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[Music] now in last week's blog we looked at opportunity creation as one of the elements of a high-performing sales and marketing organization opportunity creation as as defined in the Miller Heiman Sales System today let's move to the next element of that system which is opportunity management our high-performing organizations know those organizations that are aligned based sales and marketing for growth they know that they need to have defined systems that are bi eccentric that get repeated over and over again and certainly in our own research we've seen those those high-performing organizations that have implemented these systems are growing 5.4 percentage points faster than their nearest competitor and importantly they were closing deals 36 percent more effectively each and every time so what is this strategic selling process and how can you implement it in your organization well let me take you through a number of the key elements of strategic selling there are a number of different core elements in strategic selling I'm gonna come at each one of them on today's blog blog let me talk to you about buying influences wins and results strengths and red flags and then high-quality actions to leverage strengths and reduce red flags let's first go to buying influences now in strategic selling Bob Miller and Stephen high and Hyman identified four different groups of individuals that you need to engage with if you're going to have a high-performing sales process the first of those was the economic buying influence it's that buying influence that's quite challenging to get to who has control of discretionary use of funds they're the only the only Buy in the process that actually has the power to say yes they're the ultimate signatory but again great process and doesn't only focus on the economic buyer but the other of buying influences that are also involved what about those technical buying influences those people that are looking at your specifications and matching them against the business requirements and that the organization is trying to resolve what about those buying influences those individuals that are going to look or live with the results of any proposal Miller Heiman group referred to this as user buying influences and again you ignore the users at your own peril they're the people that are going to live with the results let me talk about the fourth buying influence that mela hamid i've identified and that if the role of coach now there's three very strong criteria that needs to be identified for that person to truly be a coach first of all you must have credibility with that individual secondly that that individual must have credibility with the buying influences for this single sales objective this opportunity and then thirdly they must want your solution to win and when you have all three of those elements together you've got a really powerful information source that can help guide your strategy now when we engage with these buying influences what are we engaging around what is the focus of our activity and again Miller Heiman defines this in strategic selling with the concept of wins and results now you know that people buy first with their heart and then secondly with their head so what what are they trying to achieve what's the business outcome that they're gonna trying to achieve in their role of economic buyer technical buy or use of user buy these are the tangible things that they're trying to fix accomplish or avoid in those roles what are they and how do they dimension that their success that's the notion of result very tangible items but if they were to achieve business results what would it mean to them personally that's the notion of personal win and it's the connection of those two things together that drives real power in your selling processes so be constantly asking yourself what do I what business result do I need to deliver to that individual for them to personally win it's the heart of really great selling and maybe you're asking your coach to provide you some of those insights to guide your strategy now we know in any selling situation there are always things where you are strong and there are always gets some things that you're uncomfortable with and again Miller Heiman use the term strengths and red flags what are those strengths where are those areas where you're truly connecting with the buying influences when results maybe you've got a great history in that account maybe you've got high credibility maybe you've got demonstrable success in that line of business over a long period of time all of those might be strengths that you can actualize do something about to really connect with your buyer and then ask yourself what are the things that concern you where are the gaps in your knowledge perhaps you've not yet identified a a coach within this opportunity perhaps you have a an economic buyer who doesn't see a need to change there could be a whole number of different again Miller Heiman refers to them as red flags and that you've met yet to identified get your teams together to kind of flesh these out brainstorm what your strengths might be and what your vulnerabilities might be or your red flags again in strategic selling one of the great things about the process is getting the entire team to do this and capturing those results on one page now with your strengths identified and your red flags identified brainstorm all the possible actions that you might take to leverage strengths and then reduce red flags and then come up with a short list of short list of actions you take over the next 30 60 90 days to really move your strategy forward that's the art of great selling and and it's it's how high-performing organizations achieve consistent process and drive better results each and every time good luck and good selling you