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Participants develop action plans to successfully sell solutions that require approval from multiple decision makers in the customers organization. Strategic Selling provides visibility into sales opportunities, documenting plans with the programs Blue Sheet. This involves first identifying all key players in the customers organization, understanding each players degree of influence and their reasons for buying, and uncovering essential information. Participants will learn to evaluate their competitive position, differentiate their company by leveraging its unique strengths, and address the business and personal motives of each decision maker in the client organization. Strategic Selling significantly improves the odds of winning complex sales opportunities. It gives organizations a common process and language for pursuing sales opportunities and criteria for allocating resources to determine when to walk away from resourceintensive deals with a low probability of success. Participants will learn how to focus time and energy on those opportunities most likely to become profitable, long-term customers. Strategic Selling may be the right solution if your sales organization is trying to: Secure approval from multiple decision makers Navigate the internal bureaucracy of customers and prospects. Gain more visibility into the status of important sales opportunities Allocate resources appropriately for large sales Improve team collaboration to pursue strategic opportunities Forecast revenue with greater accuracy Increase close rates for opportunities with long sales cycles
Once committed to the training process, they must routinely reinforce new ways of behaving in real sales situations. They must provide a clear sense of direction on a daily basis, not just at the monthly sales meeting / quarterly review / annual appraisal The very best sales managers engage in frequent coaching and feedback, even when their sales people work in remote locations. While encouraging salespeople to air their problems openly and discuss their concerns, sales managers must be able to offer clear and specific feedback for improving sales performance Rewarding change The sales manager is charged with translating the companys reward system into specific improvements in sales performance. Both salespeople and corporate managers count on the sales manager to recognise and reward outstanding achievement, formally and informally. The process of promoting new attitudes about the customer and the role of the salesperson can be frustrating and slow. Reverting back to recent research there is compelling evidence to suggest that companies will see results sooner if they recognise and reward salespeople you get more of the behaviour and results that you reward. The trend in sales compensation appears to be away from commission to guaranteed salary, from compensation based on orders to compensation based on delivery and sign-off. Interestingly some organisations we know, base their salesperson of the year award on the basis of customer satisfaction or customer retention rather than sheer volume of orders or activity Summary And Now the Good News It is now a given fact in any sales-related seminar or conference you may attend that traditional sales methods are being relegated to the annals of history. The new, more discerning customers of today have seen to that. They now wield greater bargaining power, demand more value for money and have become more knowledgeable and professional when it comes to decision-making. Suppliers are now faced with rising customer expectations and the need to become more flexible to the requirements of each individual client. Yet the key to differentiation lies within these expectations, since more complex buying decisions lead customers to value closer links with their suppliers.