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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 firstname.lastname@example.org 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 email@example.com.
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Stephen Waterhouse is Principal and Founder of Waterhouse Group. They specialize in helping companies increase their sales and profits.