A company does not buy anything.
A group of people agree to let it happen.
A free playbook for founders. Selling to companies, not individuals, the buying committee, the account map, and the deal that survives one person leaving.
// 33 PAGES · FIVE PARTS · THREE CHECKLISTS · FREE
Seven things to know about account-based selling.
Each is a mechanism you can plan around, and the guide is plain about the limit.
There is always more than one person in the decision
Even in a small company, a purchase of any consequence touches several people: the one who has the problem, the one who controls the budget, the one who will have to live with the change, the one who has to approve the risk.
The roles are distinct, and they want different things
It helps to name the three that decide most outcomes. The *champion* is the person inside who wants this to happen and will argue for it when you are not in the room.
Your contact is not your champion until they act like one
Founders routinely confuse a friendly contact with a champion. The difference is behaviour, not warmth.
A deal held by one person is a deal held by luck
When the whole relationship lives in one contact, every ordinary event in that person's life becomes a risk to your revenue: they change role, go on leave, get reorganised, lose an internal argument, or simply get busy.
The first sale is the smallest one
A company is not a single buying decision, it is a container of them: other teams with the same problem, adjacent problems you could solve, more seats, a larger plan, a renewal.
What the company remembers is the account, not the person
People leave. Companies stay.
And now the honest limit
Account-based selling is not for every business. If your product is cheap, bought by individuals with their own budget, and decided in a single sitting, the machinery in this guide is overhead you do not need, and you should sell to people.
Five parts, and a last page.
Parts one to five are the thinking and the doing, worth your time even if you never touch a piece of software. The last pages show how to run it in one place.
Why Companies Buy Differently
Decide Before You Work an Account
Map and Multi-Thread, Simply
Protect the Account and Expand Inside It
The checklists and the mistakes
Do it all in one place
Nine mistakes, all of them avoidable.
None is about talent. They are failures of method, which is good news, because method is something you can set up in advance.
Mistaking a friendly contact for a champion
Warmth is not advocacy. Ask for the things a champion would do and believe what the answer tells you.
Single-threading because it seems to be working
The period in which one relationship is going well is exactly when adding a second is cheap. Wait for trouble and it is too late.
Never meeting the economic buyer
Deals that reach the proposal without the person who controls the money are deals that will stall at the proposal.
Avoiding the blocker
An objection you never heard does not go away. It arrives in a meeting you are not in, unanswered.
Filing people instead of accounts
A company name typed into a contact record is not an account. Without the link, nobody can see who you know or what you have sold.
Making the first deal too big
A large first scope stalls in approval and delivers late. The beachhead's job is to be approved and to work.
Delivering quietly
A result nobody hears about opens no doors. The people who paid and the teams next door need to know what changed.
Losing the account when the champion leaves
Departures announce themselves. A deliberate handover keeps the account; an unnoticed one ends it.
Treating renewal as administration
Renewals are decided by result, memory and committee changes, all well before the date. Start early, with the result in hand.
Thirty-three pages.
Yours in one click.
Five parts, three checklists and the nine mistakes. One email with the link, no drip sequence, and we do not sell the list.