The New Strategic Selling Buchzusammenfassung - das Wichtigste aus The New Strategic Selling

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Zusammenfassung von The New Strategic Selling

Name: The New Strategic Selling
Rating: 4.1 (65 reviews)
Author: Robert B. Miller

Robert B. Miller

The Unique Sales System Proven Successful By the World’s Best Companies

4.1 (65 Bewertungen)

13 Min.

Inhaltsübersicht

The New Strategic Selling
in 6 Kernaussagen verstehen

Audio & Text in der Blinkist App

Kernaussage 1 von 6

What’s in it for me? Discover the essential steps to becoming a successful salesperson.

Being a salesperson has never been easy; just think of all those door-to-door sellers, traipsing through whole neighborhoods of uninterested prospects. At least today, the fact that so much business is conducted online surely makes it much easier than it used to be.

Well, perhaps not.

Today, markets are constantly changing, job positions and roles are coming and going, while companies are downsizing or merging in the blink of an eye. As a result, making a sale is not so easy. You need the right tools, the right people and the right plan at the right time – otherwise, your efforts will be in vain.

And this is where these blinks can help. They’ll provide you with great insights into the world of selling, and show you which factors to be aware of when hoping to become a successful salesperson.

In these blinks, you’ll discover

which people you simply cannot afford to ignore;
why comparing a military strategist with a salesperson isn’t so far off the mark; and
how specific you have to be with your sales objective.

Your selling ability depends on your strategy and tactics.

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.

Assessing your company’s current position is the first step in outlining a good strategy.

Strategy is about planning – but where do you get started? The answer is simple: positioning.

You have to assess your current situation before you can outline a good selling strategy. Get to know your position in the market, so you can adjust your company accordingly and put yourself in the best position to reach your objective.

Have a clear idea about which people have important roles that influence your sales process.

Sales used to be about finding and making deals with the right people in another organization. These days, however, it’s much more complicated. Modern markets require you to conduct complex sales, where multiple people must be on board before you can close a deal.

You can find the people who will have a major influence on your sales process by paying attention to the roles they have. There are four important roles to consider when you’re trying to sell your product or service.

Transform any weakness in your strategy into strengths.

Now you know which people you need help from in the selling process; but there are other things to look out for, like red flags.

Red flags are signals that tell you you’re not in the right position. They indicate threats that might jeopardize your sales efforts.

Identify the state of your buying influences so you’ll know how they feel about the potential sale.

We’ve seen that it’s important to identify potential changes in your environment, whether they’re threats or opportunities. However, sometimes changes you perceive as opportunities can be threats to your buyer influence.

You can avoid this by making sure you always understand how your buyer influences feel about potential opportunities; this is the only way to accurately predict how they’ll respond to your proposal.

Show your buying influences that you care about their interests just as much as your own.

Good salesmen never try to trick buyers into agreeing to just one sale. Instead, they aim to foster long-term relationships, satisfy their customers, get good referrals and close deals repeatedly. There are a few ways you can go about this.

First off, don’t make any sales that treat one side as the winner and one side as the loser. If a deal isn’t a win-win situation for both you and your buyer, it’ll end up as a lose-lose.

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Worum geht es in The New Strategic Selling?

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.

Bestes Zitat aus The New Strategic Selling

People buy when, and only when, they perceive a discrepancy between reality and their desired results.

—Robert B. Miller

Wer The New Strategic Selling lesen sollte

Salespeople
Anyone who wants to get better at building lasting business relationships

Über den Autor

Robert B. Miller has consulted and made sales with many Fortune 500 companies including Ford and General Motors. He created the sales systems used at Miller Heiman, a prestigious organization that offers sales programs and systems to professionals. He’s also the co-author of best-selling books such as Conceptual Selling and The 5 Paths to Persuasion.

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