The silent second side of a corporate decision.

A customer’s decision in favor of a provider is much more than a simple acceptance – it is also a conscious decision to abandon alternative options. This step is rarely a mere formality, but is often of decisive importance for the success of a strategic project.

A good start

Naturally, the customer looks at several providers – not just for compliance reasons, but because it involves far-reaching investments. The focus is on business value, problem-solving expertise and the pursuit of strategic competitive advantages. The selection process follows clear internal regulations, is usually well prepared and thoroughly documented. The idea of objective decision-making characterizes the beginning of this phase and creates a feeling of departure and rational care: we are making an informed and forward-looking decision.

The common situation picture is rarely consistent

All providers endeavor to present their value proposition in the best possible way and position their own solution as superior. This includes personal discussions in which open questions are clarified and new impetus is provided. However, these discussions take place asynchronously in terms of time and content, often with different contacts on the customer side. Not every provider talks to every participant about all official or supplementary content. This inevitably creates an inconsistent picture for the customer – characterized by individual resonance and selective perception. Internal communication is rarely able to translate this variety of impressions into a consistent overall picture. The idea that “everyone sees the same thing” proves to be wishful thinking in complex decision-making processes.

From my own experience, I can say that even within familiar teams, the common situation picture often only appears to be consistent – differences emerge later, sometimes with considerable consequences.

Building consensus with a strategic focus

So let’s assume that the customer has developed a multi-faceted picture – and therefore also different opinions about which solution is the right one. This heterogeneity is not a shortcoming, but a natural consequence of demanding selection processes. The central management task is now to achieve a sustainable consensus without jeopardizing the company’s strategic objectives. Because consensus almost always means compromise – and a compromise can be fatal if it is only intended to secure peace within the company.

Emotional dimensions of decision-making

Regardless of this, any consensus is tantamount to renunciation: many employees have to say goodbye to their preferred solutions – a separation process that should not be underestimated emotionally. And separation hurts.

This aspect is often overlooked by providers and customer managers alike – sometimes with serious consequences. A lack of empathy on the part of the provider can jeopardize sales success. On the customer side, the impression of being ignored often leads to passive resistance or a lack of commitment – critical success factors that can cause any project to falter.

This is precisely why decisions – and the associated separations – should be accompanied by empathy and convincing argumentation. This is a decisive contribution to the subsequent success of the project.

The same applies to the unsuccessful providers. They also leave the process – with their ideas, concepts and solutions. The customer thus loses options, while at the same time his responsibility for the choice he has made increases. A situation that few find pleasant.

From competition to partnership

The final steps of a long selection process are therefore often fraught with tension. In this critical phase, the provider who not only convinces professionally, but also acts as an empathetic partner – and develops together with the customer why the departure from the last alternative is the right decision.

Because it is precisely here – in the sensitive transition between competition and partnership – that it is decided whether a project has a solid foundation from the outset.