News Sales Model

Phil Atkinson’s ‘Sales Mastery’: Royal Scot Club

‘Sales Mastery’ was the topic presented at the private members club at the Royal Scot Club in Edinburgh a was a similar presentation to that held in Glasgow on 29 January.  Philip has long rejected the traditional sales model that focuses on ‘pushing’ people into making purchasing decisions – which often delivers buyer’s remorse.  He favours and practises the ‘pulling people’ options of buying facilitation which generates partnership and continued business..

He highlighted that the traditional model focuses far too much on closing sales and is geared only to winning 3-4% of targeted business – meaning you may have to make 26 bids for business resulting in one sale. 

Focus on the Buying Cycle not the Sales Cycle

The traditional model is basically a one size fits all situations and takes no account of the corporate culture or individual personalities.  Further, the traditional model is rigid and focuses more on the sales cycle rather than the buying cycle.

Philip has built his model on Spin Selling, the NLP sales model, Neil Rackham amongst others, and presented his unique model to members of the East of Scotland Branch of the Chartered Institute of Marketing.

Pitching for ‘Big Ticket-High Value’ items

He explained how his sales model has been used to pitch for those offering ‘big ticket – high value’ to blue chip clients, and his model is used by those in quality control, procurement and internal audit in a variety of contexts and industries.  The model can be used in any context where influence to manage change is considered important.

Culture & Personality

Phil devotes a great deal of time to diagnosing the core culture, assessing the relative strength of stakeholders who are part of the buying decision team.  He explained how to approach a potential customer and partnering with them in forming a buying decision.

Philip also developed his model of personality discussing how beliefs and values are central in forming proper commercial relationships and how best to assess the ‘hot’ and ‘cold’ buttons of our clients and customers.

He used practical and commercial case studies to illustrate his model which was well received.

Philip promised to provide links to various articles and his PowerPoint presentation which are undernoted.

Sales Mastery pdf

Foveal & Peripheral Vision

For chapter 7 on Interpersonal Influence from my book click here 'How to become a Change Master' for Chapter 7 click here››

Further information on tailored programmes can be found in the sections below together with published articles.