Art Of Selling

Strategic Selling Workshop
Presented ByAyman Basha

© Wincor Nixdorf International GmbH
Workshop Agenda
Course Overview
The Starting point from 9:00am till 11:00am
Buying Influences
Break for 15 minutes
Win – Results
Getting to the economic buying influences from 11:15am till 01:00pm
Competition
one-hour break for lunch
Ideal customer profile
Sales funnel from 2:00pm till 3:30pm
Blue sheet works
Break for 15 minutes
Reinforcement
Open questions from 3:45pm till 5:00pm
2

The Sales Process
A multi – Step methodology that is :
- Repeatable
- Manageable
- Consistent
- Sequential
Transforms products and services into revenue/Margin in a cost –
effective way
Composed of many sub processes
3

Key outcomes
Key Ideas
Identify the elements of strategic analysis
Develop an ongoing process for:
Analyzing sales opportunities
Setting effective strategies
Managing and tracking sales objectives
4
Common Language

Strategic Selling is designed for a complex sale
A complex sale is one in which several people must give their input or
approval before the buying decision is made
5

A sale Becomes complex when:
Buyer has many options
Seller has many options
Many levels are involved
Buying organizations decision – making process is complex
6CNS© 20017

Elements of Strategic Selling
What is my position (strategy) now with regard to:
Strengths and Red flags
Buying Influences
- Roles, Degree of influence, Modes, Ratings
Win – Results
Competition
Ideal customer profile
Sales Funnel
7

Strategic Selling
BASIC PREMISE
whatever it was that you got you where you
are today is not sufficient to keep you there
8

The only Constant is Change
The sales environment is which you learned to operate no longer exists
because of high – impact changes
these changes may cause great uncertainty and confusion about the
appropriate action to take
The greater the change, the greater the uncertainty
9

Change
10

Changes in the selling arena can occur in:
Marketplace
Customer base
Product Line
Competitive Position
Market strategy and tactic
Organization
11

Characteristics of change
Change can be:
 A subtle erosion
 A Sudden event
 A continuous growth
Change can be perceived as:
 A threat
 An opportunity
12

Changes Worksheet
Changes Worksheet
Change Threat / Opportunity Sudden Event/Continuous Growth
Marketplace
Customer Base
Product Line
Competitive Position
Market Strategy and Tactics
In your Organization
13

Strategic purpose: Build a Strong Strategy
Identify Strengths
leverage strengths and capitalize on opportunities
Identify Red Flags
Minimize and /or eliminate uncertainties and threats
14

Strengths
Area of differentiation
Opportunities used to improve position
Must be relevant to the current sales objectives
lessen price sensitivity
15

Red Flags
Critical information that is missing or unclear
New or un-contacted buying influences
Reorganization
Uncertainty about any information
16

Single Sales Objective Criteria
Product, Service, or solution – related
Specific, Clear, Concise
Definable and measurable
Tied to a timeline
Usually not connected by “and”
17

Test Your Current Position
“ How do I feel right now about closing this single sales Objective?”
18

Euphoria – Panic Continuum (what do I feel about my position today)
Euphoria Panic
19
DiscomfortConcernOkComfortSecureGreat fearworryDiscomfortConcernOkComfortSecureGreat

Single Sales Objective Worksheet
Single Sales Objective Worksheet
Company Product/Service/Solution Sales/Margin Close Date Euphoria - Panic Continuum
Total # Single Sales Objectives = Total Sales Margin =
20

Buying Influences
Key ideas:
Four buying Influences roles in every sale
Each role describes a type of influence on the sale
Each buying Influence may play multiple role in one sale
21

To Increase your probability of sales success
Identify all buying influences
Determine Buying influences roles
Remember that buying influences can play multiple roles
22

Economic Buying Influence
Role: gives final approval to buy
Only one per sale(could be 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)
Focus: bottom line and impact on organization
Asks: “what return will I get on this investment?”
23

User Buying Influence
Role: Judges impact on job performance
Often several or many
Use or supervise the use of your product, service, or solution
Personal because users will live with your solution
Direct link between users success and the success of your product, service, or
solution
Focus: The job to be done
Asks: “How does this impact my job responsibilities?”
24

Technical buying influence
Role: Screens out
Often several or many
Judge measurable, quantifiable aspects of your proposal
Gatekeepers
Cannot give final approval
Can veto based on specs or technicalities
Focus: match to specifications in their areas of expertise
Asks : “Does this meet the specified criteria?”
25

Coach
Role: acts as a guide for this sale
Proactively develop at least one !
A coach can provide and interpret information about:
Validity of this single sales objective
Other buying influences
Other elements of your strategic analysis
Focus: your success with this proposal
Asks: “How can we make this happen”
26

Develop Coaches
May be Found:
In buying Organizations
In selling organizations
Outside both
Share your blue sheet with your coach
27

Coach Criteria
You have credibility with this individual
This person has credibility with buying influences for this single sales objective
This person wants your solution
All three criteria must be met, or you have a red flag
28

Buying Influences worksheet
Buying Influences worksheet
Econominc Buying Influence: Controls expenditure of budget, controle resoureces, Has Veto power.
User/Operation buying influences: Use or Supervise the use of your product/service/solution
Technical buying influences: judge measurable, quantifibale aspects of your proposal.
Coaches; Act as guides and provide/interpret information for this sale.
Single Sales Objective Company/Customer------------------ Product/Service/Solution----------------------- Sales Margin-------------------- Closing date-------------------
Name/Title Degree Mode Rating Win Result
User/Operation Buying Influences
Technical Buying influences
Coaches
29

Degree of Influence
Key Ideas:
Different Buying Influences have varying degrees of influence for
each Single sales Objective
There are three degrees of influences
30

Three Degrees of Influence
31
Low
Medium
High

To increase your Probability of sales success:
Understand a buying Influence’s degree of influence
Develop an approach that recognizes each degree of influence
32

Factors Affecting Degree Of Influence
Organization Impact
Level of expertise
Personal priority
Internal Polices
Geography
Decision – making process
33

Level Of Receptivity: Buying Influence Modes
Key Ideas:
1. Every sales proposal is a change
2. Buying influences view change in different ways
3. Modes = Buying influences perception of a need for change
4. Four Modes or perceptions of urgency
34

To increase your probability of sales success:
You need to:
 Understand each Buying Influences mode
 Develop an approach for each mode
35

Reality = Buying Influences perception of the selling
situation, not Yours
Example: Is the glass half full or half empty?
Modes are not overall attitudes or personalities.
36

Growth
Probability of taking action is high
Result wanted
Discrepancy
Reality Today
Does your proposal reduce or eliminate the discrepancy?
37CNS© 20017

Trouble
Probability of taking action is high
Result Wanted
Discrepancy
Reality Today
Does your proposal reduce or eliminate the discrepancy?
38

Even Keel
Probability of taking action is low
Result wanted
Reality Today
Buying influence asks, “why do I need to make a change?”
What is your plan for moving this buying influence from Even Keel?
39

Overconfident
Probability of taking action is NIL
Perception of REALITY today caused by
False reading of situation
Sights set too low
Strong resistance to change
Results Wanted
Buying Influence asks, “who needs your proposal?”
What is your strategy for bringing this buying influence to the real world
40

Ratings
+5 Enthusiastic Advocate
+4 Strongly Supportive
+3 Supportive
+2 Interested
+1 Will go along
- 1 Probably Won’t resist
- 2 Uninterested
- 3 Negative
- 4 Very Negative
- 5 Antagonistic Anti – Sponsor
41

Use of Modes and ratings to help set strategies
Degree Mode Rating
H EK -2
H T +3
L T -3
L G +4
42
Economic
User
Technical
Coach

We’re Ultimately Striving for:
 Satisfied customers
 Long – term relationship
 Repeat business
 Referrals
An order alone is not enough.
43

WIN - WIN
I I
44
I WIN YOU
WIN
I WIN
YOU
LOSE
I LOSE
YOU
WIN
I LOSE
YOU
LOSE

Win - Results
Key Ideas:
People Win in their own ways
Your personal win is different from each buying influence’s personal
win
Categories of buying influence tend to look for similar business
results, but each win in a personal way
45

To Increase your probability of success
Learn how your buying influences WIN
Don’t focus only on business results
Tie the two together to ensure your proposal delivers the personal WIN
46

WIN - RESULTS
Win – Results
What are the specific business results I need to produce for this
Buying Influence to personally WIN
47

Results
48
Product/Service
Knowledge
Tools
Process
Product Design
Operations
Quality Control
Communications
Results/Business
• Impact of the product on
the process.
• Tangible, measurable,
Quantifiable

Results Reference Sheet
49
Role: Final approval, release budget
Focus: Bottom line and impact on organization
User /Operation Buying Influences
Role: Judge Product impact on the job
Focus: The job to be done
1. Higher Return on investment
2. Increased Sales
3. Reduced costs
4. Increased efficiency/ productivity
5. Low cost of ownership
6. Flexibility
7. Profitability
8. Smooth cash flow
Technical Buying Influences
Role: Judge match to specifications, screen out
Focus: Match to specifications in their areas of expertise
1. Meet Specifications
2. Exceed Specifications
3. Timely delivery
4. Best technical solution
5. Discounts/low bid/ price
6. Terms and conditions
7. Meet legal requirements
1. Reliability
2. Increased Efficiency
3. Upgrade Skills
4. Fulfill performance requirements
5. Best problem solution
6. Do job better/faster/easier
7. Versatility
8. Excellent service
9. Easy to learn and use
Coaches
Role: give data, guide to other buying influences
Focus: your success with this proposal
Note: Coaches don’t have their own results,
only WINs. Coaches only have results if they
are playing another buying influence role

Wins
50
WIN
• Needs To serve personal
interest
• Excel
• Feel Important
• Belong
• Survive
• Help others
• Make contributions
• Avoid a loss
• How the buying influence’s
self – Interest is served
• Reflects and reinforce
values and attitudes
• Intangible, not measurable
• Why a person buys
Buying
influence
Self -
Interest Win

Wins Reference Sheet
• Remain in Power
• Achieve control over others
• Get more leisure
• Remain in a given location
• Increase personal productivity
• Increase skill development
• Be an instrument of change
• Be looked on as problem solver
• Contribute to the organization
• Increase mental stimulation
• Gain recognition
• Increase growth potential
• Improve social status
• Have more time with family
• Get more power
• Increase self – Esteem
• Be more flexible
• Feel More Secure or safe
• Put in a quality performance
• Be seen as a leader
• Offer Uniqueness
• Pay a debt
• Increase responsibility and authority
• Purse a lifestyle
• Get more freedom
• Get a promotion
• Make someone indebted
• Autonomy
• Education
• One – gunmanship
• Increased confidence
CNS© 2001751
Avoiding a Lose
• Loss of credibility
• Loss of recognition
• Loss of job
• Continuous worry
• Demotion
• Go out of business
• Make boss or associates angry or annoyed
• Ego deflation

Characteristics of Wins and Results
Wins
 Fulfillment of promise made to oneself
 Intangible, not measurable, not quantifiable
 Personal
RESULTS
 Impact of a product on a business process
 Tangible, measurable, quantifiable
 Corporate
CNS© 2001752

Win + Results = Success
53
Buying
Influence
Self -
Interest
Win - Results Process
Product /
Service

Techniques To Uncover Wins:
 Ask the buying influence directly
 Ask your Coach
 Inter the Win from what you know of the buying influence, and double – check your
inference
54

© Wincor Nixdorf International GmbH 55
Win - Results
Win – Results Statement
A short statement of the personal win that a buying influence
attains when important, measurable business results are
delivered

Win – Results Statement Worksheet
56
Single Sales Objective: --------------------------------------------------- Single Sales Objective: ---------------------------------------------------
Product/ Service / Solution --------------------------------------- Product/ Service / Solution ------------------------------------------
Sales margin -------------------------------------------------- Sales margin ----------------------------------------------------
Closing date --------------------------------------------------------- Closing date ---------------------------------------------------------
Buying Influence name -------------------------------------------- Buying Influence name -------------------------------------------
Key Results Key Results
Win - Results Statement Win - Results Statement
Win - Results Statement Worksheet
Key Wins Key Wins

Getting to the Economic Buying Influence
What makes getting to the Economic Buying Influence so difficult?
Getting to the Economic Buying Influence

Can’t Identify Blocked Uncomfortable
Three challenges of reaching the economic buying
influence

To overcome “can’t Identify”
 Ask the suspected Economic Buying Influence directly
 Ask your coach
 Infer or guess
To overcome “can’t Identify”

Getting the Economic Buying Influences worksheet
Can't Identify Blocked Uncomfortable
Getting the Ecomonic Buying influence Worksheet
Possible Actions To Minimise or Overcome
Reasons
60

Competition
Key Ideas:
 Every Sales has competition
 Focusing on the competition can be just as dangerous as ignore it
 To increase your probability of success, you must leverage and eliminate
 There are four types of competition for every sale

Type of competition
Competition is defined as any alternative solution
Buying from someone else
SupplierSupplier
Buyer Organization
Buying Influence
Using Budget for Something else
Buyer Organization
Using Internal Sources
Buyer Organization
Buying Influence
Buying Influence Buying Influence
Doing Nothing
Buyer Organization

Sales Strategies Focusing on Competition
 Reactive
 Ignore customer needs
 Not creative or innovative
 Use “me too” approach

Competition Worksheet
Competition Worksheet
Competition 2Competition 1
Their Strenghths
Their Red Flags
64

Competition strengths and red flags
1. How does your Single Sales Objective differ from your competition’s (budget amount,
close date/implementation, product, service or solution)?
2. Who is coaching your competition? Who is their Economic Buying Influence? Who
dislike them?
3. What has your competition sold this account before? Did they deliver as promised?
4. Does this company prefer sole distributer/ suppliers, or would it rather have multiple
sources?
5. What product, service, or solution advantage does the competition have for this Single
Sales Objective? Weaknesses? Price Difference? Service and support strengths and
weaknesses

Position VS. Competition
From your customer’s perspective, what is your position for this single sales objective?
Only Alternative: You are the only one being considered.
Front Runner : There is competition, but you are in the preferred position.
Shared : There is competition, and the decision could go to anyone.
Zero : Your competition is firmly positioned

Ideal Customer profile
Key ideas:
 The ideal customer profile is used as a predictive device to anticipate
and to identify
 The ideal customer profile can be used as a strong device
 The closer your customers fit your ideal customer profile, the more likely you
are to encounter fewer problems and have an easier sale

Areas that reflect attitudes/Values
Company reputation
Business ethics
Innovative or conservative
Attitude towards people (their own, customers, vendors)
Loyalty
History or relationship

Ideal Customer Worksheet
Ideal Customer Worksheet
Best Customers Characteristics Unique to Best KeyCharacteristics Of your Ideal customer Characteristics Unique to poorest Poorest Customers
69

What is Selling Time?
Any time spent face to face or phone to phone with a buying influence talking
about Growth or Trouble or asking questions to uncover Growth or Trouble

Sales Funnel
Key Ideas:
 There is never enough selling time
 Selling priorities and time allocation are two different things
 Every sale requires four kinds of selling work

Sales Funnel
A device that can be used as a tool to help focus salespeople and managers
 Manage selling time
 Define where you are in the selling process
 Track Single Sales Objectives
 Priorities selling activities
 Balance the four kinds of selling works

Close the
Order
Prospect
Qualify
Cover
the
Bases
Four Kinds Of Selling Work

ProspectUniverse Data suggests a
potential fit
Above the funnel Data suggest a
possible order
In the funnel Data verifies a
possible order
Best Few Clearly defined
next steps or no
luck involved
Qualify
Cover the
bases
Close the
order

Sales Funnel
Consider These Factors When Allocating Selling Time
 Tasks to be performed to move to next funnel step
 Difficulty of work required
 Amount of revenue involved
 Potential of account
 Accommodation of buying cycles
 Product - Mix quotas

Sales Funnel Worksheet
Sales Funnel Worksheet
Company/Division/Area Product/Services/Solution Sales Margin Close Date
Next
Action/Status
Next Action Date Time Allotted
Best Few
Universe
Above the funnel
In the Funnel
76

Customer’s Priorities
From your customer’s perspective, what is the sense of urgency
for this Single Sales Objectives?
 Urgent
 Active
 Work It In
 Later

Possible Actions
 There must be at least one action to leverage or reinforce each
 and at least one action to reduce or eliminate each
 Check Changes and Competition Worksheets for additional and

Timing Chart Worksheet
79
1. Blue sheet Owner
2. Process Keeper
3. Time Keeper
4. Nutral Scribe
From to
From to
From to
From to
From to
From to
15 minutes Group selects best actions from list of possible actions and fills in what , who, and when
Timing Chart Worksheet
Team Appoints Blue sheet
Time Schedule
5 minutes Blue sheet owner tells his story without interruption
10 minutes Group asks questions to uncover and list additional Red Flags
10 mintutes Group asks questions to uncover and list additional Strenghths
10 mintues Group Lists information needed
10 mintues Group lists possible actions (no discussion, no questions, no analysis, no judgements)

THANK YOU
ABU DHABI
Shaheen Tower, Al Salam Street
P.O. Box 46144, Abu Dhabi – UAE.
Tel: +971 2 644 2888
DUBAI
Makeen Building, Airport Road,
P.O. Box 52137, Dubai – UAE.
Tel: +971 4 238 4400
MUSCAT
Suite # 0402 - Z210, 2nd Floor,
Building 4, Knowledge Oasis,
PC 135 Rusayil, P.O. Box 50,
Muscat, Sultanate of Oman
Tel: +968 2417 0188
KUWAIT
Sharq, Ahmad Al Jaber Street
Dar Al Awadi, 2nd Floor
Office No. 5405 , Safat 13160
P.O. Box: 29927, Kuwait.
Tel: +965 2232 2999

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