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GPCT is the New BANT: Adapting Sales Strategies for Modern B2B Success

May 14, 2024

Who hasn't heard of BANT? This old-school sales qualification framework is loved by some and hated by others. Since the 1960s, BANT has evolved into something new. But first, let’s revisit BANT’s origins to understand this shift.

BANT’s Origins

BANT is a methodology that helps sales reps determine if a prospect has:

  • The budget,
  • The authority to decide,
  • A clear need for the product,
  • A timely intent to purchase.

It was developed by IBM in the 1960s to ensure efforts were focused on likely buyers. However, its rigid structure can miss the mark in today's business environment, leading to overlooked opportunities or misaligned pitches.

GPCT is the New BANT

GPCT builds on BANT's foundation by diving deeper into a prospect's goals, plans, challenges, and timeline. This approach assesses not only a prospect's current state but also their future aspirations and obstacles they face. Think of it like this:

New BANT = Standard BANT + Future Aspirations

By understanding these elements, sales professionals can align their offerings with the prospect's broader strategic objectives.

Like BANT, GPCT is an acronym: Goals, Plans, Challenges, and Timeline. Let’s dive in:

Goals

Understanding the prospect's primary objectives is crucial. Here are some real questions you can ask a CFO when selling SaaS:

  • What are your top financial priorities for the upcoming year?
  • How are you planning to drive revenue growth over the next 12 months?
  • What specific financial goals do you need to achieve to consider the next fiscal year a success?
  • How are you aiming to improve financial reporting and accuracy?
  • What role does technology play in your strategy for reducing operational costs?

Plans

Understanding the strategies they are implementing to achieve their goals is essential. Consider these questions:

  • What initiatives are you currently undertaking to meet your financial objectives?
  • Can you share your strategy for integrating new technologies into your financial operations?
  • How are you planning to enhance your financial forecasting and budgeting processes?
  • What steps are you taking to ensure compliance with new financial regulations?
  • What are your plans for improving the efficiency of your finance team?

Challenges

Identifying the hurdles they are currently facing or anticipate in the future can provide valuable insights. Here are some targeted questions:

  • What are the biggest financial challenges your organization is facing right now?
  • Where do you see potential bottlenecks in achieving your financial goals?
  • How are current market conditions impacting your financial strategies?
  • What obstacles are you encountering with your current financial software?
  • How do you plan to address any gaps in financial reporting and compliance?

Timeline

Determining the timeline for achieving their goals and how this impacts their purchasing decisions is key. These questions can help:

  • What is your timeline for achieving your key financial objectives?
  • When do you plan to implement new financial software solutions?
  • How urgent is the need to address your current financial challenges?
  • What are your deadlines for key financial projects or initiatives?
  • When would you ideally like to see improvements in your financial processes?
the new BANT vs the old BANT

Why is GPCT Gaining Traction?

The shift towards this new BANT reflects a more consultative and partnership-oriented sales approach. Businesses face increasing complexities, and adapting to their evolving needs is crucial. GPCT fosters a deeper understanding of the prospect's business, encouraging a partnership rather than a transactional relationship. This method is particularly relevant in a buying process involving more stakeholders and longer decision cycles, requiring a nuanced approach to qualification.

GPCT vs. BANT: A Comparative Analysis

While BANT focuses on immediate qualification metrics, GPCT offers a broader perspective that considers long-term goals and strategic fits. This not only enhances the potential for a successful sale but also builds a foundation for ongoing customer relationships and repeat business.

Real-World Example

A software company using BANT might qualify a prospect based on their current budget and authority. In contrast, using GPCT, the same company could discover that the prospect plans to double their workforce within a year, requiring scalable software solutions. This deeper insight could open doors to larger, more strategic deals.

Implementing GPCT in Your Sales Process

Transitioning to GPCT requires a shift from transactional selling to a consultative role. Here's how to start:

  1. Training: Educate your sales team on GPCT components and their importance.
  2. Questionnaire Development: Create tools guiding salespeople through the GPCT qualification process during interactions with prospects.
  3. Sales Scripts: Adapt your communication to cover all GPCT aspects, ensuring a comprehensive understanding of the prospect’s business landscape.
  4. Performance Tracking: Monitor the outcomes of using GPCT versus BANT and adjust strategies as needed.

Comparative Table: Old BANT vs. New  BANT

Criteria BANT GPCT (new BANT)
Focus Immediate qualification metrics to identify viable prospects quickly. Comprehensive understanding of a prospect’s strategic objectives.
Goals Not explicitly considered unless related directly to immediate needs. Explores what the prospect aims to achieve in the short and long term.
Plans Not considered; focuses more on current need than strategy for achieving it. Assesses the strategies the prospect intends to implement to meet goals.
Challenges Generally not addressed unless they pertain directly to the need for the solution. Identifies current and potential obstacles in the prospect's path.
Timeline Primarily focused on the timing of the purchase decision. Understands the timing of the prospect’s goals and plans.
Budget Critical component; must have budget in place or quickly forthcoming. Considered, but within the context of achieving broader goals.
Authority Essential factor; the contact must have the power to decide or influence. Looks at decision-making in the context of broader organizational goals.
Need Direct and immediate need for the product/service is crucial. Broader approach, looking at how the product/service fits into long-term goals.
Engagement Typically transactional with focus on the current sales opportunity. Encourages ongoing engagement to adapt to evolving goals and challenges.

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