Partnering With the CIO: The Future of IT Sales Seen Through the Eyes of Key Decision Makers

Are We on the Same Page?

Like many IT executives, Sweeney has worked on both sides of the fence. A former IT consultant, he understands the pressures and challenges confronting IT sales reps. But he doesn’t pull his punches when describing the inherent tension between buyers and sellers.

“The goal of the sales rep is selling software. My goal is making sure that his products work in our environment and that they deliver value or create a competitive advantage for us.”

Too many times, though, “the vendor caves to a date,” says Sweeney. If the customer tells the sales rep that the product he’s buying must be up and running by the end of the third quarter, the sales rep will feel extreme pressure to say yes—even when it’s not practical.

Trying to meet an impractical or impossible timetable can undo a relationship, especially if the implementation is rushed and problems occur.

“Never confuse sales with delivery,” quips Sweeney. But there’s truth beneath his jest. When a customer proposes a date that just won’t work, the sales rep needs to summon up his or her courage and explain that it cannot be done. From the IT governance perspective, honesty is more than a virtue. It’s an absolute requirement.