The New Conceptual Selling

Jason Rager - Account Executive


Title: The New Conceptual Selling

Authors: Stephen E. Heiman, Diane Sanchez

Executive Summary:

April 2013 – In 1987, Miller Heiman published a book that turned conventional thinking on its head and offered powerful, practical lessons that broke down the boundaries of traditional product-pitch selling. Even in a world of cyber commerce, nothing beats a face-to-face meeting.1

In The New Conceptual Selling, a main focus is the suggestion of using performance metrics, showing those who did significantly outperformed other organizations. Some of these metrics include: volume of qualified leads, acquiring new customers, retaining existing customers, salesperson productivity, quota achievement, and forecast accuracy. The twelve sales best practices are addressed that were most influential in driving growth in these metrics, along with insights about how organizations can take action to improve in these areas.

The New Conceptual Selling helps the young salesperson and seasoned pro alike. Its primary goal is to promote the idea of building a system of dialogue between buyers and sellers, which ultimately improve the quality of the sales call. The three phases of a sales call are:

  1. Getting information – it is most desirable to gather information about the buyer’s business. Only after the buyer believes that you understand their business is he/she ready for the next phase.
  2. Giving information – Now, with knowledge of the buyer’s system, you can share information about your product or service, customizing your solution to differentiate your organization.
  3. Getting commitment – It is critical to overcome any uncertainties that help you build a shared commitment to a buy/sell process and solution that you can supply.

One of the biggest takeaways from New Conceptual Selling can be attributed to the book’s ability to view the sales process from the prospect’s perspective. This is a gigantic paradigm shift for many sales people and one that is much needed. As technology makes information more readily available, a win-win approach is even more valuable as it builds a sense of trust and transparency into the relationship. By not pushing the company line or misfit solution, a salesman begins to become a trusted consultant and reliable resource in the buy/sell process.

Outline:

Understanding why your customers buy:

No Sell Selling

  • Sales myths
    • Push “X” – instead of what meets the needs of the client
    • Use anything that works (just get the order) – instead be honest and assess value
    • “Track selling” – instead, be flexible and open to a collaborative effort to reach goals
    • Do more legwork – analyze what you are doing wrong; do not just do more “work”
    • Confidence makes the difference – necessary but insufficient. Create sales processes that promote interaction
  • People buy for their reasons not for yours
  • Identify their purchasing motives and you can help them to solve a problem, rather than sell them something
    • Sell within their decision making process by helping them decide how to deliver quality results
    • Natural thought process, cognition => divergent => convergent – this is backwards from the traditional sales model
  • Win-win selling
    • More profitable, better leads, builds better relationships for your clients
  • Continue to serve needs
    • Go beyond product pitch and identify their needs and where you might be able to help. Don’t just follow script. First understand then connect the dots.

 

Preparation before the call

  • Four questions to ask yourself before making the call:
    • Have a clear reason and state the purpose of your call.
    • What do I want the prospect to do? What action commitment do I expect, at a minimum and optimally?
    • Why should the prospect see me? Have a valid business reason.
    • Do I have credibility with the prospect? Do you have a track record of success in the customer’s business or industry? Technical expertise, educational background, or network associations.

 

Getting the information

  • Learn how to listen
  • Five types of questions:
    • Confirmation questions
    • New information questions
    • Attitude questions
    • Commitment questions
    • Basic issue questions
  • Establishing communication with the prospect
    • Pause for effect
    • Wait for information, don’t question-barrage
    • Treat it as conversation and not a sales call
    • Practice golden silence – longer silence between answers to your question and the next question, giving the prospect time to add and you to think

 

Giving information

  • Differentiation
    • Is what we are saying a “me-too” value proposition?
    • Be able to answer “so what” objection
  • Joint Venture approach
    • Don’t sell, learn
    • Find fit, don’t push square pegs through round holes

 

Getting a commitment

  • Every call should end with some form of commitment either follow up or email or identify future timelines
  • Objections
    • Underlying reasons or basic issue objections (personal, not business)
    • Describe understanding, confirm and try to help here then identify any actions

 

Key Learning Themes:

  • Value-add sales approach…does this prospect really need what I am selling?
  • Problem solving sales approach
    • Truly understanding your prospects’ needs – LISTEN!
    • Provide relevant information that helps the prospect solve their problem
    • Gain commitment to explore problems and solutions together
  • Develop a win-win solution

 

Citation

  1. Amazon.com overview