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Strategic SellingThe Unique Sales System
Proven by America’s Best Companies
byRobert Miller & Stephen Heiman
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chief
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What’s the “Strategic” Part?
• A Strategic road map for the Complex Sale– Multiple Decision Makers– At Multiple Levels– Possibly in Multiple Organizations
• Vs Tactics– Prospecting– Sales Letters– Ads & Promotions– Bypassing Gatekeepers – Proposals
– Presentations– Eliminating Competitors– Pricing– Handling Objections– Closing
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Selling Premise
• Virtually any sale can be made, regardless of price position vs. competitors
• I will spend my time making certain that I secure the orders I want
• I will not spend my time pricing every opportunity, allowing others to control my destiny by offering or selecting lower prices
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Assessing Your PositionPanic
Great
Euphoria SecureComfortable
OK
ConcernDiscomfort
Worry
Fear
Certainty of Outcome(Predictable)
Uncertainty of Outcome(Unpredictable)
Stop
Can I Reduce Anxiety?
Can I Further Ensure Success?
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Euphoria Panic
Panic/Euphoria Continuum
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Basic Elements
1. Buying Influences2. Red Flags3. Buyer Receptivity/Response Modes4. Wins vs. Results5. The Sales Funnel6. The Ideal Customer
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• Economic Buyer– Final Approval – ROI Focused
• User Buyer– Impact on his job
• Technical Buyer– Gatekeeper – screens on technical basis
• Coach– Guides you to other buyers– Feeds you information on your position
with each
Four Buying Influences
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Role: Final Approval to Buy (there’s only 1)(May be a board or committee)
– Direct access to $$– Releases $$– Discretionary use of funds– Veto Power
Focus: Bottom Line and Org. ImpactAsks: “What kind of return will we get on
this investment?”
Economic Buyer
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Role: Judge impact on job performance(May be several)
– Using or supervising use of product or service– Personal – has to live with your solution– Direct link to successful use of your solution
Focus: The job to be doneAsks: “How will this work for me?”
User Buyer
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Role: To screen out solutions that won’t work(May be several)
– Judges measurable, quantifiable aspects– Gatekeeper– Makes recommendations– Can’t say “YES”– Can say “NO”, and often does
Focus: The product or service, per seAsks: “Does it meet the specifications?”
Technical Buyer
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Role: To act as a guide for this sale (a sherpa)(Need at least one)
• Can be found– Inside the buying organization– Inside your own organization– Outside both
• Provides and interprets information about– The situation– The buying influences– How each wins
Focus: Your success with this proposalAsks: “How can we pull this off?”
Coach
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• Pick a current or recent situation• Identify & list
– Economic Buyer– Technical Buyer– User Buyer– Coach
• Describe your Coach, how you found him/her and how he/she is helping (or did help) you
Practice
Table FacilitatorsJoe BarberChuck BiehnTony ChiodoMarilyn KinneMark Sala
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Determined by:
• Buyer’s perception of business situation
• Buyer’s perception of how your proposal is likely to change that situation
• Buyer’s perception of whether that change will close a gap (or discrepancy) between his/her current reality and the results needed
Buyer Response Modes
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Probability of a sale (by someone) is high
Growth Mode
Results Needed
Reality(the way things are right now)
Better – Faster - Cheaper
“Does your proposal close the Gap?”
Gap
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Probability of a sale (by someone) is high
Trouble Mode
Results Needed
Reality(the way things are right now)
Cause x
“Does your proposal fix the cause?”
Gap
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Probability of a sale (by anyone) is low
Even Keel Mode
Results Needed
Reality(the way things are right now)
“Why rock the boat now?”
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Probability of a sale (by anyone) is nil
Overconfident Mode
Results Needed
Perceived Reality• False reading of
situation• Sights set too low
“Who needs your proposal?I’ve never had it so good”
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• Worksheet• List
– Economic Buyer– Technical Buyer– User Buyer– Coach
• Identify current Response Mode of each
Update
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• Critical information missing
• Buying Influences new to their job(s)
• Uncertainty about information we have
• Any uncontacted/unidentified buying influence
• Reorganization
Red Flags
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Generate Alternate Positions that will:
• Capitalize on an area of strength
• Eliminate a Red Flag or reduce its impact
• Use your Coach as a source of:– More information about a known player– Information about an unknown player– Another Coach– Info about Economic Buyer’s org. structure
Leverage from Strength
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• Worksheet• Identify Red Flags• Describe your biggest Red Flag and
possible Alternate Positions
Update
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Buyer Ratings
+5 Enthusiastic advocate
+4 Strongly supportive
+3 Supportive
+2 Interested
+1 Will go along
-1 Probably won’t resist
-2 Uninterested
-3 Mildly negative
-4 Strong for competition
-5 Antagonistic anti-sponsor
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Buying Influences WorksheetEconomic (releases $)
Technical (screens out)
User (judges impact on job)
Coach (my guide on this sale)
Walter G +2 Harvey T +1Dan EK -2
Harvey T +1Clay OC -4Dan EK -2Rashid OC +1
Doug G +3
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Wins vs. Results
Results1. Impact of a product or
service
2. Tangible, measurable, quantifiable
3. Corporate/organizational
Wins1. Fulfillment of a promise
made to oneself
2. Intangible, not measurable, not quantifiable
3. Personal
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Sample ResultsUser Buyer
• Reliability• Easy to learn & use• Increased efficiency• Versatility• Great service• Fulfills performance reqmt’s• Does job better/faster/cheaper
Technical Buyer• Meets or exceeds spec• Timely delivery• Best technical solution• Discounts/low bid/price• Reliability
Economic Buyer• Low cost of ownership• Good budget fit• ROI• Financially responsible• Productivity Increase• Profitability• Consistent cash flow• Flexibility
Coach (wins)• Recognition• Visibility• Strokes• Seen as a contributor• Seen as a problem-solver
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Sample Wins• Remain in power• Control over others• More leisure• Remain in location vs. move• Skill development• Personal productivity• Perceived as:
– Change agent– Problem solver– Contributor– Leader
• Mental stimulation• Recognition• Growth potential
• More time w/family• More power• Increased self-esteem• Increased responsibility &
authority• More flexibility• More freedom• More secure• Enhance performance
quality• Social status• Pay a debt• Acquire a toy• Pursue a lifestyle
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Maslow’s “Heirarchy”
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Win-Results Worksheet
Owner satisfied with project outcome
Rashid
Enhance reputation & influence
Doug (C)
Insulation from departmental second-guess
Productivity IncreaseDan (TB,UB)
No problems during jobClay (TB)
No threat to his futureLess operator trainingEasy future upgrades
Harvey (TB,UB)
Swan songOn-time completionWalter (EB)
WinsResultsBuyers
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• Identify Wins/Results• Identify Buying Influences with no known:
– Wins– Results
• Action Plans
Update
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Basic Elements
1. Buying Influences2. Red Flags3. Buyer Receptivity/Response Modes4. Wins vs. Results5. The Sales Funnel6. The Ideal Customer