{"id":577,"date":"2025-05-24T12:47:41","date_gmt":"2025-05-24T12:47:41","guid":{"rendered":"http:\/\/okoboro.com\/?p=577"},"modified":"2026-04-15T12:53:33","modified_gmt":"2026-04-15T10:53:33","slug":"ako-na-obrovsky-komplexny-obchod","status":"publish","type":"post","link":"https:\/\/okoboro.com\/en\/ako-na-obrovsky-komplexny-obchod\/","title":{"rendered":"Ako na obrovsk\u00fd, komplexn\u00fd obchod?"},"content":{"rendered":"

Z\u00e1kladn\u00e9 pravidl\u00e1 ako sa rob\u00ed komplexn\u00fd, ve\u013ek\u00fd obchod s ve\u013ek\u00fdmi firmami.<\/p>\n\n\n\n

\u010co je to ve\u013ek\u00fd komplexn\u00fd obchod naz\u00fdvan\u00fd tie\u017e Enterprise sales?<\/p>\n\n\n\n

Najlep\u0161ia defin\u00edcia komplexn\u00e9ho obchodu asi je, \u017ee sa jedn\u00e1 o obchod, kde viacero \u013eud\u00ed mus\u00ed da\u0165 schv\u00e1lenie alebo vstup predt\u00fdm, ako sa n\u00e1kupn\u00e9 rozhodnutie udeje.<\/strong> <\/strong><\/p>\n\n\n\n

S\u00fa to obchodn\u00e9 pr\u00edle\u017eitosti, ktor\u00e9 prin\u00e1\u0161aj\u00fa ve\u013ek\u00fd obrat a uskuto\u010d\u0148uj\u00fa sa v obchodnom styku s v\u00e4\u010d\u0161ou a\u017e ve\u013ekou firmou. Ak by som generalizoval, rozpr\u00e1vame sa o obchode v 10-kach tis\u00edcoch EUR a smerom hore neobmedzene.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

<\/p>\n\n\n\n

Z\u00c1KLADN\u00c9 PRAVIDLO \u010c. 1.<\/strong><\/p>\n\n\n\n

N\u00c1KUPN\u00c9 VPLYVY<\/strong><\/p>\n\n\n\n

V komplexnom obchode spravidla existuj\u00fa 3 kritick\u00e9 n\u00e1kupn\u00e9 role. T\u00edto \u013eudia, ktor\u00ed rozhoduj\u00fa alebo sa spolupodie\u013eaj\u00fa na rozhodovan\u00ed dan\u00e9ho n\u00e1kupu, s\u00fa z\u00e1sadn\u00ed. Pochopenie tejto najz\u00e1kladnej\u0161ej inform\u00e1cie je k\u013e\u00fa\u010dov\u00e9 pre \u00faspech. Tvori\u0165 strat\u00e9giu sa d\u00e1 iba vtedy, ak tieto role a osoby identifikujeme. Ak nie, na\u0161a strat\u00e9gia bude nevhodn\u00e1, lebo sa budeme rozpr\u00e1va\u0165 s nespr\u00e1vnymi \u013eu\u010fmi, alebo iba s niektor\u00fdmi a ostatn\u00ed n\u00e1m m\u00f4\u017eu obchod zablokova\u0165.<\/p>\n\n\n\n

Ekonomick\u00fd n\u00e1kupn\u00fd vplyv – Decision Maker <\/strong>\u2013 je to rola a osoba, ktor\u00e1 d\u00e1va fin\u00e1lne schv\u00e1lenie n\u00e1kupu. Pou\u017e\u00edva sa aj term\u00edn \u201edecision maker\u201c. T\u00e1to osoba je enormne d\u00f4le\u017eit\u00e1, ale ani z\u010faleka nie je jedin\u00e1. U\u017e\u00edvate\u013esk\u00e9 n\u00e1kupn\u00e9 vplyvy<\/strong> \u2013 \u00falohou tejto role je zhodnoti\u0165 dopad produktu, alebo slu\u017eby v re\u00e1lnom u\u017e\u00edvan\u00ed. Tento \u010dlovek alebo \u013eudia, bud\u00fa pou\u017e\u00edva\u0165 alebo mana\u017eova\u0165 vyu\u017eitie produktu, alebo slu\u017eby v skuto\u010dnej prev\u00e1dzke. Technick\u00e9 n\u00e1kupn\u00e9 vplyvy<\/strong> \u2013 t\u00e1to rola m\u00e1 za \u00falohu vytriedi\u0165 mo\u017en\u00fdch dod\u00e1vate\u013eov. Zameriava sa priamo na slu\u017ebu alebo produkt a d\u00e1va odpor\u00fa\u010dania pod\u013ea toho ako dobre to zapad\u00e1 do r\u00f4znych stanoven\u00fdch \u0161pecifik\u00e1ci\u00ed. T\u00e1to rola nem\u00f4\u017ee da\u0165 fin\u00e1lne \u00e1no, ale m\u00f4\u017ee da\u0165 fin\u00e1lne nie. M\u00f4\u017ee sa jedna\u0165 o viacer\u00fdch \u013eud\u00ed. Naj\u010dastej\u0161ie s\u00fa to n\u00e1kupcovia, ale nemusia to by\u0165 iba oni. Strat\u00e9gia pri n\u00e1kupn\u00fdch vplyvoch je neh\u013eada\u0165 \u013eud\u00ed, ale najsk\u00f4r role a a\u017e potom sa pozrie\u0165 na \u013eud\u00ed, ktor\u00ed dan\u00fa rolu v danom obchode zohr\u00e1vaj\u00fa. Od jedn\u00e9ho k druh\u00e9mu obchodu sa to m\u00f4\u017ee meni\u0165. Napr. ekonomick\u00fd n\u00e1kupca v \u017eiadnom pr\u00edpade nie je v\u017edy CEO a technick\u00fd n\u00e1kupca nemus\u00ed by\u0165 n\u00e1kupca. \u010ea\u0161ia \u010dast\u00e1 chyba m\u00f4\u017ee by\u0165, \u017ee sme n\u00e1chyln\u00ed jedna\u0165 s t\u00fdm, kto je n\u00e1m sympatick\u00fd, alebo kto n\u00e1m schv\u00e1lil n\u00e1kup v minulosti, alebo kto m\u00e1 ten spr\u00e1vny titul. V tom sa skr\u00fdva riziko. Vo v\u00e4\u010d\u0161\u00edch firm\u00e1ch pri ka\u017edom obchode rozhoduje nieko\u013eko \u013eud\u00ed, pod\u013ea ur\u010den\u00fdch vplyvov a od pr\u00edpadu k pr\u00edpadu sa to m\u00f4\u017ee meni\u0165. Ak by ste boli napr. vy CEO v\u00e4\u010d\u0161ej firmy, robili by ste rozhodnutia o n\u00e1kupe ve\u013ek\u00e9ho rie\u0161enia s\u00e1m, alebo by ste do procesu, pod\u013ea situ\u00e1cie, zapojili aj bud\u00facich u\u017e\u00edvate\u00f4v, CFO, HR riadite\u013ea, n\u00e1kupcov, pr\u00e1vnika …? Ak nepokryjeme svoj obchod so v\u0161etk\u00fdmi vplyvmi, tak si nem\u00f4\u017eete by\u0165 ist\u00fd v\u00fdsledkom. Cel\u00e9 je to o zvy\u0161ovan\u00ed \u0161ance. Komplexn\u00e9 obchody trvaj\u00fa dlh\u00e9 mesiace, k\u013eudne aj viac ako rok a nie je strategicky spr\u00e1vne sa zamera\u0165 iba na \u201edecision makera\u201c, ako si to m\u00f4\u017eeme myslie\u0165. Nespochyb\u0148ujem, \u017ee decision maker je najd\u00f4le\u017eitej\u0161\u00ed, ale iba pokryt\u00edm tohto vplyvu, si obchod nepoist\u00edme. Tak to v komplexnom obchode nefunguje. Vynechanie n\u00e1kupn\u00e9ho vplyvuje je ohrozenie obchodu. Decision maker nie je jedin\u00fd, ktor\u00fd rozhoduje. M\u00f4\u017ee sa s\u00edce sta\u0165, \u017ee decision maker m\u00f4\u017ee pretla\u010di\u0165 svoj vplyv a rozhodn\u00fa\u0165, ale dlhodob\u00fd opakuj\u00faci obchod to m\u00f4\u017ee naru\u0161i\u0165. Ke\u010f u\u017e\u00edvate\u013esk\u00fd n\u00e1kupn\u00fd vplyv, n\u00e1sledne bude negat\u00edvne hodnoti\u0165 pridan\u00fa hodnotu slu\u017eby, vysoko pravdepodobne decision maker t\u00fato chybu nezopakuje a v\u00e1\u0161 account bude ohrozen\u00fd konkurenciou.<\/p>\n\n\n\n

Ako hlavn\u00e9 rizik\u00e1 treba pokry\u0165:<\/strong> <\/p>\n\n\n\n

a)<\/strong> ch\u00fdbaj\u00face d\u00f4le\u017eit\u00e9 inform\u00e1cie <\/p>\n\n\n\n

b)<\/strong> nekontaktovan\u00fd n\u00e1kupn\u00fd vplyv<\/p>\n\n\n\n

Z\u00c1KLADN\u00c9 PRAVIDLO \u010c. 2.<\/strong> <\/p>\n\n\n\n

Nepred\u00e1vame iba firme, ale pred\u00e1vame konkr\u00e9tnym osob\u00e1m. Nie len poh\u013ead \u010do z toho bude ma\u0165 firma, ale treba zisti\u0165 aj \u010do z toho jednotliv\u00e9 n\u00e1kupn\u00e9 vplyvy (\u013eudia) bud\u00fa ma\u0165.<\/strong><\/p>\n\n\n\n

V procese obchodu si treba uvedomi\u0165, \u017ee neobchodujeme iba s firmou, ale s konkr\u00e9tnymi osobami. Ka\u017ed\u00fd m\u00e1 svoje \u010di u\u017e otvoren\u00e9 alebo skryt\u00e9 z\u00e1ujmy. Preto je nutn\u00e9 sa pozera\u0165 na obchodn\u00fd proces aj sp\u00f4sobom, \u010do z toho t\u00e1 dan\u00e1 osoba, \u010di osoby bud\u00fa ma\u0165. Ak predpoklad\u00e1me, \u017ee ka\u017ed\u00e9mu v rovnakej firme ide o to ist\u00e9, o prinesenie hodnoty firme, je to nespr\u00e1vne. Ka\u017ed\u00fd m\u00e1 aj svoje \u0161pecifick\u00e9 z\u00e1ujmy. Napr.:<\/p>\n\n\n\n

Pom\u00f4\u017ee to m\u00f4jmu oddeleniu?<\/p>\n\n\n\n

Z\u00edskam v\u00e4\u010d\u0161\u00ed vplyv?<\/p>\n\n\n\n

Ohrozujeme ma to?<\/p>\n\n\n\n

Budem vn\u00edman\u00fd ak ten \u010do vyrie\u0161il probl\u00e9m?<\/p>\n\n\n\n

Budem viden\u00fd ako l\u00edder?<\/p>\n\n\n\n

Z\u00edskame v\u00e4\u010d\u0161iu produktivitu?<\/p>\n\n\n\n

Z\u00edskam n\u00e1skok pred svojim intern\u00fdm konkurentom?<\/p>\n\n\n\n

at\u010f.<\/p>\n\n\n\n

Preto, ak si chceme zv\u00fd\u0161i\u0165 \u0161ance na predaj, je potrebn\u00e9 odha\u013eova\u0165 aj tieto skryt\u00e9 potreby. Nerozpr\u00e1va\u0165 iba o vplyve na firmu, ale iniciat\u00edvne zis\u0165uvo\u0165 skryt\u00e9 potreby o ktor\u00fdch n\u00e1m \u013eudia priamo nepovedia.<\/p>\n\n\n\n

\u0160PECIFICK\u00c9 ZNALOSTI OBCHODN\u00cdKA V KOMPLEXNOM OBCHODE:<\/strong><\/p>\n\n\n\n

    \n
  1. Kv\u00f4li mno\u017estvu n\u00e1kupn\u00fdch vplyvov a stakeholderov, mus\u00ed obchodn\u00edk by\u0165 schopn\u00fd proakt\u00edvne vytv\u00e1ra\u0165 viacer\u00e9 vz\u0165ahy a by\u0165 ve\u013emi zru\u010dn\u00fd vo vytv\u00e1ran\u00ed a udr\u017ean\u00ed d\u00f4very.<\/li>\n\n\n\n
  2. Obchodn\u00fd cyklus je ve\u013emi dlh\u00fd a preto trpezlivos\u0165 a schopnos\u0165 postupne napredova\u0165 v dlhom obchodnom procese a nevynecha\u0165 d\u00f4le\u017eit\u00e9 vplyvy a medzn\u00edky, s\u00fa pre obchodn\u00edka podstatn\u00e9.<\/li>\n\n\n\n
  3. By\u0165 dobr\u00fd vo vytv\u00e1ran\u00ed a nasledovan\u00ed komplexnej strat\u00e9gie vo\u010di zvolenej firme a n\u00e1kupn\u00fdm vplyvom.<\/li>\n\n\n\n
  4. Riziko pre nakupuj\u00faceho je ve\u013ek\u00e9 a preto obchodn\u00edk by mal by\u0165 dobr\u00fd, v detekovan\u00ed a zni\u017eovan\u00ed riz\u00edk, ktor\u00e9 nakupn\u00e9 vplyvy prirodzene vn\u00edmaj\u00fa.<\/li>\n\n\n\n
  5. By\u0165 schopn\u00fd navigova\u0165 extern\u00fdch a aj intern\u00fdch stakeholderov a vedie\u0165 sa h\u00fdba\u0165 v spleti korpor\u00e1tnej politiky.<\/li>\n<\/ol>\n\n\n\n

    PRAVIDLO NAKUPOVANIA – KEDY FIRMY NAKUPUJ\u00da:<\/strong> <\/p>\n\n\n\n

    \u013dudia kupuj\u00fa iba vtedy, ak c\u00edtia nes\u00falad medzi realitou a ich \u017eelan\u00fdmi v\u00fdsledkami.<\/strong><\/p>\n\n\n\n

    Ktor\u00e9 firmy m\u00e1 zmysel kontaktova\u0165.<\/strong><\/p>\n\n\n\n

      \n
    1. Firmy kde n\u00e1kupn\u00e9 vplyvy si myslia, \u017ee s\u00fa v raste<\/strong>. <\/strong>Firmy v tomto stave kupuj\u00fa, aby bu\u010f existuj\u00faci alebo \u017eiadan\u00fd rast podporili. \u0160anca n\u00e1kupu je vysok\u00e1.<\/li>\n\n\n\n
    2. Firmy kde n\u00e1kupn\u00e9 vplyvy si myslia, \u017ee s\u00fa v probl\u00e9moch<\/strong>. Firmy v tomto stave kupuj\u00fa, aby si vyrie\u0161ili probl\u00e9m.<\/li>\n<\/ol>\n\n\n\n

      Firmy ktor\u00e9 nem\u00e1, alebo m\u00e1 mal\u00fd zmysel kontaktova\u0165.<\/strong><\/p>\n\n\n\n

        \n
      1. Firmy kde si n\u00e1kupn\u00e9 vplyvy myslia, \u017ee s\u00fa v balanse a id\u00fa pod\u013ea pl\u00e1nu. Tieto firmy kupuj\u00fa ve\u013emi m\u00e1lo, lebo nie je nato d\u00f4vod. Nec\u00edtia nes\u00falad medzi realitou a \u017eelan\u00fdmi v\u00fdsledkami.<\/li>\n\n\n\n
      2. Firmy kde si n\u00e1kupn\u00e9 vplyvy myslia, \u017ee je situ\u00e1cia lep\u0161ia ako v skuto\u010dnosti. Tu sa ned\u00e1 v podstate ni\u010d preda\u0165, lebo si neuvedomuj\u00fa nes\u00falad medzi realitou a \u017eelan\u00fdmi v\u00fdsledkami a je to e\u0161te hor\u0161ie v tom, \u017ee si myslia, \u017ee s\u00fa na tom lep\u0161ie oproti realite.<\/li>\n<\/ol>\n\n\n\n

        ——————————————————–<\/p>\n\n\n\n

        SUM\u00c1R HLAVN\u00ddCH BODOV<\/strong><\/p>\n\n\n\n

          \n
        1. Identifikova\u0165 v\u0161etky n\u00e1kupn\u00e9 vplyvy a osoby ktor\u00e9 sa za t\u00fdm skr\u00fdvaj\u00fa.<\/strong> a) Ekonomick\u00fd n\u00e1kupn\u00fd vplyv alebo desicion maker b) U\u017e\u00edvate\u013esk\u00e9 n\u00e1kupn\u00e9 vplyvy \u2013 ten alebo t\u00ed \u010do to re\u00e1lne bud\u00fa pou\u017e\u00edva\u0165 alebo mana\u017eova\u0165 c) Technick\u00e9 n\u00e1kupn\u00e9 vplyvy \u2013 ten alebo t\u00ed, ktor\u00ed vytrie\u010fuj\u00fa mo\u017en\u00fdch dod\u00e1vate\u013eov<\/li>\n\n\n\n
        2. Pokr\u00fdva\u0165 hlavn\u00e9 rizik\u00e1<\/strong> a) ch\u00fdbaj\u00face d\u00f4le\u017eit\u00e9 inform\u00e1cie b) nekontaktovan\u00fd n\u00e1kupn\u00fd vplyv<\/li>\n\n\n\n
        3. Nepred\u00e1vame iba firme, ale pred\u00e1vame konkr\u00e9tnym osob\u00e1m. Treba zisti\u0165 aj \u010do z toho jednotliv\u00e9 n\u00e1kupn\u00e9 vplyvy bud\u00fa ma\u0165.<\/strong><\/li>\n\n\n\n
        4. Potrebn\u00e9 \u0161pecifick\u00e9 znalosti obchodn\u00edka<\/strong> a) vytv\u00e1ranie vz\u0165ahov a d\u00f4very naprie\u010d n\u00e1kupn\u00fdmi vplyvmi b) trpezlivos\u0165 a postupn\u00e9 napredovanie v dlhom obchodnom cykle c) vytv\u00e1ranie a nasledovanie komplexnej strat\u00e9gie d) schopnos\u0165 detekova\u0165 a zni\u017eova\u0165 vn\u00edman\u00e9 rizik\u00e1 od n\u00e1kupn\u00fdch vplyvov e) pochopenie spleti korpor\u00e1tnej politiky<\/li>\n\n\n\n
        5. Pravidlo nakupovanie – kedy firmy nakupuj\u00fa<\/strong><\/li>\n<\/ol>\n\n\n\n

          Firmy ktor\u00e9 maj\u00fa ve\u013ek\u00fd potenci\u00e1l na n\u00e1kup<\/strong> a) firmy kde si n\u00e1kupn\u00e9 vplyvy myslia, \u017ee s\u00fa v raste b) firmy kde si n\u00e1kupn\u00e9 vplyvy myslia, \u017ee su v probl\u00e9moch Firmy ktor\u00e9 maj\u00fa men\u0161\u00ed potenci\u00e1l na n\u00e1kup<\/strong> a) firmy kde si n\u00e1kupn\u00e9 vplyvy myslia, \u017ee s\u00fa v balanse a id\u00fa pod\u013ea pl\u00e1nu b) firmy kde si n\u00e1kupn\u00e9 vplyvy myslia, \u017ee je situ\u00e1cia lep\u0161ia ako v skuto\u010dnosti<\/p>\n\n\n\n

          Ak \u0165a zauj\u00edma detailne, ako na komplexn\u00fd obchod a ako strategicky postupova\u0165, odpor\u00fa\u010dam knihu: The New Strategic Selling od Robert B. Miller a Stephen E. Heiman<\/p>\n\n\n\n

          P.S. Kniha na vy\u0161e 400 stran\u00e1ch ide a\u017e do extr\u00e9mneho detailu, ktor\u00fd v realite asi nikto nebude realizova\u0165.<\/p>\n\n\n\n

          - Viktor Kostick\u00fd<\/p>","protected":false},"excerpt":{"rendered":"

          Z\u00e1kladn\u00e9 pravidl\u00e1 ako sa rob\u00ed komplexn\u00fd, ve\u013ek\u00fd obchod s ve\u013ek\u00fdmi firmami. \u010co je to ve\u013ek\u00fd komplexn\u00fd obchod naz\u00fdvan\u00fd tie\u017e Enterprise sales? Najlep\u0161ia defin\u00edcia komplexn\u00e9ho obchodu asi je, \u017ee sa jedn\u00e1 o obchod, kde viacero \u013eud\u00ed mus\u00ed da\u0165 schv\u00e1lenie alebo vstup predt\u00fdm, ako sa n\u00e1kupn\u00e9 rozhodnutie udeje. S\u00fa to obchodn\u00e9 pr\u00edle\u017eitosti, ktor\u00e9 prin\u00e1\u0161aj\u00fa ve\u013ek\u00fd obrat a […]<\/p>\n","protected":false},"author":1,"featured_media":2746,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[44],"tags":[],"class_list":["post-577","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-obchod"],"acf":[],"yoast_head":"\nAko na obrovsk\u00fd, komplexn\u00fd obchod? - okoboro<\/title>\n<meta name=\"description\" content=\"Zistite, \u010do je Enterprise sales (komplexn\u00fd obchod) a ako funguj\u00fa n\u00e1kupn\u00e9 vplyvy v B2B predaji. 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