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“Dirty Little Secrets” launches tomorrow: 3 more secrets unveiled

Submitted by on Wednesday, 14 October 2009

more-secretsYesterday I gave you 3 ‘secrets’ from the Conclusion of my new book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it.

An answers for those of you who have asked how this book differs from some of my other books, and then I’ll give you 3 more ‘secrets.’

This book is very very different from Sales on the Line, Selling with Integrity and Buying Facilitation™. While those books talk about the buying decision process as being separate from the sales process and introduce some new skills, none of my previous books delve into exactly, EXACTLY what happens behind the scenes. I have thoroughly explained

  • how systems maintain dysfunction and don’t want to change – and what they need to do to unlock possibilities (and how you can help);
  • how the behind-the-scenes political and relationship issues are a far bigger indicator of purchasing p0ssibilities than need;
  • the 10 steps to a buying decision (any kind of decision for that matter), and how to help influence them as an Outsider;
  • the three phases that all decisions go through.. proving that buying is NOT an emotional decision but very very rational (even if we don’t agree with their decision);
  • the problems closing sales using Sales 2.0 and how to mitigate them;
  • the new Buying Facilitation™ model (you might want to get the bundle from my site and buy this book as the companion to the new one – www.buyingfacilitation.com), how it differs from sales, and the new skills and tools to tack on to sales to help influence the buying decision;
  • very details Case Study that shows the behind-the-scenes details of a purchasing decision, and how to move a buying decision from a 36 week close to a 12 week close – and be part of the Buying Decision Team.

Now: here are 3 more ‘dirty little secrets’ from my new book. Enjoy. And BUY IT TOMORROW!

11. Information doesn’t teach people how to make a buying decision. Learning details of our solution is the last thing buyers need.

Sales has focused on having the solution to meet the need. As a result, sellers spend time and effort honing the appropriate messages for their pitches, presentations, and marketing. But buyers don’t know what to do with the data that early on in their decision process because they haven’t managed their buying criteria yet.

Now we can help buyers discern all of their decision criteria and buying criteria. When it’s time to pitch or present, we can massage our message to fit with the buying criteria and values.

1. Sales focuses on solution placement and has no skill set to help buyers maneuver through their off-line, internal, behind-the-scenes planning and decision making that must take place before they can buy.

It is impossible for any change to happen (including a purchasing decision) unless a system has identified the elements that need to buy in to the change. Our current sales model has ignored this invisible challenge since its inception. Rather than realize that a piece was missing, it instead builds in assumptions that maintain its status quo, provides work-arounds to manage the fall-out of the onedimensional approach, and accepts low close ratios.

Now we know all of the elements involved in how buyers buy, and can help them manage both ends of their decision making and change management. We can close sales in half the time since we will be severely shortening the buying decision cycle.

6. Until buyers have managed their internal systems, they have limited ability to use the solution information you would like to give them.

We’ve never been taught all of the issues that need to be managed before a buying decision can happen. Our buyers haven’t known that either. As a result we have unwittingly focused on solving their problem, giving them vast amounts of data about our solution, and have not realized that buyers haven’t known what to do with that data until later on in their buying decision process.

Now we can help buyers discover their systems and change management issues, and help them figure out their buying criteria that will match the values of their system.

8. Helping buyers maneuver through their buy-in and systems issues require a different focus and a different skill set from the one sales offers.

The typical sales scenario overlooks the systems issues that must seek homeostasis. Focusing on our solutions, we’ve created the rejections, the objections, the long delays, and the ‘dumb’ decisions. Not to mention the abysmal closing ratio of under 10% (from first prospecting call).

Now we have the skills to enter the buying decision end of the equation without bias and as a decision facilitator. We can help the buyer focus first on finding all of the right people, discovering the historic precedents, changing the rules, and getting buy-in so they can all figure out what needs to happen to achieve excellence.

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Did the book provoke you? Excite you? Anger you! Cool beans! Let the discussion begin!

sd

Listen to Sharon Drew Morgen speak on MaestroConference on Oct. 14 at 12P.M. PST

Check out my new book coming out October 15: Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what to do about it. Read two free chapters. Pre-purchase the book or buy the bundle.

Or consider purchasing the bundleDirty Little Secrets plus my last book Buying Facilitation™: the new way to sell that influences and expands decisions. These books were written to be read together, as they offer the full complement of concepts to help you learn and understand Buying Facilitation™ – the new skill set that gives you the ability to lead buyers through their buying decisions.

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