How to (really) get a big contract today?
Martin Hurych- před 3 dny
- Minut čtení: 4
Big contracts don't just bring higher sales. Companies can benefit from them in terms of growth, reputation and long-term stability. But winning them is not easy. And today, not at all. Companies that can do it are doing one thing differently: They don't wait for a salesperson to "sell something." They understand that the whole company must be ready for a big customer. But what does that mean in practice? And how to really succeed today?
Further in the article:
What is a big contract? It depends on the industry, but the principles are the same
For a small development company, it can be a 2 million app. For an engineering company, a €50 million contract. But it's not about the amount - it's about the impact on your business. A big contract is one that will move your company in the long term - commercially, operationally, reputationally.
If you are aiming to become a supplier to a big player, you need to be properly prepared for the hunt for big contracts. Big companies have a different mentality. They're not just after the best B2B solution, price or speed. They're looking for reliable partners who understand their business, understand the complexities of their operations and can anticipate potential problems. They realise that making the wrong choice of supplier is a huge risk for them.
B2B sales to large companies: Why having a good product is not enough
Big customers are looking for certainty. That's why they're checking more than ever. They want a supplier that can not only deliver, but also manage risk, scale, and communicate with multiple departments. They want a partner who can speak their language. Not technical, but business.
A large order therefore places high demands on your organisation, your processes and your business thinking. What all determines success?
Prepare your company for big contracts
A great customer doesn't just buy a product. They buy your ability to deliver without problems, even under pressure. So when evaluating suppliers, he asks:
How are your processes set up?
How do you handle volume growth?
How do you handle risk management?
How do you handle complaints and unexpected situations?
Companies that answer "we can do it" are immediately of the game. Without structure and preparation, you can't even get close to a big contract today.
Speak the language of the big customer
Technical details are important. But the first stage of the decision-making process is about something else. Forget "our solution has XYZ feature". Big companies want to know first:
How will you help them reduce costs?
How will you reduce the risks of their project?
How do you increase the efficiency of their processes?
In complex B2B sales, you need to be able to translate your technical solutions into the language of business results. That means: less feature description, more quantification of benefits, process savings and risk reduction.
My tip:
Prepare different arguments for the meeting with the IT director than for the meeting with the CFO. And come to the meeting with the CEO with a clear description of what the whole contract means for his business.
Work together as a team. A salesman can't do it alone
In large orders, the trader is not a lone gunman. He's part of a company-wide mission. The technical team, project , customer service, logistics must be involved. Everyone has to know what's expected of them.
When a salesperson promises something that the delivery team can't handle, you have a problem. When logistics doesn't know about a pilot launch date, you have a problem. When the tech team is silent in a client meeting, you look untrustworthy.
Large customers perceive non-compliance very quickly. Inconsistent communication, unpreparedness or chaotic reactions are a clear signal that a company is not a suitable partner.
Build systematic processes
Big jobs rarely fall into your lap. Don't rely on getting an email with words: "We like what you're doing. Let's work together." It's a long, systematic process. Especially for companies with long sales cycles. It's not enough to respond to inquiries. In complex B2B sales, you have to actively seek out opportunities, prepare for them, and systematically build trust. This means:
Have a clearly defined list of target customers.
Have a plan to get to them one at a time.
Know who makes decisions and who influences decisions.
Build relationships long before a specific opportunity arises.
The most common mistakes companies make in complex B2B sales
They underestimate the preparation
"We'll send an offer, we'll see." No, you won't. You don't stand a chance without procedural readiness.
They only focus on price
Cheap offer= suspicious offer. Big companies want to minimize risk, not price at all costs. Cheaper solution is a bonus, not the main criterion.
They ignore the customer's decision-making process
In a complex sales cycle, between 5 and 16 people are already involved in decision-making. Those who don't recognize influencers, gatekeepers, technical opponents and final decision makers are selling blind. And blind doesn't win in B2B.
Trying to "sell something fast"
Big jobs require patience and trust. A short-term approach is a sure way failure.
Don't wait for the big opportunity. Create it
Winning a big contract in complex B2B sales is not about luck. It depends on preparation, the right company setup and long-term work. So it pays to ask yourself some fundamental questions:
Do we have processes that can withstand a large customer?
Can we talk about our benefits from the customer's perspective?
Are we able to offer not only solutions but also security?
Do we have a team that knows how to win and manage large contracts?
If you're hesitant to answer any of these questions, it's time to get started - start thinking in processes, think like your future customer, and build relationships knowing that every big opportunity starts with a small step.
If you want to win big contracts on purpose, get in touch. Together, we'll set up processes that make it easy.
