For B2B software vendors selling to European investment banks
Your business case is solid. The deal still stalls.
The ROI is proven. The cost of the problem is quantified. Yet the senior decision-makers don’t move, and the deal drifts into “no decision”.
The 3WHY™ Decision Method shows your sales team how to get them to commit: on this account, with this stakeholder, right now.
Selling tech to a European investment bank is a specific challenge
Prospects ghost. Decisions get “postponed”. The forecast slips and your boss is losing patience. Three questions keep coming back.
Is there a real opportunity here?
The MEDDICC grid is complete. It still doesn’t tell you whether the deal is winnable. Your team spends months on deals that were never going to close.
Why don’t senior stakeholders act?
The business case is right and the ROI is attractive. Quantifying the pain hasn’t created urgency. Nobody takes ownership, and the momentum fades.
Why does the pitch break on contact?
Your AEs lose their footing once they leave the standard deck: a trader who “only has five minutes”, an objection nobody prepared for. Conversations lead to nothing.
I spent 20 years inside major European IBs, sitting in every committee. Winning over the operational teams was never the hard part. Getting senior decision-makers to commit was.
Business cases and ROI don’t create buying decisions.
Quantifying the pain doesn’t create urgency.
You don’t sell to a bank. You sell to people inside the bank.
Keep your methodology. Add the layer it’s missing.
MEDDICC and Challenger tell you what needs to be true: an economic buyer, a compelling event, a champion. They ask the right questions. What they leave open is the question your team faces every week: how do I actually make this happen, on this account, with this stakeholder, right now?
What your team has already tried
- MEDDICC applied to the letter. The grid is filled in. It doesn’t say whether the deal can be won.
- Business cases and ROI calculators. Correct, and they don’t move senior decision-makers.
- Reworked decks, scripts and objection sheets. Fixed, and unusable once the stakeholder or the context changes.
- Generic sales training. Not adapted to the way a bank decides.
What 3WHY™ adds
- Clear data on whether a deal is winnable, before your team spends another quarter on it.
- A read on how this bank decides on this purchase, and how to use power and influence in the organisation to move the deal.
- A pitch contextualised for each stakeholder, from the MD to the trader with five minutes.
- Objection handling that moves the conversation forward instead of stalling it.
The Decision Iceberg
Stakeholders buy when the case, the organisation and their own motivations line up
Most sales methodologies leave the organisational and individual dimensions of a decision to intuition. The Decision Iceberg shows what drives a buying decision. The 3WHY™ Decision Method turns what is hidden and deep into something visible, rational and actionable.
Three tools. Each one turns a “what” into a “how”.
A structured way through complex deal navigation, applied on your live accounts.
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1
See the reason to buy
Build the case senior decision-makers act on. Create top-down momentum.
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2
Map how the organisation decides
Understand the power and influence game, and build an account-specific approach.
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3
Move the people who decide
Get a concrete result from every conversation, with every stakeholder.
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4
Execute on live deals
Turn the method into behaviour on the deals your team is working now.
What changes for your team
Better relevance
You engage the right people, with the right message, at the right time.
Better execution
You walk in prepared. Objections don’t stall you. They move the conversation forward.
Better predictability
No guesswork. Clear, relevant data on where each deal really stands, and the control that comes with it.
You shorten the cycle and convert more. Your numbers speak before your boss has to ask.
Same process, same result
Are you on track to deliver your numbers this year?
Budgets are under pressure
Cost-cutting makes every purchase harder to justify. A deal without a senior sponsor willing to defend it in committee doesn’t get funded.
Your clients are saturated
Your prospects sit in the middle of all their providers. If you sound like the others, you get filed with the others.
The quarter won’t wait
If the current approach isn’t moving your key deals now, it won’t move them next quarter either.
Built from the inside, from three angles
I’m Cécile Rouet. For 20 years I worked inside BNP Paribas CIB, Crédit Agricole CIB and Société Générale, and as a consultant across other banks including Natixis. I have been the business buyer, the innovation buyer and the vendor. I have run RFI and RFP processes from both sides of the table.
From theory to live deals
Tailored training, then six months of live deal mentoring on the deals that matter. Built around your clients, your product and the way you sell.
1
Decode
Find where the deals get stuck
2
Craft
Build your version of the method
3
Activate
Turn the method into behaviour
4
Chase
Apply it to live deals for six months
5
Prove
Measure the impact
Bring one stalled deal
A 30-minute call on one deal that should be moving and isn’t. We look at it through the three levels of the decision: the case, the organisation and the person. You leave with a clearer read on where it stands and what to do next.