c. Prove it - Assume that you'll be challenged on your assumptions and projections, so be prepared to defend them. Where possible, use number gathered from client's executives.

Step 2. Present it

Here is where you address fact that buying power moves up in a down market. The same person who authorized a $2M contract last year only has $200K in buying power this year. If you present your big deal to that person, they will be forced to either reject your plan or try to sell it internally themselves. You must identify real buyer and make your case directly to them. I recommend that you start as high in organization as you can. After all, if you are asking them to reallocate precious funds from one department to another, a department head will not have power you need.

Step 3. Close it!

Big, complicated sales sold to high-level executive can get tied up in delays and shuffled from one person to another. Always remember that you are there to help top dog win and you should never be afraid to let them know that this important project is stalled in middle management. Let CEO be your Roto-Rooter and help you clear clogs in their system.

Obviously, this was an abbreviated version of Value Selling process, but many of you should be able to get started on it today. Pick one account and make it your goal to make a big value presentation by a given date. Please share your successes with me. I love to hear good news.

For a free copy of "20 Questions That Uncover Your Value", please email article17@waterhousegroup.com and ask for article #17.

Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits. He can be reached at 1-800-57-LEARN or steve@waterhousegroup.com.

Re-Print Permission This article may be reprinted in it's entirety if following conditions are met:

The complete tag with author's name and contact information is included immediately after article. A copy of printed article is mailed to author at 1467 Walnut Creek Drive, Orange Park, FL 32003 within 30 days of publication. The article is presented in a positive light as part of an appropriate business related publication.

Before you dismiss this by saying, "My people are team oriented and performance focused," take a few minutes to ask your sales staff how they describe their job responsibilities. See job through their eyes for a minute and confirm for yourself that vision they have is one that says, "My job is to aggressively grow sales and develop long term client relationships." Make sure that they don't see anything to blame between themselves and a sale. Properly focused sales teams are happier, easier to manage and far more productive than those who play Blame Game.

For a free copy of "The 5 Steps to Keeping Your Sales Team Focused", email article3@waterhousegroup.com and ask for #3.

Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits. He can be reached at 1-800-57-LEARN or steve@waterhousegroup.com.

Re-Print Permission This article may be reprinted in it's entirety if following conditions are met:

The complete tag with author's name and contact information is included immediately after article. A copy of printed article is mailed to author at 1467 Walnut Creek Drive, Orange Park, FL 32003 within 30 days of publication. The article is presented in a positive light as part of an appropriate business related publication.