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The third buyer influence type is the technical buyer. Their future success may hinge on the effectiveness of your offering, and they often have significant input into the detailed solution requirements. Their focus is on the job to be done, and the problem to be solved. These are the people who will actually use (or supervise the use of) your solution. The second buyer influence type is the user buyer. But even when a group decision is involved, the methodology encourages us to seek out the most influential individual. This can be a single individual or, as is increasingly common nowadays, a board or a selection committee. In this model, the economic buyer is responsible for giving the final approval for the purchase of your product or service.
The methodology recognises four particularly important roles: economic buyers, user buyers, technical buyers, and coaches. Strategic Selling recognises that any large and complex buying decision will inevitably involve many different stakeholders, and that these stakeholders will have widely varying degrees of influence over the decision-making process. But, of course, these factors only become obvious when we are in active dialogue with each other. They pointed out something that effective salespeople have often instinctively recognised – that vendor and customer company cultures have a powerful influence on the likelihood that they will agree to do business with each other. The concept of “buyer personas” has become commonplace in B2B marketing, and it’s interesting to note that the authors of Strategic Selling introduced the concept of organisational psychographics (in other words, organisational personalities) into the mix when thinking about our ideal customers.Įvery successful proposal needs to be able to answer the question ‘what’s in it for the company, for my department, and for my own personal goals?’ Strategic Selling was one of the first methodologies to acknowledge the importance of establishing an “ideal customer profile”, and to recognise that raw demographics (such as company size, sector and location) are an incomplete and inadequate way of describing the most important characteristics of our most valuable existing and potential customers.
Many of them – although they might have appeared to be revolutionary when first introduced – have now become recognised as mainstream thinking.
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It would take more than a short article to do full justice to the methodology, so I’m going to selectively highlight a few of the concepts that have proven to be particularly useful over the years. It helps salespeople to break down complex situations into manageable components, and to focus on developing mutually beneficial relationships with their clients. The Strategic Selling methodology is particularly effective in complex B2B sales environments with large decision-making groups and often lengthy and convoluted buying decision journeys.
#MILLER HEIMAN STRATEGIC SELLING BLUE SHEET DOWNLOAD SERIES#
In the second of my series of articles on today’s leading sales methodologies, I want to turn to another long-established approach: Strategic Selling ® from the Miller Heiman Group. In the previous edition of the International Journal of Sales Transformation, I summarised some of the key aspects of the Sandler Selling System.
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