SALES ENABLEMENT
seem compelling but fail to deliver. Drawing on Imparta’s rich research base and over 20 years of experi- ence helping global clients super- charge their go-to-market strate- gies, the 3D Advantage™ sets out a definitive approach to achieving remarkable sales performance. It focuses on three dimensions of selling – insight, influence, and trust – that can allow even average salespeo- ple to create, differentiate, protect, capture, and expand value around the whole customer buying cycle. Insight is how salespeople create value through disruptive, specific insights into a customer’s needs, solu- tions, and decision process. Influence allows salespeople to achieve desired outcomes within the account, through the ethical use of be- havioral science and decision strategy. Trust grows from a combination of factors, including customer orienta- tion. It unlocks access to the conver- sations where salespeople can deliver insight and influence.
Insight, influence, and trust are the critical dimensions of a successful sale, but each one presents challenges.
INSIGHT The 3D Advantage™
“Magic Bullet” Selling RICHARD BARKEY
To win at selling, how good do you need to be? The answer, of course, is, “Better than the competition.” That’s true whether the compe- tition is another company, another use of the customer’s budget, or simply the status quo.
Beating the competition is extremely difficult, however, and it’s an arms race that keeps getting harder. It requires you to do many things slightly better
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rather than just focusing on one thing. Yet, many sales training companies – in their search for the “magic bullet” – offer one-dimensional approaches that
Sale Building Competitive Advantage in the Era of
Insight can be an extremely effec- tive tool to disrupt the status quo and uncover new opportunities. But there are three problems in the way it is often used.
Insight is powerful – but, like beau-
ty, it’s in the eye of the beholder. One person’s insight is another person’s statement of the obvious. To be ef- fective, insights need to be matched organically to the specific objectives and concerns of the organization and the individual.
Insight on its own is not enough to influence the outcome of a conversa- tion. Salespeople must also guide the customer around their buying cycle. For example, insight can reveal a new need, but the salesperson also needs to influence the level of urgency, help build consensus, influence stakehold- ers, win the pitch, and alleviate any perceived risks.
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