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edOutlineExcerptedbyDanDoescher–Fall2015Part1- ‐StrategicSellingChapter1- 31. .Oneormoreofthefollowingelementsareinplace:a. Thebuyingorganizationhasmultipleoptions.b. Thesellingorganizationhasmultipleoptions.c. areinvolved.d. Thebuyingorganization’sdecision- elfevidenttooutsiders.2. dinsalestodayonlyifyouknowwhatyou’redoingandwhy.

3. ProfileofTheStrategicProfessionala. thatarevisible,logicalandrepeatable.b. kingonthedooruntilitopensapproach”.c. rowncompetitiveedge.d. Neversatisfied–Thebestalwayswanttodobetter.4. yandTacticsDefinedp.431. therighttacticalpresentation.2. Tactics–Skillsusedtoeffectivelydealwithbuyers.3. FocusontheAccount(longtermview)vs.thesale.4. FourStepstoSuccessfulAccountStrategya. ndwithregardtoyourspecificsalesobjective.b. ThinkthroughpossibleAlternatePositions.c. robjectiveanddeviseanActionPlantoachieveit.

d. ImplementyouActionPlan.5. ffectiveaccountstrategy.6. unta. Specificandmeasureable.b. Focusesonaspecificoutcomeyou’retryingtoeffect.c. KeyElementsStrategicSellingp.65

1. ardlessoftitle.a. oval.b. UserBuyingInfluencesc. TechnicalBuyingInfluencesd. Coach–canbebebothinsidersandoutsiders2. ning/hazard”thatcouldpreventaclose.3. KeyElement3:ResponseModesa. DeterminedBy:i. .ii. gethatsituation.iii. rrentrealityandtheresultsneeded.b. ResponseModesi. vedquality.ii. Trouble–Buyerneedstoseeasolutiontoaproblem.iii. EvenKeel–Buyerseesnoreasontochange.iv. ntialresultsofachange.4. KeyElement4:WinResultsa. Include:i. Satisfiedcustomersii. Long- ‐termrelationshipsiii. Repeatbusiness

iv. Goodreferralsb. Possibleoutcomestoeverybuy/sellencounteri. Win- ‐Win–Youandbuyerwinii. Win- ‐Lose–Youwin,buyerlosesiii. Lose- oftennevercomes.iv. Lose- ‐Lose–Despiteaclose,bothareunhappy.5. ders/futureliabilities.6. ent1:BuyingInfluencesp.811. FocusonBuyingRolesa. hefourroles(notedinChapter4.1.a.- ‐d.above).i. eryComplexSale.ii. oryourspecificsalesobjectives.iii. titudestowardyourproposal.

2. TheEconomicBuyingInfluencea. TheEconomicBuyer’sFocus–AndImportancei. herdecision- ‐makingbody.ii. naryuseofresourcesandvetopower.iii. Focusisonbottomlineandimpactonorganization.b. FindingtheEonomicBuyer- ‐VariablesBuyermayconsidier:i. Dollaramount.ii. Businessconditions.iii. ExperiencewithyouandyourFirm.iv. Experiencewithyourproductorservice.v. PotentialOrganizationalImpact.3. UserBuyingInfluencesa. Focusonhowpurchasewillaffectdailyoperations.b. Useorsuperviseuseofyourproduct/service.c. PersonalsinceUserwilllivewithyoursolution.d. oduct/solution.4. TechnicalBuyingInfluencesa. Gatekeeperstoscreenoutharmfulproposals.b. Judgemeasurable/quantifiableproposalaspects.c. Cansonobasedonspecs/technicalities.d. Can’tgivefinalapproval.5. YourCoachesa. Actaguideforthissale.b. Arebothfoundanddeveloped.c. Criteria:

i. YouhavecredibilitywiththeCoach.ii. ursinglesalesobjective.iii. TheCoachwantsyoursolution.d. inmakingthesale.6. SellingAllYourBuyingInfluencesa. s–rarelythecaseincomplexworldtoday.b. DegreeofInfluence- encers.- ‐Don’tbefooledbytitles.c. Examplesofwhocanharmorhelpaclose:i. TheTerminatingTechnician–canbedealkillerii. TheLame- rnallyisdownand/ordiminishing.iii. everforgettheycanalwaysreasserttheirauthority.7. FiveCriticalFactorsinAssessingDegreeofInfluencei. Organizationalimpactii. LevelofExpertiseiii. Locationiv. PersonalPriorityv. Politics

nd. BuyingInfluence(s)newtothejobe. echangesorotherobvioussignsbutnonethelessreal2. FeedbackandOpportunitya. AlwaysviewRedFlagspositivelyb. sthatmayhavebeenmissed3. strategicimprovement

a. TrueStrategicStrengthcriteriai. AreaofDifferentiationii. . Mustberelevanttoyourcurrentsalesobjectivea. Diminishimportanceofpricecompetition4. EliminatingRedFlags:DosandDon’tsa. Hammeringawayb. IgnoringtheRoadblockc. ersp.132Step1:IdentifyRedFlagsandStrengthsa. RedFladanyonewhoyou:i. Haveinsufficientdataabout.ii. Haveaquestionyoucan’tanswer.iii. Areuncertainaboutyourinformation.iv. nto.v. Havenotmet–anewplayer.vi. Knowwasinvolvedinarecentorcurrentreorganization.b. TestBuyingInfluenceswithsolidpositionsbyasking:i. DoesthisStrength1. matterstothecustomer?2. Relatedirectlytothecurrentsalesobjective?

3. eYourAlternatePositionsLista. EveryAlternateshoulddoatleastoneoftwothings:i. CapitalizeonanareaofStrengthii. esponseModes(notedinChapter4.3.b.i- ‐ivabove).

obabilityofactionislow- ofactionisnil- rmanceactuallylooksgood.

rightnowaboutmyproposal?a. From- ‐5to 5 5EnthusiasticAdvocate 4StronglySupportive 3Supportive 2Interested 1WillGoAlong- ‐1ProbablyWon’tResist- ‐2Uninterested- ‐3Negative- ‐4VeryNegative- ‐5AntagonisticAntisponsorStep3:TestYourRatingsa. HighlyunlikelyaBuyeristrulyneutral–makesureb. minecurrentStrengthsandweaknesses(RedFlags)

2. Ratingsof 4/ 5maybeconsideredStrengths3. SeverelynegativeratingsareRedFlags4. OverconfidentModeand 3areinconsistent–eitheroneoftheother5. rTroubleModes6. eratingslessthan 3theyreallyaren’taCoach.7. NosuchthingasEvenKeelorOverconfidentwitha 3ratings.Step5:ReviseYourAlternatePositionsLista. ttheviabilityofthisoption?b. Positions.Chapter9–TheImportanceofWinningp.1721. Winning:AKeytoLong- ‐TermSuccessa. MoreThanGettingtheOrderi. SatisfiedCustomersii. Long- ‐termRelationshipsiii. RepeatBusinessiv. StrongReferralsb. BothBuyersandSellersselfinterestmustbemet2. FourQuadrantsoftheWin- ‐WinMatrixa. IWin- ‐YouWin:TheJointVentureQuadrantb. IWin- ‐YouLose:BeatingtheBuyeri. Takeadvantageofsellingatinflatedprice

ii. Overstateabilitytofixanyproblemsthatariseiii. Overselltheneediv. ThisoutcomecanleadtoBuyer’sRevengec. ILose- ‐YouWin:DoingtheBuyera“Favor”i. Theoryisgiveinnowforfavorlaterii. knowsyou’redoingitd. ILose- t4:Win- ‐Resultsp.1881.Win- saBuyer’sindividualself- sself- ‐interestinsomespecialway.f.Win- oreBuyersasubjective,personalWin.

2. al3. DetermineYourBuyers’Winsa. omwhatyouabouttheirattitudesandlifestyles.b. Askthemdirectlywhat’sinthesaleforthem.c. GetCoaching.4. TwoWaysNottoDetermineWinsa. InterprettheResultsastheWinb. op5:Win- ssa. Categorizethemby:1. EconomicBuyingInfluence2. TechnicalBuyingInfluence3. eBuyingInfluence?

cificbusinessconcernsofthisBuyerStep5:DraftAWin- ep7:DetermineYourPresentWin- dknowI’mplayingWin- ‐Win?

- Winwhentheirself- ipbetweenyourproposalandtheirself- Win.e.Servingyourcustomersself- Therefore,theonlyacceptableconclusionisaWin- e:StrategiesAndTacticsp.2211. EconomicBuyingInfluencesaremoredifficultto:a. Identifythantheothers.b. Reachbothphysicallyandpsychologically.c. WhyisGettingtoThemSoDifficult?d. Can’tidentifytheme. Blockedfromgettingtothemf. Uncomfortablespeakingwiththemg. ProfileoftheEconomicBuyingInfluenceh. Threeconceptsusefultoidentifythemi. Theyaresale- ‐specific- ‐variesbytypeofproductii. Oftenhighlyplacedintheorganization.

iii. ture.2. SolvingProblem1:Identificationa. ses)andPerceivedRiskbasedonthesevariables:i. TheDollarAmountoftheSaleii. BusinessConditionsiii. ExperiencewithYouandYourFirmiv. ExperiencewithYourProductorServicev. PotentialOrganizationalImpactb. sperceivedrisk.c. ThegreatertheperceivedriskthehighertheBuyerrole.d. Considertwoquestions:i. rasaleofthistypehavetobemade?ii. erorlower?e. Bewareofbeingtoolow:i. noninvestmentmattersmentioned.ii. illbemade.f. ZeroinginontheEconomicBuyingInfluencei. Confirmwhohasfinalapprovalby:a. AskingtheBuyerDirectlya. Whosebudgetwillfundpurchase?b. Anyonewithvetoauthority?c. What’stheprocessafteryourapproval?d. Anyseniorlevelapprovalneeded?b. GettingCoaching

3. SolvingProblem2:WhenYou’reBlockeda. BlockerseesyourproposalasapersonalLoseb. HandlingtheBlocki. BestapproachisshowingBlockerhowtoWina. onomicBuyer.ii. micBuyerwhattheyneed.iii. ��sfuturepredictivecapability.c. GoingAroundtheBlocki. Usesparinglyii. Iffailriskisaforevershutoutd. oprotectthelongtermrelationshipissometimesbest.4. sa. Couldbedueto:i. ocarewhatyouhavetosay.a. Rememberunderneaththey’reregularpeople.b. Learnaboutthemasanindividual.c. ACoachmaybeofhelpii. UncertainabouttheBuyer’swants/needsa. alidbusinessreasontotakeuptheirtime.b. thewaytheydobusiness.

c. sedprofitability.d. erandTechnicalBuyersfocus.e. EstablishbothyourandyourCompany’sCredibilityi. UseteamapproachandmatchupBuyersyou’reyourLike- ‐Rankmembers.ii. business.iii. intventuresleadingtocontinuedWinsfortheBuyers.iv. Bringina“Guru”whosupportsyoursolutions.f. Keepintouchi. Shouldbeperiodic,notsporadic.ii. ,arethereproxiesorlike- ‐rankpossibilities?

ttingupforafutureopportunity.Step4:AmIPlayingWin- mmitmenttoservingtheirpersonalself- ishyourCompany’scredibility?

Step6:ReviseYourAlternatePositionsLista. FocusonEconomicBuyers- ll:i. EliminateaRedFlagsii. LeverageStrengthsiii. Botha.andb.b. hatdoI:i. NeedtoFINDOUT?ii. WanttheBuyertoKNOW?iii. WanttheBuyertoDO?iv. urPrimeInformationResourcep.2611. YourCoachcanhelpyou:a. dtheirDegreeofInfluence.b. .c. t.d. UnderstandtheResultseachBuyerneedstoWin.2. TheThreeCoachingCriteriaa. Yourcredibility–needtobelieveinyou.b. Coach’scredibility–withtheBuyersc. Wantsyoutomakethesale.

3. AvoidFalseCoachesa. dstolikeyouproposalandwantyoutomakethesale.b. TheInformationGiver–mustprovide:1. “Unique”informationyoucan’tgetelsewhere.2. nwiththeBuyer(s).c. TheInsideSalesperson1. SeesyourpendingsuccessasapersonalWin.2. Musttrustyou.3. Buyersmusttrustthem.d. TheMentor1. awhole.2. Coachwantsyoutosucceedin“thissale”.4. yourCoacha. Betterunderstandshoworganizationworks.b. otherBuyingInfluences.c. uenceonothersbroughtbytheirrank.d. Diminisheslikelihoodoflateinprocessveto.e. nanotherandreinforcepositionwiththeEconomicBuyer.

5. AskingforCoachinga. Usetheword“coaching”whenyouaskforhelp.b. ather“coaching”.6. YourCoachingNetworka. ShootforatleastoneCoachpersalesobjective.1. nt.2. ormation.b. CoachesforThisSale1. ll:a. ReinforceexistingCoachrelationship.b. sale.c. WidenCoachingnetworkforthefuture.c. NetworkingasaCheckingMechanism1. gingStrengthsagainstthem.2. FocusesattentiononBuyer’sprobableWins.3. ibilitywithyourCoach?a. Howhavethey“won”withmeinthepast?

b. ”withmycompany?c. lthisperson’sself- “unique”and“useful”datatowardtheWin- ‐ResultseachBuyerneedstoachieveaWin- danotherCoach?

dnotabout“beatingtheotherguy.”p.2851. WhyisCompetitionsotoughtoday?a. Theboldlinefades- iththerateofchangeoccurring.b. TheSavvinessFactor- ‐Customersarebetterinformed.c. NewTypesofCompetition anyalternativesolutioni. Buyfromsomeoneelseii. Useinternalresourcesiii. Usebudgetforsomethingelseiv. eeds.

pertsSpeak:Four“Non- ydemonstratehowyou’llhelpthoseinGrowthmode

rdevelopbuyingcriteria.d. rBuyerexistingcloserelationshipwithacompetitor.i. meet.e. stotrytogainapreferredpositionoverthem.i. ompetitor.ii. Dirtyplaybystartingarumor.iii. ngto“steal”.

low- sewhere.iv. Thisprocessshouldneverend.c.You’retheHigher- ‐PricedSupplierd. ��.e. scost- viewsonproperresponse:a. ss”.b. foraLose.c. uttheirneeds.

petitiona. Whatcouldmakethemoneyforthisproposalgoaway?b. ecost- tive?c. ndsmightbediverted?d. EconomicBuyer,Sponsor(s)andAnti- oachingtoseewhatyoumaybeabletodo.

tegyandTerritory:FocusingonYourWin- loyeesandother“stakeholders”

getsarethosewhodoorca

1. Key Element 1: BuyingInfluences - Can effect outcome regardlessof title. a. EconomicBuyingInfluences - provides "final" approval. b.