New Strategic Selling (1995) teaches you how to close sales in the most positive, beneficial way for both you and your buyer. Long-term success in sales is all about building relationships, satisfying your customers and identifying the key factors that influence the sale, and these blinks will set you on your way.
Imagine you’re managing Manchester United and you’re set to play against Real Madrid next week; you wouldn’t come into such an important match without a carefully considered game plan. Sales work the same way: you need a strategy.
A lot of companies fail to develop a strategy and make the mistake of planning as they go. The author has found that most of the sales representatives who attend his Strategic Selling workshop don’t spend much time planning, and prefer to focus on the sales process itself.
In other words, they focus on their tactics, what they do during this process, instead of their strategy, the overall plan for selling products or services.
However, strategy and tactics go hand in hand. Think of your strategy as homework; set out a plan in advance, but be prepared to adapt it during the actual sales process.
You can’t have lasting success in sales without a strategy, just as you can’t go into battle without setting up your troops first.
Strategy and tactics are equally important because they cover different objectives for the salesperson. Strategy is about long-term goals whereas tactics are about the short term.
Your short-term objective might be to make as many individual sales as possible, for instance. A long-term objective might be to maintain a good relationship with your clients so they’ll stay open to new deals in the future. Tactics help you make individual sales and strategy covers your accounts.
Strategy and tactics don’t work without each other, either. You might use clever tactics to get a company to buy your products quickly, but if they don’t suit the company’s long-term needs they won’t buy from you again – or recommend you to anyone else.