
Keep things consistent.
Remember: consistency in your message is paramount when it comes time for stakeholders to decide on tasks and requirements within the project’s scope.
Highlight those qualities that reaffirm your strength as a leader through your actions, meaning that if you have been clear about what needs to happen through daily meetings with stakeholders, you will keep them invested in their buy-in.
Provide positive feedback after the project ends.
Providing feedback at the end of a project can be helpful because it allows all involved parties to benefit from the knowledge gained throughout the process. Not only should you thank all project stakeholders for their work, but provide positive feedback about any individual or team’s contributions.
This will help improve future projects because people know what they are doing right and what they need to work on. If anything needs to be improved upon, this strategy works best to understand how they can change rather than just telling someone after it is over.
It is imperative to involve influential stakeholders right from the start. Increased collaboration opportunities should never be underestimated. Classify stakeholders based on their interest and power, and guide them through the project journey and valuable contribution.