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. 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.
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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