The New Strategic Selling

Success in sales isn’t a matter of chance; it’s a matter of strategy, preparation, and understanding the motivations of others.

1. Strategy is the foundation of sales success

Sales isn't just about making calls or closing deals; it's about setting a clear course of action to meet your goals. Think of sales strategy as the homework you do before engaging with potential customers. It helps you plan your approach and prepares you to adapt to challenges as they arise. Without a solid strategy, even the best tactics can fall short.

Long-term goals are the heart of strategy. This includes building relationships, understanding client needs, and establishing trust. Tactics, on the other hand, are the actions you take to achieve those goals, such as presentations or negotiations. For example, creating a plan to maintain good relationships with existing clients may keep future doors open, while also helping you meet sales targets today.

Having a strategy doesn’t mean you can’t be flexible. On the contrary, you must constantly adjust your methods based on your customers’ preferences and circumstances. Just as a coach adjusts a game plan based on how a match progresses, a salesperson needs a flexible yet focused strategy for long-term growth.

Examples

• A company that creates a six-month plan to penetrate a new market stands a better chance than one that improvises on the go.
• A sales team that aligns its strategy with the company’s broader objectives often sees greater, consistent growth than those chasing quick wins.
• Building a long-term relationship with a client may result in recurring business over years, amplifying success over time.

2. Understand where you stand before planning your move

Success begins by assessing your current situation. Much like a general preparing for battle, salespeople need a clear understanding of their position in the market and their competition. This involves examining internal and external factors that can influence outcomes.

Start by analyzing the conditions of your industry. What trends are shaping buyer behavior, and how is technology affecting the market? Next, identify possible opportunities that could give you an edge, as well as risks that may hinder your success. Recognizing these elements equips you to predict challenges or shifts in demand.

Finally, focus on defining your exact objective. Be specific. For instance, instead of saying, "I want to sell X product to Y company," refine it to, "Sell 100 units of X product to Y company within three months." This clear goal helps you stay on track and measure progress effectively.

Examples

• A seller assessing changes in energy regulations identified an opportunity for solar products in environmentally conscious industries.
• A furniture company spotted declining consumer interest in competitors, signaling a chance to promote its innovative designs.
• A technology provider set a measurable objective to sell “50 software licenses to mid-sized hotels by the end of Q2," clarifying its goals.

3. Identify key players in the sales process

Making a sale often involves more than one person. Multiple stakeholders influence the final decision, and understanding their roles helps you focus your efforts where they matter most. Modern sales demands a collaborative approach.

Economic buyers, for instance, are the ones who control the money. Their priorities often revolve around budgets and financial returns. In contrast, user buyers concentrate on how the product will impact their efficiency and experience. Then there are technical buyers, who ensure the product meets company standards or legal requirements.

Another role is that of the coach. This individual, who could be a friendly contact within your client’s organization, guides you through internal processes and offers insider knowledge. Building trust with them is essential to easing the path to a successful deal.

Examples

• A software salesperson won a deal by working closely with a company's IT consultant (technical buyer) to tailor solutions.
• A machinery supplier secured a contract after convincing both the operations manager (user buyer) and financial director (economic buyer).
• An insurance agent gained vital support from a business's HR director, who acted as a coach inside the organization.

4. Watch for red flags and convert them into strengths

During the sales process, warning signs or “red flags” may appear. Ignoring these can derail your efforts. A sharp salesperson identifies and addresses these challenges quickly to turn them into opportunities.

Suppose you encounter resistance from a newly hired decision-maker who hasn’t yet convinced themselves of your value. This could jeopardize the deal unless you actively build rapport and adapt your approach. Similarly, overconfidence when you think you have all the information can cause critical oversights. Always double-check.

One effective way to tackle red flags is by identifying allies among the buyer’s team. Use relationships strategically to influence skeptics. By turning obstacles into opportunities, you stay ahead of problems that might otherwise block your deal.

Examples

• A sales team noticed that a client brought in a new consultant, signaling a need for relationship-building efforts.
• Overlooking small technical concerns from the customer side once resulted in delays, so proactive coordination became a rule.
• User enthusiasm can be strengthened to make reluctant decision-makers reconsider an offer.

5. Gauge your buyers’ motivations clearly

Every buyer approaches a sale with specific underlying thoughts. By understanding these motivations, you can tailor proposals to meet their desires. This is key to creating an effective pitch.

Buyers usually seek change, whether to solve a problem or improve their current state. Some operate in "growth mode," eager to enhance performance and seek better results. Others may function in "trouble mode," focused on overcoming urgent issues.

Each state calls for a different strategy. For buyers keen on improvement, highlight the long-term benefits of your product. For buyers solving problems, emphasize quick fixes and guaranteed results. Correctly identifying these modes ensures your proposal resonates with their mindset.

Examples

• A buyer upgrading systems for efficiency was drawn to a vendor's assurance of reduced operating costs.
• Troubleshooting became a major sales angle when a manufacturer's existing supplier failed to meet deadlines.
• A healthcare provider adopted new software after learning how it could speed up patient record management.

6. Build mutual success: win-win deals

Avoid treating sales as a zero-sum game. A win for you but a loss for your buyer often leads to mistrust. Instead, focus on creating lasting partnerships where both sides feel rewarded.

When buyers perceive genuine value from a product, they’re more likely to return for future transactions. Offer unique solutions that address client objectives in meaningful ways. This builds goodwill and reinforces your reputation, paving the way for referrals.

A well-crafted deal gives both results and satisfaction. For instance, helping a manager reduce expenses not only meets departmental objectives but also boosts their personal standing within the company.

Examples

• Offering a reporting tool aligned with client goals led to consistent renewals for a data services provider.
• Providing value-added services persuaded a bakery owner to promote a supplier's premium products.
• A consultant tailored advice that improved both client productivity and costs, closing the sale and gaining referrals.

7. Don’t ignore small details about your buyers

Pay attention to what’s unsaid and unseen. The personal environment of buyers often reveals their values, which can help you shape your proposal. This insight lets you address both professional and personal needs.

For example, an office with awards on the wall suggests the buyer values recognition, while a desk lined with family photos indicates that stability is important to them. Understanding these nuances allows you to communicate more effectively.

When in doubt, asking thoughtful questions can uncover their expectations. It’s not always about the direct inquiry but about sparking a dialogue that gives deeper insights into their concerns and goals.

Examples

• An executive whose office showcased team photos responded well to product ideas that enhanced collaboration.
• A client who valued cutting-edge solutions eagerly adopted a supplier's innovative approach.
• One salesperson noticed a buyer was particularly budget-conscious and framed their offer emphasizing immediate savings.

Takeaways

1. Always start with a clear plan: Assess your position before defining your goals and strategy.
2. Focus on building trust and long-term relationships with every buyer to encourage repeat business and positive referrals.
3. Look for and address red flags early; don’t let them derail the sales process.