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All Sales People Make At Least 1 of These 6 Sales Strategy Mistakes. Part 2

Posted by Vy Huynh on Nov 3, 2014 11:30:00 AM

describe the imageMistake #4: Setting multiple sales objectives at a time.

Most sales people work on hundreds of things at once, which often creates problems for them. Having a single sales objective helps you give each potential order the unique attention it deserves. An effective single sales objective needs to be measurable, specific, realistic and timely. Setting the objective in these terms will help sales people answer questions about the deal in terms of:

  • Who is involved

  • Where and when meetings are going to occur

  • What information will be collected

  • How the actions are carried out

  • The specific desired outcome

The format for your single sales objective should be:

  • The client or prospect's name

  • The product or service you are selling 

  • The revenue or other units the sale will generate 

  • The date by which the sale will be closed

A well-defined single sales objective is the key to creating a strategic action plan.

Mistake #5: Not identifying people who have influence on the buying decision (“buying influencers”).

Buying influencers are the key players from the organisation that have a vested interest in, and influence over, the specific details of the sale. It is important to understand who the key influencers are in the account and where reps are positioned strategically with them. Once this understanding is reached, you can customise their approach, the sales objective and the solution so that they may focus on the influences that require the most attention.

In the second International Talent Assessment and Development Conference, organised by Profiles International South East Asia and TRG International, guest speaker Al Rainaldi—Managing Director at Orion Performance Consultants, LLC - and a very experienced and certified Miller Heiman world-class sales training instructor - shared four types of buying influence.

 

Economic Buying Influence*

User Buying Influence*

Technical Buying Influence*

Coaches*  

Role

Gives final approval to buy

Only one per sale (could be a team, board, or committee)  

  • Controls expenditure and release

    of funds

  • Has discretionary use of resources

  • Has veto power

  • Can say “yes” (and make it happen)

Judges the product/service’s impact on job performance

Often several or many  

  • Uses or supervises the use of

    your product, service or solution

  • A personal part of the process, because users will live with your solution

  • Determines the direct link between users’ success and the success of your product, service or solution

 

Screens out  

Often several or many  

  • Judges measurable, quantifiable aspects of your proposal

  • Gatekeeper

  • Cannot give final approval

  • Can say “no” based on specs or technicalities

 

Acts as guide for this sale  

Proactively develop at least one  

A coach can provide and interpret information about:  

  • Validity of the opportunity

  • Other Buying Influences

  • Other elements of your strategic analysis

 

Focus

Bottom line and effect on organisation

The job to be done

Match to specifications in their areas of expertise

Your success with this proposal  

Asks

“What return will I get on this investment?”

“How does this impact my job responsibilities?”

“Does this meet the specified criteria?”

“How can we make this happen?”  

Mistake #6: Forgetting a valid business reason when approaching a prospect.

When you try to meet with your potential buyer, it is important to have a valid business reason*. This gives the potential buyer a reason for spending time with you; it tells buyers that no matter how long you’ve known them you’ve given some thought to their current challenges and that you’re looking for solutions that are “valid” to them.

Having a valid business reason for every sales call, whether in person or on the phone, is the considerate way of doing business.

A valid business reason needs to:

  • Be in customer-focused language

  • Have an impact on the Buying Influence

  • Set the meeting as a high priority for the Buying Influence

  • State what’s important to the Buying Influence first

  • Be clear, concise and compelling

*Most of the terms used in this article were coined by Miller Heiman Global. The Miller Heiman Sales Training Course was first conducted in Vietnam on September 8–10, 2014, by instructor Al Rainaldi. The course was brought to Vietnam by Profiles International South East Asia.

For more information about this course, please visit: http://www.millerheiman.com/

Or request to attend a formal Miller Heiman program in Vietnam by sending an email to marketing@profiles-sea.com

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