There's a critical moment in every B2B sale when the real work begins – not when the contract is signed, but when implementation starts.
Yet this is precisely when many sales organisations make a costly mistake: they hand the relationship over to delivery teams and move on to the next opportunity.
This approach wastes months of relationship building and market intelligence. More importantly, it misses the greatest opportunity to cement long-term client partnerships. Implementation is when customers discover what you can really deliver as an organisation and whether the reality lives up to their expectations.
For B2B sales professionals, staying engaged during implementation isn't just good practice – it's essential for long-term account success and sustainable revenue growth.
Why sellers must stay in the game
The seller will have built up invaluable knowledge of the account, its influencers, and decision-makers that no new team can replicate, regardless of how thorough the handover briefing might be. This knowledge accumulation may have taken many months, making it too valuable to waste.
Knowledge of the account becomes invaluable when planning a strategy for developing long-term customer relationships. The implementation phase offers unique opportunities to:
- Demonstrate your organisation's true capabilities
- Build deeper relationships with key stakeholders
- Identify expansion opportunities early
- Position yourself ahead of competitors for future business
The implementation excellence framework
1. Joint planning and setting the foundation
Joint implementation planning is essential for preparing the customer and should help identify likely obstacles before they impact delivery. It's also an effective way of defining exactly who is responsible for addressing identified problems.
There may well be issues that fall under the customer's responsibility, and it's wise to gain clarity about these before implementation begins. Clear accountability prevents disputes and ensures smooth project delivery.
During planning sessions, focus on:
- Realistic timelines and milestones
- Resource requirements from both sides
- Risk identification and mitigation strategies
- Communication protocols and escalation procedures
- Success criteria and measurement methods
2. Managing expectations proactively
Once implementation begins, remind customers of the plan at each stage of the process and prepare them for any problems likely to arise. Ensure all key people in the customer account are well-briefed about what will happen, who is responsible for particular elements, how long each phase will take, and any specific issues that need addressing.
The strategy is to ensure there are no surprises and that everyone knows exactly what problems may be encountered because it's all documented in the plan.
Remember, implementation is a critical time for decision-makers. They've put their reputations on the line and are bound to be apprehensive, particularly if they're making a large investment. Unexpected difficulties will only increase their concerns and potentially damage your relationship.
3. Don't overlook frontline teams
Change is often seen as a threat, and people quickly latch onto setbacks or problems as proof that new systems or processes won't work. Ensure all people affected by the change understand the plan and how problems will be overcome, preventing the build-up of negative feelings.
Remember that negative feelings from the workforce will filter up to senior management, raising their concerns about the wisdom of their decision. Proactive communication with all stakeholders, not just senior decision-makers, is essential for successful implementation.
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Critical success strategies
Be present at crucial moments
Don't abandon customers during implementation, even if you've warned them about what will happen next. Maintaining regular contact with the full range of decision-makers at critical times demonstrates your commitment to the project and is far better than having to respond to an unhappy customer if things go wrong.
It's especially important to meet with your sponsors regularly to discuss progress and provide reassurance. They've put considerable trust in you during the sale, so don't leave them 'holding the baby' during implementation.
Providing regular support is particularly important with long, complex implementations where customers must invest significant effort over considerable time before results appear. There may be moments when customers begin to worry if it will ever work out. These are exactly the critical times when reviewing the implementation plan, showing that agreed milestones have been reached, and confirming that things are progressing as planned can be hugely reassuring.
Coordinate your internal teams
The performance of your own implementation team is crucial to success. Ensure they understand the promises made during the sale and are taking necessary steps to meet them. Regular meetings with your team to plan next steps and resolve problems are essential for trouble-free implementation.
Your role as the sales professional is to bridge the gap between customer expectations and internal delivery capabilities. You understand both sides of the equation and can facilitate smooth communication and problem resolution.
Show early success
Nothing reassures people more than seeing results. Anything you can do to demonstrate success early in the installation phase will help build confidence and momentum. Make sure the widest possible audience knows about these small successes.
Use communication to draw attention to the role that the customer's internal implementation team has played in achieving success. You need their commitment to ensure your success, so share credit for results with them. Be generous with your praise – it costs nothing and can win you friends who will be valuable for future opportunities.
Tackling problems before they escalate
Many implementations encounter difficulties because customers don't honour their commitments in terms of resources or effort. It's important to prevent this problem by clarifying areas of responsibility during the briefing stage.
If promised resources or effort don't seem to be materialising, raise the issue as early as possible. This ensures damage is minimal and maximises the opportunity to take corrective action or revise the plan.
When holding meetings to address these issues or other problems, focus on solutions, not blame allocation. Trying to pin blame on the customer is always risky, even if justified. It invariably looks defensive and almost always damages relationships.
Building your implementation excellence checklist
To systematise your implementation involvement, consider the following factors:
- Pre-implementation: Ensure thorough handover to delivery teams while maintaining your advisory role
- Early stages: Schedule regular check-ins with both internal teams and customer stakeholders
- Mid-implementation: Monitor progress against milestones and address any emerging issues
- Problem resolution: Focus on solutions and maintain positive relationships even when challenges arise
- Success documentation: Capture and communicate wins to build momentum and confidence
The goal isn't just to ensure trouble-free implementation, but to ensure everyone knows you've delivered excellently. You want to be seen as a competent, trustworthy, and reliable supplier who is genuinely interested in customer success, not just their money.
Successful implementation opens the door to long-term business relationships and positions you as the trusted partner customers turn to when new opportunities arise.
Ready to transform your implementation approach?
"Developing profitable client relationships" provides detailed strategies for staying engaged during implementation and building the foundation for account growth.
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