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Strategic SellingThe Unique Sales SystemProven by America’s Best CompanieschiefbyRobert Miller & Stephen HeimanWe Share IdeasWe Share IdeasWhat’s the “Strategic” Part?Selling Premise A Strategic road map for the Complex Sale– Multiple Decision Makers– At Multiple Levels– Possibly in Multiple Organizations I will spend my time making certain that Isecure the orders I want Vs Tactics–––––ProspectingSales LettersAds & PromotionsBypassing GatekeepersProposals––––– Virtually any sale can be made, regardless ofprice position vs. competitorsPresentationsEliminating CompetitorsPricingHandling ObjectionsClosingWe Share Ideas I will not spend my time pricing everyopportunity, allowing others to control mydestiny by offering or selecting lower pricesWe Share IdeasAssessing Your PositionCertainty of Outcome(Predictable)Panic/Euphoria ContinuumPanicarFeeryorWrtfoomis nicUncertainty of Outcome(Unpredictable)StopCan I FurtherEnsure Success?We Share IdeasCan IReduce Anxiety?We Share Ideas1

Basic Elements1.2.3.4.5.6.Buying InfluencesRed FlagsBuyer Receptivity/Response ModesWins vs. ResultsThe Sales FunnelThe Ideal CustomerWe Share IdeasFour Buying Influences 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 positionwith eachWe Share IdeasEconomic BuyerRole: Final Approval to Buy (there’s only 1)(May be a board or committee)– Direct access to – Releases – Discretionary use of funds– Veto PowerFocus: Bottom Line and Org. ImpactAsks: “What kind of return will we get onthis investment?”We Share IdeasUser BuyerRole: 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 solutionFocus: The job to be doneAsks: “How will this work for me?”We Share IdeasTechnical BuyerRole: 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 doesFocus: The product or service, per seAsks: “Does it meet the specifications?”We Share IdeasCoachRole: 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 winsFocus: Your success with this proposalAsks: “How can we pull this off?”We Share Ideas2

PracticeBuyer Response Modes Pick a current or recent situationTable Facilitators Identify & list– Economic Buyer– Technical Buyer– User Buyer– CoachJoe BarberChuck BiehnTony ChiodoMarilyn KinneMark SalaDetermined by: Buyer’s perception of business situation Buyer’s perception of how your proposalis likely to change that situation Describe your Coach, how you foundhim/her and how he/she is helping(or did help) you Buyer’s perception of whether thatchange will close a gap (or discrepancy)between his/her current reality and theresults neededWe Share IdeasWe Share IdeasGrowth ModeTrouble ModeProbability of a sale (by someone) is highProbability of a sale (by someone) is “Does your proposal close the Gap?” (the way thingsare right now)We Share IdeasResultsNeededGapCause xReality“Does your proposal fix the cause?” (the way thingsare right now)We Share IdeasEven Keel ModeProbability of a sale (by anyone) is lowOverconfident ModeProbability of a sale (by anyone) is nilPerceived RealityResultsNeeded False reading ofsituation Sights set too lowRealityResultsNeeded(the way thingsare right now)“Why rock the boat now?”We Share Ideas“Who needs your proposal?I’ve never had it so good”We Share Ideas3

Update Worksheet ListRed Flags Critical information missing Buying Influences new to their job(s)– Economic Buyer– Technical Buyer– User Buyer– Coach Uncertainty about information we have Identify current Response Mode of each Any uncontacted/unidentifiedbuying influence ReorganizationWe Share IdeasWe Share IdeasLeverage from StrengthGenerate Alternate Positions that will: Capitalize on an area of strength Eliminate a Red Flag or reduce its impactUpdate Worksheet Identify Red Flags Describe your biggest Red Flag andpossible Alternate Positions 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. structureWe Share IdeasWe Share IdeasBuyer RatingsBuying Influences WorksheetEconomic (releases )Walter 5 Enthusiastic advocate-1 Probably won’t resist 4 Strongly supportive-2 Uninterested 3 Supportive-3 Mildly negative 2 Interested-4 Strong for competition 1 Will go along-5 Antagonistic anti-sponsorWe Share IdeasG 2Technical (screens out)HarveyClayDanRashidT 1OC -4EK -2OC 1User (judges impact on job)HarveyDanT 1EK -2Coach (my guide on this sale)DougG 3We Share Ideas4

Wins vs. ResultsSample ResultsEconomic BuyerResultsWins1. Impact of a product orservice1. Fulfillment of a promisemade to oneself2. Tangible, measurable,quantifiable2. Intangible, not measurable,not quantifiable3. Corporate/organizationalTechnical BuyerRemain in powerControl over othersMore leisureRemain in location vs. moveSkill developmentPersonal productivityPerceived as:Change agentProblem solverContributorLeader Mental stimulation Recognition Growth potential Maslow’s “Heirarchy”More time w/familyMore powerIncreased self-esteemIncreased responsibility &authorityMore flexibilityMore freedomMore secureEnhance performancequalitySocial statusPay a debtAcquire a toyPursue a lifestyleWe Share IdeasWe Share IdeasWin-Results WorksheetBuyersResultsWinsWalter (EB)On-time completionSwan songHarvey (TB,UB)Less operator trainingEasy future upgradesNo threat to his futureClay (TB)No problems during jobDan (TB,UB)Productivity IncreaseDoug (C)RashidWe Share IdeasCoach (wins) Recognition Visibility Strokes Seen as a contributor Seen as a problem-solverWe Share IdeasSample Wins––––User Buyer Reliability Easy to learn & use Increased efficiency Versatility Great service Fulfills performance reqmt’s Does job better/faster/cheaper Meets or exceeds spec Timely delivery Best technical solution Discounts/low bid/price Reliability3. PersonalWe Share Ideas Low cost of ownership Good budget fit ROI Financially responsible Productivity Increase Profitability Consistent cash flow FlexibilityInsulation fromdepartmental secondguessUpdate Identify Wins/Results Identify Buying Influences with no known:– Wins– Results Action PlansEnhance reputation &influenceOwner satisfied withproject outcomeWe Share Ideas5

Basic Elements1.2.3.4.5.6.Buying InfluencesRed FlagsBuyer Receptivity/Response ModesWins vs. ResultsThe Sales FunnelThe Ideal CustomerWe Share Ideas6

Strategic Selling The Unique Sales System Proven by America’s Best Companies by Robert Miller & Stephen Heiman We Share Ideas chief We Share Ideas What’s the “Strategic” Part? A Strategic road map for the Complex Sale – Multiple Decision Makers – At Multiple Levels – Pos