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Identifying and understanding the roles of key stakeholders in the end-user’s organization is crucial for effective sales management. Here’s a breakdown of how to handle each type of stakeholder effectively: 1. Decision-Maker Identification: Look for someone with final approval authority on purchases. They may hold a title like CEO, VP, or Director, depending on the organization size. Approach: Focus on the high-level benefits and ROI. Decision-makers often want to know how your solution will impact the business overall, whether it’s cost-saving, efficiency, or strategic advantage. Engagement Strategy: Respect their time. Get directly to the point with concise information, and involve them at pivotal points in the sales process. Executive summaries, case studies, and high-level projections are helpful tools. 2. Influencer Identification: Influencers don’t have the final say but strongly affect the decision. They might be department heads, project managers, or technical experts. Approach: Influencers are often interested in product features, usability, and specific functionality. Discuss how your product meets their department’s needs and solves specific issues. Engagement Strategy: Build a strong relationship by involving them in demos, consultations, and product customization discussions. Showing that you value their input can help win their support. 3. End User Identification: These are the individuals who will directly use the product or service. They are often operational staff, such as IT specialists in a tech sale. Approach: Focus on ease of use, training, and support. End users want assurance that the product will make their work more efficient without steep learning curves. Engagement Strategy: Provide hands-on demos, training, and resources. Involve them in the testing phase, if possible, and gather feedback to refine your pitch and gain their buy-in. 4. Financial Approver Identification: This person often sits within the finance or procurement team and ensures budget alignment. Approach: Present cost-effectiveness, payment terms, and any cost-saving potential of the solution. Financial decision-makers appreciate detailed financial breakdowns and value propositions. Engagement Strategy: Be prepared with pricing options, ROI calculators, and case studies that showcase savings. Answer questions on budgeting and funding early to avoid roadblocks. Strategies for Coordination: Map Out the Buying Process: Identify each stakeholder’s role and priority within the buying process. This will help in tailoring messages effectively. Personalized Engagement: Approach each stakeholder based on their role, interests, and influence level. For example, use data-driven insights for decision-makers and in-depth product demos for end users. Leverage the Influencers: Gain influencers' support and ask them to help you engage decision-makers, turning them into internal advocates.

Here are some tips to building successful, action-oriented Mutual Action Plans (MAPs). Read the tips and the guide to drive repeatable, winning sales execution. MAPs are a surefire way to drive deal urgency, improve win-rates and increase forecast accuracy. 1️⃣ Mention the MAP early and often in a sales process. It’s a good practice, once a champion is identified or suspected, to introduce the concept of a Mutual Action Plan early in the sales process. 2️⃣ Use customer’s ideal go-live date to work backwards and create milestones. A successful salesperson will start by identifying the customer's ideal go-live date and work backwards to map out the key milestones required to achieve it. By tying each action to the go-live date, the salesperson highlights the importance of timely decision-making, driving urgency to close the deal. 3️⃣ Tailor the MAP using the customer’s own words and priorities. Co-creating the Mutual Action Plan with your customer means you’re helping them document their action and owners in the context of their business, priorities, culture and decision-making process. All the actions should be in the customer’s language and their verbiage. They should hear their voice reflected in the plan. 4️⃣ Update the MAP consistently to reflect progress and keep it current. The buyers and sellers should co-create and co-develop the MAP together. This process involves defining the specific objectives. There should be clear checkpoints for each stage of the sales process. All the actions should be in the customer’s language and their verbiage. They should hear their voice reflected in the plan. 5️⃣ Align the MAP with the economic buyer and key influencers to verify and validate next steps. The MAP becomes the central document used to align teams and deliver on the customer’s ideal solution. It’s important to verify, reverify and validate the MAP with as many influencers as possible, including the economic buyer and executive sponsors. When you speak with your champion, ask questions about what’s changed since your last conversation. It’s better to know sooner than later if dates or priorities shift. 6️⃣ Leverage MAP to create urgency and drive decision-making, ensuring mutual accountability for success. With SalesHood, you can leverage our MAP to create urgency by using real-time tracking and visibility into progress. By updating key milestones and deadlines in the platform, both the customer and your team stay aligned on what needs to be done to meet the go-live date. ➡ Read the full SalesHood guide here - https://lnkd.in/gG_ne7a7 ➡ Get a demo of SalesHood's Mutual Action Plan technology - https://lnkd.in/gyEswnvv ➡ Learn more about SalesHood's Digital Sales Rooms - https://lnkd.in/gq-8ebR4

B2B Sales Tip: Prioritizing Decision Influencers   <The following is based on concepts from the Amazon Best-Selling Book, P3 Selling: The Essentials of B2B Sales Success.>   Today, more and more people are involved in corporate buying decisions, and each is likely to have a different perspective on what’s important and what’s not. Yet most salespeople focus their selling efforts on only one or two decision-makers, which is a high-risk practice. It’s risky because their proposals will be based on a limited set of information, and they won’t have the opportunity to influence those who might believe there are better options than theirs.   However, you will likely need to make trade-offs on whom to meet, particularly in larger accounts involving many people. So how do you prioritize your key contacts in terms of “must meet” and “nice to meet”?   You should prioritize them based on two factors: - whether they are part of the buying-decision process and, - most importantly, their degree of Decision Influence. Decision Influence is a measure of how much an individual is likely to affect the final decision. In our book, we outline the factors that contribute to Decision Influence and a way to estimate it.   Some selling methodologies make a point of defining one of these people as “The Guy” (the noun “Guy” being gender-neutral). You may have heard terms like the key decision-maker, decider, economic buyer, top person, or some other moniker. These labels imply that one person can override everyone else when making the final buying decision.   These methodologies also tend to assign a persona to this person regarding their decision drivers, usually around core company financials like ROI, risk reduction, or growth. In my opinion, these characterizations are dangerous for three reasons.   1)    In today’s corporate environment, almost no competent leader will decide unilaterally over the objections of all others. Perhaps they did fifty years ago when many of these methodologies were created, but they rarely would today.   2)    These characterizations can be risky because they imply that the pitch to these people is always about core financials. They are important for sure, but everyone has different reasons for wanting a particular buying decision, and more often than not, it’s at a personal level.   3)    Lastly, they suggest that all a seller needs to do is get an audience with “The Guy” and they’ll win the deal. However, we know from a wide range of stats shared in our book that this simply isn’t true.   So if your sales success still relies on strategies created before you were born, maybe it’s time for an upgrade.   Check out P3 Selling – refreshingly not your father’s (or grandfather’s) selling strategies. https://lnkd.in/dtXGk9Kf   #P3selling #b2bsales #solutionselling #salesstrategies #salesenablement #sales

B2B Sales Tip: Prioritizing Decision Influencers   <The following is based on concepts from the Amazon Best-Selling Book, P3 Selling: The Essentials of B2B Sales Success.>   Today, more and more people are involved in corporate buying decisions, and each is likely to have a different perspective on what’s important and what’s not. Yet most salespeople focus their selling efforts on only one or two decision-makers, which is a high-risk practice. It’s risky because their proposals will be based on a limited set of information, and they won’t have the opportunity to influence those who might believe there are better options than theirs.   However, you will likely need to make trade-offs on whom to meet, particularly in larger accounts involving many people. So how do you prioritize your key contacts in terms of “must meet” and “nice to meet”?   You should prioritize them based on two factors: - whether they are part of the buying-decision process and, - most importantly, their degree of Decision Influence. Decision Influence is a measure of how much an individual is likely to affect the final decision. In our book, we outline the factors that contribute to Decision Influence and a way to estimate it.   Some selling methodologies make a point of defining one of these people as “The Guy” (the noun “Guy” being gender-neutral). You may have heard terms like the key decision-maker, decider, economic buyer, top person, or some other moniker. These labels imply that one person can override everyone else when making the final buying decision.   These methodologies also tend to assign a persona to this person regarding their decision drivers, usually around core company financials like ROI, risk reduction, or growth. In my opinion, these characterizations are dangerous for three reasons.   1)    In today’s corporate environment, almost no competent leader will decide unilaterally over the objections of all others. Perhaps they did fifty years ago when many of these methodologies were created, but they rarely would today.   2)    These characterizations can be risky because they imply that the pitch to these people is always about core financials. They are important for sure, but everyone has different reasons for wanting a particular buying decision, and more often than not, it’s at a personal level.   3)    Lastly, they suggest that all a seller needs to do is get an audience with “The Guy” and they’ll win the deal. However, we know from a wide range of stats shared in our book that this simply isn’t true.   So if your sales success still relies on strategies created before you were born, maybe it’s time for an upgrade.   Check out P3 Selling – refreshingly not your father’s (or grandfather’s) selling strategies. https://lnkd.in/dAG96RQE   #P3selling #b2bsales #solutionselling #salesstrategies #salesenablement #sales

B2B Sales Tip: Prioritizing Decision Influencers   <The following is based on concepts from the Amazon Best-Selling Book, P3 Selling: The Essentials of B2B Sales Success.>   Today, more and more people are involved in corporate buying decisions, and each is likely to have a different perspective on what’s important and what’s not. Yet most salespeople focus their selling efforts on only one or two decision-makers, which is a high-risk practice. It’s risky because their proposals will be based on a limited set of information, and they won’t have the opportunity to influence those who might believe there are better options than theirs.   However, you will likely need to make trade-offs on whom to meet, particularly in larger accounts involving many people. So how do you prioritize your key contacts in terms of “must meet” and “nice to meet”?   You should prioritize them based on two factors: - whether they are part of the buying-decision process and, - most importantly, their degree of Decision Influence. Decision Influence is a measure of how much an individual is likely to affect the final decision. In our book, we outline the factors that contribute to Decision Influence and a way to estimate it.   Some selling methodologies make a point of defining one of these people as “The Guy” (the noun “Guy” being gender-neutral). You may have heard terms like the key decision-maker, decider, economic buyer, top person, or some other moniker. These labels imply that one person can override everyone else when making the final buying decision.   These methodologies also tend to assign a persona to this person regarding their decision drivers, usually around core company financials like ROI, risk reduction, or growth. In my opinion, these characterizations are dangerous for three reasons.   1)    In today’s corporate environment, almost no competent leader will decide unilaterally over the objections of all others. Perhaps they did fifty years ago when many of these methodologies were created, but they rarely would today.   2)    These characterizations can be risky because they imply that the pitch to these people is always about core financials. They are important for sure, but everyone has different reasons for wanting a particular buying decision, and more often than not, it’s at a personal level.   3)    Lastly, they suggest that all a seller needs to do is get an audience with “The Guy” and they’ll win the deal. However, we know from a wide range of stats shared in our book that this simply isn’t true.   So if your sales success still relies on strategies created before you were born, maybe it’s time for an upgrade.   Check out P3 Selling – refreshingly not your father’s (or grandfather’s) selling strategies. https://lnkd.in/dAG96RQE   #P3selling #b2bsales #solutionselling #salesstrategies #salesenablement #sales

B2B Sales Tip: Prioritizing Decision Influencers   <The following is based on concepts from the Amazon Best-Selling Book, P3 Selling: The Essentials of B2B Sales Success.>   Today, more and more people are involved in corporate buying decisions, and each is likely to have a different perspective on what’s important and what’s not. Yet most salespeople focus their selling efforts on only one or two decision-makers, which is a high-risk practice. It’s risky because their proposals will be based on a limited set of information, and they won’t have the opportunity to influence those who might believe there are better options than theirs.   However, you will likely need to make trade-offs on whom to meet, particularly in larger accounts involving many people. So how do you prioritize your key contacts in terms of “must meet” and “nice to meet”?   You should prioritize them based on two factors: - whether they are part of the buying-decision process and, - most importantly, their degree of Decision Influence. Decision Influence is a measure of how much an individual is likely to affect the final decision. In our book, we outline the factors that contribute to Decision Influence and a way to estimate it.   Some selling methodologies make a point of defining one of these people as “The Guy” (the noun “Guy” being gender-neutral). You may have heard terms like the key decision-maker, decider, economic buyer, top person, or some other moniker. These labels imply that one person can override everyone else when making the final buying decision.   These methodologies also tend to assign a persona to this person regarding their decision drivers, usually around core company financials like ROI, risk reduction, or growth. In my opinion, these characterizations are dangerous for three reasons.   1)    In today’s corporate environment, almost no competent leader will decide unilaterally over the objections of all others. Perhaps they did fifty years ago when many of these methodologies were created, but they rarely would today.   2)    These characterizations can be risky because they imply that the pitch to these people is always about core financials. They are important for sure, but everyone has different reasons for wanting a particular buying decision, and more often than not, it’s at a personal level.   3)    Lastly, they suggest that all a seller needs to do is get an audience with “The Guy” and they’ll win the deal. However, we know from a wide range of stats shared in our book that this simply isn’t true.   So if your sales success still relies on strategies created before you were born, maybe it’s time for an upgrade.   Check out P3 Selling – refreshingly not your father’s (or grandfather’s) selling strategies. https://lnkd.in/dtXGk9Kf   #P3selling #b2bsales #solutionselling #salesstrategies #salesenablement #sales

Throughout my time in enterprise sales, I’ve encountered many approaches to driving business growth, typically each tailored to the unique dynamics of the industry. And what I’ve learned is it’s all about balance. (I should have just believed Mr Miyagi when he said “Whole life have a balance - Everything be better.”) What got me on this train of thought was a bit of light reading a few months ago. "The Diary of a CEO," to be precise, in which Steven Bartlett sheds light on his hugely successful venture, ‘Social Chain’, and emphasises a marketing-centric approach over a traditional field sales model. In fact he mentions on a couple of occasions he had no sales team at all, and put his company's early success down to a “Big Blue Slide” (you'll have to read it for yourself)… Now there’s no doubting Steven Bartlett's success with Social Chain and his marketing-centric strategy underscores the power of innovative approaches in achieving remarkable results, but will it work for every business? Short answer - No Social Chain's journey without a traditional sales team is a testament to the strategic advantages of leveraging disruptive marketing initiatives to drive brand awareness in order to better land with their target audience. Moreover, by prioritising content marketing, social media expertise and innovative client acquisition strategies, they created a strong brand presence and established credibility in their industry. All that said, I did note they leveraged their network and formed strategic partnerships (virtual sales team?) to expand their client base. So back to Mr Miyagi’s belief in balance. For me, it's essential to recognise that while a marketing-led approach can yield significant benefits, particularly in certain contexts like B2C and digital marketing, there are undeniable advantages to integrating a dedicated and qualified sales team, especially in complex environments such as high value enterprise sales. In essence, the key lies in finding the right balance between marketing and sales strategies, leveraging the strengths of each approach to maximise business success. Whether you're exploring innovative marketing initiatives or considering the benefits of a direct sales team, the ultimate goal remains the same: driving sustainable growth and delivering exceptional value to clients. If you need help to craft a balanced sales and marketing strategy that aligns with your business objectives or you want to gain competitive advantage through the use of a disruptive AI enabled automation platform. Give me a call and we’ll elevate your sales game to achieve remarkable results. #SalesStrategy #Marketing #BusinessGrowth #SalesConsultancy #SaaS #Entrepreneurship #Startup Credit: ‘The Karate Kid’ (1984)

Mastering Sales Negotiation for High-Value Deals In high-value sales, effective negotiation is often the key to success. Here are a few advanced tactics that can help close complex deals: Understand the Decision-Makers High-value deals typically involve multiple stakeholders. Research each one’s priorities and tailor your negotiation to address their specific concerns. Engage all influencers to build consensus. Sell Value, Not Price Shift the conversation from cost to ROI. High-value deals are won by showing how your solution addresses critical business challenges and delivers measurable results. Leverage Timing Understand the prospect’s fiscal calendar and deadlines. Use these timeframes to create urgency while aligning your proposal to their budget cycles. Be Ready to Walk Away Know your walk-away point before negotiations begin. Confidence in walking away demonstrates strength and can shift the power dynamic in your favor. Collaborate, Don’t Compete Position yourself as a partner, not just a vendor. Work together with the client to create solutions that benefit both parties, building long-term trust. Conclusion Negotiating high-stakes deals requires preparation, collaboration, and a strong value proposition. Master these tactics, and you’ll consistently win in high-value sales.

The Key To GPO And IDN Contract Adwords And Sales Penetration NCI Consulting Group (NCI) has been a trusted partner in healthcare supplier representation since 1987, working with over one hundred healthcare suppliers to achieve GPO and IDN contract awards and sales penetration. Our unique value proposition lies in our deep industry knowledge and extensive network, which we leverage to connect our supplier clients, from startups to Fortune 500 companies, with a vast community of decision-makers and influencers in the healthcare industry. The critical question is: Are you speaking with a decision-maker? Have you selected a suitable alliance for your solution, and benchmarks require know-how? Who are the key stakeholders? Who has exceptional performance? Who will most influence the direction of this rapidly evolving industry? Plug Into Our Connections: NCI connects GPOs and IDNs with the industry's top supplier innovators and opinion leaders. We sponsor significant healthcare educational events, such as the IDN and ACE Summit, and attend the Federation of American Hospitals and GPO national events. We also set up one-on-one meetings with key GPO and IDN executives to broaden a healthcare supplier's viewpoint of their needs. Help you understand the clinical, financial, and administrative needs of your customer…NCI Helps your manager benchmark business systems and approaches that deliver meaningful benefits to the marketplace… Team NCI is dedicated to supporting healthcare supplier frontline teams, ensuring they adhere to business-building policies and performance standards that guarantee your customers' demands are met. You can be confident in our unwavering support. As a past founder and current Sponsor, NCI invites you to contact NCI for sales representation at the IDN Summit on August 26 -28. NCI supplier clients receive a discount August 26-28, 2024 l JW Marriott Desert Ridge l Phoenix, AZ. James Dausch PrincipalNCI Consulting GroupEmail: jdausch@nci-cg.com Offices: (972) 922-5305Website: www.nci-cg.com NCI LinkedIn Business PageLinkedIn About NCI Consulting Group is the most respected and oldest sales and marketing firm in the US, supplying specialization in GPO, IDN, and Major Health System market share penetration & expansion for healthcare suppliers. We want to help your sales and corporate account teams increase growth through direct access to key executive-level contacts within your targeted markets. Our 30 years in the business and success with over 100s supplier clients, ranging from start-ups to global-wide corporations, have created the knowledge, respect, relationships, and friendships within the Provider Community that will take your company to the next level of success. www.nci-cg.com Jim Dauschnbsp; Principal, NCI Consulting Group: Offices 972.922.5305:Email jdausch@nci-cg.com #iamthehealthcaressupplychain hashtag #suppliers #hashtag #supplychainmanagement #hashtag #suppliermanagement hashtag #ceos #ceo #salesexecutive