Eight Customers You Don't Want and How Four of Them Can be Reformed: Qualifying the Sale from an In-House Counsel's Perspective
Todd Krieger, Senior Global Counsel, InterSystems Corporation
With quarterly targets, annual goals, sales incentives, and aggressive sales management, how could you suggest that your client assess the viability of a transaction or even reject the pending sale after the sales team spent weeks, months, or maybe even years cultivating the prospective customer? A typical in-house legal department struggles to be viewed as a helpful part of the sales process and acting as the deal executioner, instead of the sales enabler, appears not to help their reputation. But what if that customer had a poor credit history, tied up your client’s customer service team, put other projects at risk, or otherwise disproportionately consumed the company’s resources or hurt their brand? Would taking a second look at a deal still feel as distasteful?
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