How to Use Mutual Action Plans (MAPs) to Control Multi-Quarter Deals

Introduction: Why Deals Drift Over Time

When it comes to enterprise sales, a deal does not usually fall through instantly. It drifts away.

What used to be an opportunity with potential starts to falter? Meetings are infrequent. Follow-up efforts lag. Deadlines are pushed back without any explanation. And before long, the steam runs out of the process.

Multi-quarter deals tend to drift more easily than others. Sometimes, the problem lies in a lack of interest. But most often, it is caused by a lack of structure.

Without a well-defined roadmap, even the best deals lose direction. Decision makers become out of sync. Their priorities change. And important decisions are deferred.

Usually, there are three reasons why deals drift:

• Lack of structure throughout the buying process

• Unclear follow-through actions after discussions

• Buyers' inability to make up their minds

That is why MAPs play such an important role in enterprise sales.

Because deals don't progress just because you mean well.

The True Nature of a Mutual Action Plan

A Mutual Action Plan or MAP is more than just a timeline or a list of activities. It is a cooperative approach that determines how a deal moves from where it stands at present to a desirable result.

In essence, a MAP can be likened to a road map that sets out how an enterprise sale proceeds. From discovering a new business opportunity to evaluating it and then implementing the decision made, a MAP outlines all these necessary actions and when they should take place. Also, a MAP identifies milestones.

These are distinct points in time throughout the process of selling where progress can be measured. Additionally, MAPs create mutual accountability. There are clearly specified obligations for both the seller and the purchaser. This ensures that the sale progresses on both ends.

MAPS applied well in enterprise sales changes the ambiguous process into a tangible action strategy.

How MAPs Lead to Greater Control Over Deals

Controlling an enterprise sale does not mean exerting pressure. Control means transparency.

Here are some ways in which MAPs bring this transparency to help control deals better:

First, a MAP helps gain visibility. Everything becomes clear to all stakeholders, they know what actions need to be taken and which stage of the deal they are at.

Second, a MAP brings an alignment of expectations. Otherwise, each of the parties would see the deal differently and act accordingly. A MAP helps everyone move toward achieving common goals.

Third, a MAP creates momentum. Many deals get stuck due to a lack of clarity about further action points. Once you know the next point to move on to, you won't lose track anymore.

This shows the great importance of MAPs for enterprise sales.

How to Construct a MAP

To make your MAP truly effective, just having the list of things you need to do won't be enough. You will need to think about structuring the plan properly.

The first thing is to outline distinct stages. Divide your deal into several stages, such as discovery, assessment, verification, approval, and execution. It is critical to define the purpose and objectives of each phase clearly.

The second point is to establish ownership. Each element of the MAP must have its owner. This removes any ambiguities. Ownership may involve:

• Buyer stakeholders

• Champion/Project Sponsor

• Sales team & supporting assets

The third point is establishing realistic deadlines. Deadlines should account for deal complexity and the buyer's internal process. Unrealistic deadlines increase pressure and resistance, while too loose deadlines cause delays. Other elements of a successful MAP:

• Defining deliverables for each stage.

• Establishing success criteria for milestones.

• Being flexible to change with deal evolution.

Creating a well-structured MAP enhances enterprise sales discovery because insights will be implemented through actions.

Achieving Buy-In from the Buyer

For Mutual Action Plans to work, the buyer needs to take part actively. Otherwise, it will end up being one more internal document. Getting buy-in starts with the right framing of the MAP.

One cannot sell it as a sales technique. It is better seen as a tool that can help buyers manage their processes more efficiently.

The next step in getting buy-in is to make sure that the MAP aligns with the objectives of the buyer. It has to reflect their concerns, timelines, and internal requirements. A mutually agreed-upon MAP will be more meaningful.

The other important characteristic of an efficient MAP is simplicity. If it is too complicated, then there will be no buy-in. The buyer will find it difficult to adapt. Ways to achieve buy-in include:

• Discussion of MAP in the meetings

• Modification according to feedback

• Using it as a basis for future actions

Buyers are more likely to agree with a MAP if they view it as something useful.

MAPs for Managing Multi-Quarter Complications

Multi-quarter transactions present certain difficulties.

These include having various parties involved, long timelines, and fluctuating priorities. Without proper planning, all of these elements lead to complications.

The value of a MAP lies in helping manage these difficulties. It ties all stages of the deal into a single story. Even if the stakeholders are different and priorities have shifted, there will be something to work off of.

At the same time, a MAP makes stakeholder alignment easier. By listing the roles of each party involved, the MAP gives everyone an idea about their part in the process. This helps avoid misunderstandings.

Moreover, a MAP facilitates proactive deal management.

Rather than waiting for problems to appear, you can predict possible difficulties based on the plan and address them before they cause trouble.

All of these features make Mutual Action Plans invaluable when selling complex products and services.

Mistakes to Watch Out For

Despite being a very valuable tool, the MAP can be poorly utilized.

The first mistake is developing the MAP without the participation of buyers. The outcome is a poor response to the plan. It needs to be jointly created to align.

The next mistake is regarding the MAP as a stable one. Changes happen during the deal, and the plan should reflect that. It needs to be regularly updated.

The last mistake is making the MAP too complicated. Too much information makes it hard to apply. The key is simplicity.

These mistakes need to be avoided for the MAP to be efficient.

From Activity to Alignment

Many salespeople look at activity as a way of measuring progress.

Appointments, contacts, and emails provide a feeling of doing something. However, without alignment, activity will not always lead to success.

Mutual Action Plans change the perspective from activity to alignment.

Every task becomes meaningful and directed towards a certain outcome. The connection between tasks and the goal of closing a deal is evident.

Alignment provides an efficient process for reaching the desired result.

Conclusion: Alignment Yields Control, Not Compulsion

Control in enterprise sales is often misinterpreted. It is not about applying more pressure. It is not about creating artificial deadlines. It is not about making decisions by compulsion. Rather, control is achieved through alignment.

Mutual Action Plans in enterprise sales facilitate alignment. They offer a common ground for action. They set out responsibilities. They set goals. But more importantly, they ensure commitment from both parties.

The best Account Executives recognize this fact. They do not depend solely on momentum. They do not depend on luck. Rather, they structure every deal.

Since commitment from both parties on a common ground leads to deals being closed confidently. And where there is confidence, progress happens.

Progress creates momentum. Where there is momentum, deals are closed. And that is the value of a well-crafted Mutual Action Plan.