01
Identify a credible entry point into the account
CONCRETE OUTPUT
Focused commercial ownership of a priority account opportunity.
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ILLUSTRATIVE SCENARIO / 04
Aerospace & Defence
Access to the account. But not to the buying process.
Developing a strategic opportunity for engineering information-management software across a complex organisation.
THE PRODUCT
Engineering information-management software
THE CUSTOMER
Aerospace and defence engineering organisations
THE COMMERCIAL MODEL
Enterprise software licences and implementation support
Illustrative scenario. The deliverables and progress described are envisaged, not achieved results.
01 / COMPANY CONTEXT
A real-world technology business.
A B2B software company helps engineering teams organise technical information, retrieve documents and collaborate across development programmes. A specialist team within a large aerospace supplier has shown interest. Its engineers recognise the problem and are willing to discuss an evaluation.
The supplier sees the account as strategically important, but the initial contact is only one part of the organisation. Engineering management, IT, procurement and programme stakeholders may have different priorities. The founder has attended several promising meetings, yet the team cannot say who can sponsor a purchase or how the opportunity relates to an actual programme.
02 / COMMERCIAL CHALLENGE
What is slowing commercial progress?
A long sales process is not necessarily a stalled one. The difficulty is knowing which steps represent meaningful progress and which meetings merely sustain interest. Pursuing the entire group at once risks diluting the effort. The commercial team needs a realistic entry point, a stakeholder strategy and an understanding of the account’s evaluation and purchasing path.
03 / PEOPLE INVOLVED
Who is involved in the decision?
- Engineering users and a potential internal champion
- Engineering or programme leadership
- IT, procurement and relevant assurance specialists
04 / POSSIBLE Market Tandem CONTRIBUTION
Turning commercial priorities into action.
The work below would be scoped with the company after reviewing its actual situation.
02
Map the stakeholders and decision-making process
CONCRETE OUTPUT
Broader customer engagement beyond the initial technical contact.
03
Track decision milestones, not just meetings
CONCRETE OUTPUT
Consistent account follow-up and a realistic view of commercial progress.
05 / SIGNS OF PROGRESS
What meaningful progress looks like.
A specific customer programme or workflow linked to the opportunity.
Access to stakeholders beyond the original technical contact.
Customer-agreed milestones that distinguish active evaluation from general interest.
06 / SPECIALIST RESOURCES
Clear roles and responsibilities.
Market Tandem could support the development of strategic customer relationships and coordinate commercial activities. Product demonstrations, information-security assessments and applicable legal or technical requirements would remain with the relevant experts. This example does not imply privileged account access, approval status or a guaranteed procurement outcome.
YOUR SITUATION
Can you explain what has changed in the customer’s buying process after each meeting, or only that another meeting is scheduled?
Use the assessment to explore your priorities, or get in touch to discuss the specific commercial situation you face.