Mike Janis of Deloitte on selling a “Business Within A Business”

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Responsible for the sales process in a business-within-a-business?  Like many “start-ups” inside larger, established companies, Mike Janis, the sales leader for Deloitte’s Global Benchmarking Center, is focused on leveraging existing client relationships.  The center, established just over four years ago, helps organizations operate more effectively and efficiently by examining and responding to industry-specific performance metrics.

Mike’s primary focus is the 15-minute “Touch Point Call” with Deloitte partners.  These are the folks who “own” the client relationships, and as you would expect, are no-nonsense, profit-focused and crazy busy.  The value proposition, therefore, must be articulated in a net, clear, compelling fashion.  “If they have responsibility for five clients,  you don’t get them on the phone and talk to them about all five clients,” says Janis.  “It’s very, very focused.  You get them on the phone and talk about one specific client.”

The value proposition itself changes depending on the type of Deloitte client.  For an audit client, the partner is most concerned with maintaining loyalty; a deep and trust-filled relationship.  With these, Mike’s team emphasizes how a benchmarking effort provides both the client and Deloitte with more robust insights into their business operations, making a switch to another auditing firm more time-consuming and risky.  Benchmarking helps protect and maintain Deloitte’s business with the audit client.

With a consulting client, the emphasis shifts to landing new business.  Mike’s approach is convincing.  “It’s not about the money for the benchmark; those are fairly modest fees,” he explains.  “It’s really about the business opportunity the benchmark uncovers.”  Here’s yet another example of how serving your customers first – identifying and diagnosing a problem or opportunity in this case – leads to longer-term, more profitable contracts later.

An internal web site with detailed, industry-specific examples of value to be delivered is a second critical sales tool.  Janis notes that, “It adds a level of stickiness.”  It reinforces the concepts reviewed in a Touch Point Call.  In many cases, the site also “reaches out” and captures the attention of a partner looking for ways to lock-in existing business and/or find new opportunities.

This interview deserves your close attention.  It’s loaded with insights into selling the intangible.