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1Strategicselling1StrategicSellingStrategicselling2KEYOUTCOMES1.TolearntheelementsofStrategicanalysisandlearnaprocessforsettingstrongaccountstrategies.2.Toanalyzesomekeyorimportantaccountsandsetaccountstrategies(I.e.positionnow,desiredposition,actionplan).1.,2.,,(:,,).2Strategicselling3Contents⇒Introduction•Buyinginfluences•BuyingInfluenceModes•SalesFunnel•IdealCustomer•StrategicAnalysis•Summary⇒••••••Strategicselling4Futurechock•Inthesellingarea,CHANGEcanbe:•inyourmarketplace•inyourcustomerbase•inyourproductline•inyourcompetitivepositioninyourmarketstrategyandtactics•acombinationofalloranyoftheabove•Changecanbesubtleerosion,asuddeneventorcontinuousgrowth.•,•••••••,3Strategicselling5ANALYZETHESITUATION()Strategicselling6IdentifyRelevantIndividuals()4Strategicselling7INDENTIFYROLE()Strategicselling8WHATISASTRATRGICSALE?•Sellingorganizationhasmanyoptionsavailable.•Manypeopleinvolved•Manylevelsinvolved•Buyingorganization'sdecision-makingprocessiscomplex.•Productbeingsoldmaybehighlycomplexorsimple,(e.g.,gaschromatograph/massspectrometerorKleenex).•••••(:/)5Strategicselling9STRONGSTRATEGY•Leveragesstrengths(capitalizes)•minimizesoreliminatesareasofuncertainty.•()•Strategicselling10WHATDOWEMEANBYSETTINGSALESSTRATEGICS??POSITIONNOWREFARDINGMYSALESOBJECTIVEABCDEBESTPOSITIONACTIONPLAN1st2nd3rd4thAnalyzeThinkthroughpossiblealternativepositionsRepositionre:MysalesobjectivesImplement6Strategicselling11SINGLESALESOBJECTIVEMUSTBE•Product/Servicerelated•Specific,clear,concise•Tangible,easilymeasurable•Tiedtotimeline•UsuallynotconnectedbyandANSWERS:Whatspecificallyareyoutryingtomakehappenthatyoudon’thavenow?•/•,,•,••.,.Strategicselling12SingleSalesObjectiveCompanyname-Area-,SpecificProduct/Service/DollarRevenueCloseDateTotal#SingleSalesObjectives__________TotalDollars$__________7Strategicselling13Contents•Introduction⇒Buyinginfluences•BuyingInfluenceModes•SalesFunnel•IdealCustomer•StrategicAnalysis•Summary•⇒•••••Strategicselling14BUYINGINFLUENCES•Everysalehas4typesofBuyingInfluences•Eachtypedescribesaroleinthesale.ToIncreaseProbabilityOfSuccessYouNeedTo:•Identifyallinfluences•Understandeachinfluence'sjobfocus••,:••8Strategicselling15ECONOMICBUYINGINFLUENCE•RoleTogivefinalapprovaltobuy(onlyonepersale)(Note:Maybeonesetofpeoplesuchasaboardorcommittee)•Whoarethey•Directaccessto$•Releases$•Discretionaryuseoffunds•Vetopower•Focus:Bottomlineandimpactonorganization.•Asks:Whatkindofreturnwillwegetonthisinvestment?•:()(:,,:)••••••:•:,?()Strategicselling16USERBUYINGINFLUENCE•Role:Tomakejudgementsaboutimpactonjobperformance(oftenseveralormany)•Whoarethey•Peopleusing/supervisinguseofyourproductorservice•PersonalsinceUserwilllivewithyourproposal.•DirectlinkbetweenUser'ssuccessandthesuccessofyourproduct/service.•Focus:Thejobtobedone•Asks:Howwillitworkforme?•:()••/••/.•:•:?9Strategicselling17TECHNICALBUYINGINFLUENCE•Role:Toscreenout(oftenseveralormany)•Whoarethey•Judgesmeasurable,quantifiableaspectsofyourproposal•Gatekeeper•Makesrecommendations•Can'tsayyes(I.e.,finalapproval)•Cansayno-oftendoes•FocusProductpersecrition•Asks:Doesitmeetspecifications?•:()•••••YES()•NO-•:•:?Strategicselling18COACH•Role:Toactasaguideforthissale(developatleastone)•Whoarethey•Canbefound:•Inbuyingorganization•Inyourownorganization•Outsideboth•Providesandinterpretsinformationabout:•Situation•Buyinginfluences•Howeachwins•Focus:Yoursuccesswiththisproposal•Asks:Howcanwepullthisoff?•:()••••••:••••:•:?()10Strategicselling19COACHCRITERIAFORIDENTIFYING:•Youhavecredibilitywiththisindividual•ThispersonhascredibilitywiththeBuyingInfluencesforthissalesproposal.•Thispersonwantsyoursolution(forwhateverreason).•••()()Strategicselling20REDFLAGS•Criticalinformationmissing•Uncertainaboutinformation•AnyuncontactedBuyingInfluence•BuyingInfluence(s)newtothejob•Reorganization•••••11Strategicselling21Contents•Introduction•Buyinginfluences⇒BuyingInfluenceModes•SalesFunnel•IdealCustomer•StrategicAnalysis•Summary••⇒••••Strategicselling22BUYINGINFLUENCEMODES•Everysalesproposalisachange.•Individualsmayrespondtochangeindifferentways.•Thereare4differentreactionsorModes.ToincreaseProbabilityofSuccessyouneedto:•UnderstandaBuyingInfluence'smode.•Developanapproachforeachmode.•,.••:••12Strategicselling23GROWTHProbabilityofaSaleisHighMorequantity-BetterQuality,ResultsneededDISCREPANCYREALITYtoday(thewaythingsarerightnow)DoesYourProposalClosetheGap??Strategicselling24TROUBLEProbabilityofaSaleisHighCAUSEXXDoesyourproposalremovetheCauseoftheTrouble??RESULTSneededDISCREPANCYREALITYtoday13Strategicselling25EVENKEELprobabilityofaSaleislowREALITYtodayRESULTSneededWhyRocktheBoatnow??Strategicselling26OVERCONFIDENTProbabilityofSaleisNilPerceivedREALITYTodayCausedby:FalseReadingofSituationSightsSetTooLowRESULTSneededYourproposal’sseenasNegativeImpactonREALITY“Whoneedsyourproposal??I’veNeverHaditsogood.”.14Strategicselling27RATINGS•+5EnthusiasticAdvocate•+4StronglySupportive•+3Supportive•+2Interested•+1Willgoalong•-1ProbablyWon'tResist•-2Uninterested•-3MildlyNegative•-4StronglyforCompetition•-5AntagonisticAn