Selling above and below the line : convince the C-suite : win over management : secure the sale

Most salespeople work hard to become proficient in reaching the frontline managers in their markets. Cost, service, functionality--they know the value propositions that speak to their most visible customers. But while many of these managers hold the initial decision-making power that can lead to that first sale, even they report to a higher authority who evaluates the manager's decisions from an entirely different perspective. A salesperson who wishes to achieve long-lasting success with a client will learn how to also appeal to top-level executives from an "above the line" perspective.In Selling Above and Below the Line, master sales trainer Skip Miller shows how to simultaneously sell to both the frontline manager as well as the executive who is more concerned with profit/loss indicators such as ROI, time saved, risk lowered, and productivity improved--a strategy used by Google, Apple, Cisco WebEx, and other powerhouses. Salespeople wishing to gain a clear advantage over the competition will learn how to:\* Create energy by including executives early in the sales process\* Ask the right questions and pinpoint big-picture financial needs\* Keep "below the line" managers from feeling bypassed\* Uncover value propositions that target each set of decision-makers\* And moreToo often, sales that seem locked in will stall or go dark. Or customers who have been loyal to you suddenly back out of the relationship due to decisions made above the manager's head. Oftentimes, this could have been avoided had the salesperson been intentional to sell both the technical and financial fit. In Selling Above and Below the Line, learn to effectively communicate both, leading to more successful and lucrative deals than ever before. Most salespeople work hard to become proficient in reaching the frontline managers in their markets. However, a salesperson who wishes to achieve long-lasting success with a client will learn how to also appeal to top-level executives from an "above the line" perspective. Master sales trainer Skip Miller shows how to simultaneously sell to both the frontline manager as well as the executive who is more concerned with profit/loss indicators such as ROI, time saved, risk lowered, and productivity improved – a strategy used by Google, Apple, Cisco WebEx, and other powerhouses. In Selling Above and Below the Line, you will learn how to: Create energy by including executives early in the sales process. Ask the right questions and pinpoint big-picture financial needs. Keep "below the line" managers from feeling bypassed. Uncover value propositions that target each set of decision-makers. Sales that seem locked in will stall or go dark. Customers who have been loyal to you suddenly back out of the relationship due to decisions made above the manager's head. This often could have been avoided had the salesperson been intentional to sell both the technical and financial fit. In Selling Above and Below the Line, learn to effectively communicate both, leading to more successful and lucrative deals than ever before. Cost, service, functionality--good salespeople know the value propositions that speak to frontline managers. But there's another crucial player in the buying decision, with an entirely different set of criteria. Top-level executives evaluate proposals from an "above the line" perspective: ROI, time saved, risk lowered, productivity improved. Sales professionals that appeal to both achieve spectacular results. In Selling Above and Below the Line , master sales trainer Skip Miller shows how to simultaneously sell the technical and financial fit of any product or service--a strategy used by Google, Apple, Cisco WebEx, and other powerhouses. Readers learn to: * Create energy by including executives early in the sales process * Ask the right questions and pinpoint big-picture financial needs * Keep "below the line" managers from feeling bypassed * Uncover value propositions that target each set of decision-makers Too often, sales that seemed locked in will stall or go dark. Learn to sell above and below the line, and keep the process moving swiftly toward successful, lucrative deals. Are too many of your sales stalling? There's nothing more frustrating-especially when building relationships and making sales pitches are strengths. Sales master Skip Miller explains where the problem might lie: You're selling features and benefits to frontline people who look at budget, features, and functionality. That's a logical thing to do-but it's only half your job. Great salespeople sell to a second set of decision makers in every company: the executives. These people evaluate proposals from an "above the line" perspective, weighing ROI, time saved, risk lowered, and productivity improved. When you bring them into the sales process early and speak the language they need to hear, outcomes dramatically improve. Selling Above and Below the Line shows you how to appeal to both sets of buyers, and sell the technical and financial fit of any product or service. You'll move beyond features and benefits, eliminate the budget objection, ask probing questions about your customer's financial picture, and deliver value propositions that seal the deal. Book jacket Top-level executives evaluate proposals from an "above the line" perspective: ROI, time saved, risk lowered, productivity improved. Sales professionals that appeal to both achieve spectacular results. Miller shows how to simultaneously sell the technical and financial fit of any product or service--a strategy used by Google, Apple, Cisco WebEx, and other powerhouses. Readers learn to: create energy by including executives early in the sales process; ask the right questions and pinpoint big-picture financial needs; keep "below the line" managers from feeling bypassed; and, uncover value propositions that target each set of decision-makers. Too often, sales that seemed locked in will stall or go dark. Learn to sell above and below the line, and keep the process moving swiftly toward successful, lucrative deals. -- Edited summary from book