Selling to the Government: Winning the Buyer’s Trust By Peter Adler Seneca Creek Consulting It is common knowledge from Sales 101 that prospective buyers who do not trust us will go out of their way not to conduct business with us or the firms we represent. So how do we gain the trust of the buyer? The obvious answer is: be truthful to a fault with the prospect. If this were the sole ingredient, then everyone would be in a trustworthy relationship. The answer is really quite more complex than this simple statement reveals. Are we timely with the responses to information requested by the prospect? Do we demonstrate that we have a firm grasp of his/her required solution? Do we understand the political and budget pressures that the buyer may be under and the constraints that these positions may impose? We need to be aware of the buyer’s environment and his or her role in relationship to other parties that are part of the entire acquisition process. What is the established relationship with the Contracting Office, members of the Source Selection Board and the Finance Office? These relationships have a direct bearing on the success of the acquisition. Any lack of confidence in you or your firm by any of these parties will surely result in a set-back for the buyer and his ability to conduct business with you. So while most of our attention is focused on the buyer/end-user, we must be mindful that we have to be candid, consistent in our presentations and explanations, and responsive to the expressed needs of all of the “players” who are party to the acquisition process. If any of the parties do not have trust in us, then we have failed to communicate and convey our message in the manner described in the preceding paragraphs. While these points may well be shop-worn bromides, they are nonetheless essential ingredients in gaining and maintaining the trust of the buyers. (For more information, go to www.senecacreekconsulting.com.)