Imagine you’re watching a thrilling football game, and you notice the coach glancing at their clipboard. Ever wondered what’s in that cryptic note? It’s the X’s and O’s of the game—the strengths, weaknesses of each player, and the influencing factors that change the outcome. 

In sales, closing a deal is the goal, and it’s obvious. Many sales professionals charge headlong toward the finish line, eyes fixed on the deal. But true success in sales, like in football, demands a deeper strategy, including understanding the buyer team dynamics, connecting with multiple stakeholders, reading the field, and adapting your playbook to the ever-changing market conditions. 

But what can you refer to whenever you hit a blocker? It’s the Strategic Selling framework developed by Robert Miller and Stephen Heiman. The framework focuses on building relationships with various stakeholders and decision-makers rather than just one contact. 

This guide will help you understand Strategic Selling, its benefits and challenges, and how to implement it effectively in your organization. So, let’s huddle up and dive into the strategic plays that will lead you to victory in the sales arena. 

What is Strategic Selling?

Strategic Selling emphasizes identifying and engaging all key members of the decision-making process within a target organization. Rather than targeting a single contact, Strategic Selling involves understanding the roles and interests of various stakeholders to tailor the sales approach accordingly.

The Four Roles in Strategic Selling

In Strategic Selling, every player has a position, a role that defines their contribution to the selling game’s outcome. These roles include:

1. Economic Buyers 
2. User Buyers 
3. Technical Buyers 
4. Coaches 

Each of these roles brings a unique set of expectations, motivations, and decision-making powers to the table. Understanding the different roles within a prospective client’s organization is key to Strategic Selling.

Economic Buyers are the financial quarterbacks, the C-suite executives who hold the purse and determine a purchase’s financial feasibility. They’re focused on the bottom line, so your pitch needs to highlight cost savings, revenue generation, and strategic alignment.

User Buyers are the wide receivers, the end-users who will directly interact with the product or service. They’re looking for a smooth catch that enhances their workflow and addresses their daily challenges. Your approach here should emphasize user experience and ease of integration.

Technical Buyers are the defensive linemen, the goalkeepers who scrutinize the product’s technical specifications to ensure it meets the company’s standards. For them, the pitch must be precise, detailing how your product outmatches the competition regarding technical requirements and quality.

Coaches are the advisors within the client’s organization who guide the sales process. They want the sale to succeed and can provide invaluable insights. Nurturing these relationships can be the difference between a fumble and a goal.

Engaging these roles requires a tailored strategy that’s not just about selling a product; but about building a team of advocates who see the value in your offering.

The Strategic Selling Process 

Dive deeper to learn the process for a successful sales outcome, which involves four strategic steps, with sub-steps in each to follow. 

1. Identifying and Engaging Your Ideal Customer

• Since strategic selling takes time, it’s important to focus on potential customers who match your ideal customer profile. This means examining details like age, location, and interests.
• Doing Good Research on Prospects – After you know who your ideal customers are, you need to research and understand the different people who can influence a sale. A solid tool like DemandFarm’s Relationship Mapping will give visual and contextual maps to learn more about these people. Your inside coach can also assist you in finding and connecting with key decision-makers. 

• Understanding How Much Influence Each Person Has – Even though there might be many stakeholders, not everyone has the same level of influence. You need to figure out how much influence each person has. Look at their background and see if it relates to your product or service line. Then, focus on the people who have more sway in making a sale.

2. Understanding Buyer Readiness

How you present your pitch depends on how buyers see their business situation. It’s important to know the right time to approach them based on their needs.

According to strategic selling, there are four different ways buyers respond based on how they evaluate their situation. You should adjust your sales approach for each response. Here are the four response types:

• Growth buyers are looking to the future, aware of a gap they need to fill and ready to act. Your pitch should be forward-thinking, emphasizing how your product can drive innovation and growth.
• Trouble buyers are in crisis mode, seeking a solution to a pressing problem. Here, you need to be the relief pitcher, offering a quick fix that can get them out of the jam.
• Indifferent buyers are the toughest crowd. They don’t see a need for change. Your challenge is to wake them up, showing them the potential they’re missing out on and why your product is the game-changer they didn’t know they needed.
• Overconfident buyers are in denial, believing they’re already winning. They may not see the value in your offering. It might be wise to bench these prospects, focusing your energy on those who are more receptive.

Reading the buyer’s state will help you tailor your pitch, making it more relevant and persuasive.

3. Customer-oriented competitor analysis  

When you think about competition in strategic selling, there are many factors beyond just your direct competitors. To get a complete view of your competition, you should consider other factors like:

• Some companies might create their own solutions
• They might spend their budget on something else
• They might think your product isn’t worth it

You might be asking how to analyze competition by focusing on your potential customers. Here’s a simple way to do it:

• Identify the competition: Look at all the alternatives mentioned above. Check if your potential customer has any internal solutions. Find out if they have other issues that might use up their budget. Look for other companies trying to solve the same problem you are.
• Review your competitor’s strategy: Compare the companies that are after the same business as you. Look at the price differences, features, and offerings of their products compared to yours.
• Find out what makes you special: This is the key part. What is your unique selling point (USP)? Make a list of ways your product helps their company. You should have at least one key contribution that sets you apart and matters to the organization.

4. Making a Personalized Sales Plan for Each Prospect

Now that you have all the details you need, it’s time to create your sales plan.

Your plan should show how your solution can make a measurable difference for the prospect’s organization. It should also feel personal to them.

In strategic selling, this is called “Win-results.” You need to figure out what success looks like for the decision-makers and include that in your plan.

Create an action plan with clear and doable steps. Here are some things to include in your sales plan:

• Decide who will join the sales meetings. Make sure it’s the best person for the job. For instance, if you’re meeting with someone important in finance, try to have someone from the executive team join.
• Note the mood of each decision-maker. Plan your actions based on this. It’s best to focus on those who are either looking to grow or are facing challenges first.
• Remember that you might not be able to achieve a win for every decision-maker, but it’s important to know what a win means for all of them, including yourself.
• Highlight the value you bring to the customer. Consider not just the product, but also aspects like customer service, support, and customizations.
• Lastly, after each sales call, review what you learned and adjust your sales strategy based on the new information.

Now that you know how to carry out the strategic selling process, let’s explore how to use technology to make it easier!

Is this Sales Methodology Right for You?

Adopting Strategic Selling requires stepping out of your comfort zone and actively engaging with multiple organisational stakeholders. This means moving beyond familiar interactions and taking the time to understand the perspectives and needs of different team members, from decision-makers to end-users. 

Here are a few factors to consider before evaluating strategic selling. 

1. Industry: Evaluate the complexity of your industry and the buying processes within it. Strategic Selling may be particularly effective in industries with complex decision-making structures.
2. Buying Process: Assess the complexity of your target audience’s buying process. If it involves multiple stakeholders and a lengthy sales cycle, Strategic Selling can be a valuable tool.
3. Annual Contract Value: Consider the average annual contract value of your deals. Strategic Selling can be more cost-effective for larger deals where the investment in building relationships is justified.
4. Target Audience: Tailor your strategy to the specific needs of your target audience. Consider factors like the complexity of their buying committee and the length of their sales cycle.
5.  Move Beyond One-Size-Fits-All: To truly connect with your audience, it’s crucial to tailor your sales approach to the unique needs and interests of each stakeholder. Take the time to research and understand what drives each individual instead of relying on a generic sales pitch that may not resonate with everyone. 

Build genuine relationships and trust with all decision-makers involved in the sales process. This entails taking the time to understand their needs, challenges, and motivations. Engaging in open communication and showing empathy can further enhance these relationships, making it easier to navigate any obstacles that may arise. 

Fundamentals of Strategic Selling

1. Creating Win-Win Solutions

It’s crucial to develop solutions that not only meet your sales goals but also address the unique needs and challenges of your client. This involves thorough research and understanding of the client’s pain points, fostering a collaborative environment where both parties feel valued.

2. Identifying the Decision-Makers

Understanding who the decision-makers are within the organization is vital for any successful sales strategy. This may involve mapping out the organizational structure and identifying key stakeholders who will affect the final decision.

3. Developing a Customer-Centric Approach

A customer-centric approach is essential to successful selling. Prioritize the customer’s needs and objectives to create proposals that resonate with all stakeholders involved. 

How to Get Started with Strategic Selling

Categorize Your Contacts

Identify contacts based on their decision-making power or impact on purchases. Focus on categorizing your contacts or finding contacts to match empty categories.

Determine Key Contacts’ Attitudes

Identify the attitude of key contacts towards your offering, which can be classified into four attitudes:

Growth 

Whether it’s adopting new technologies, implementing creative strategies, or fostering a culture of open-mindedness, the willingness to experiment can lead to significant improvements in our performance and success.

Problem 

Individuals and organizations often recognize the presence of inefficiencies in their processes or practices. However, they may not be actively pursuing solutions to address these issues, possibly due to a lack of resources, time, or a clear understanding of the potential benefits that improvements could bring. This passive awareness can lead to missed opportunities for growth and optimization.

Everything is Fine 

Individuals in this mindset are generally content with the current state of affairs and may often resist change. They require compelling evidence and persuasive arguments to understand why embracing change can lead to significant benefits. These benefits might include improved efficiency, enhanced opportunities for growth, and the potential for personal or professional development. It’s crucial to highlight how change can positively impact their lives and encourage them to step out of their comfort zones.

Euphoria 

Individuals in this stage are very satisfied with the existing solutions available to them and demonstrate a strong resistance to change. They often feel content and secure in their current circumstances, which leads to a reluctance to explore new alternatives or innovations. This satisfaction may stem from a sense of familiarity and comfort, making it challenging for them to see the potential benefits of adapting to new methods or technologies.

Influence Your Contacts

Craft pitches based on contacts’ categories and attitudes. Tailor your approach to address their specific needs and pain points.

Pros and Cons of the Strategic Selling Framework

Pros

• Builds Strong Relationships: Targets multiple stakeholders, enhancing relationships across the entire organization.
• Supports Internal Advocacy: Helps company contacts advocate for your product or service within their organization.
• Tailored Approach: Provides insights to customize pitches, increasing the likelihood of successful conversions.

 Cons

• Time-Consuming: Building relationships with multiple stakeholders can take significant time.
• Pressure to Close Quickly: Focusing on long-term gains might be frustrating if there is immediate pressure to close deals.

Conclusion

Strategic Selling is a valuable framework for those looking to enhance their sales teams processes by building strong, trust-based relationships with various stakeholders by putting all their sales efforts. Follow this framework to understand the roles and attitudes of different decision-makers for improved sales outcomes.