Benson P. Shapiro

Ronald S. Posner

It has become increasingly clear over the past 15 years that salesmanship has been changing, especially when one business sells industrial or consumer goods and services to another.1 As a result, the salesperson is being called on to perform in a different way.

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Reprint: R0607L
Many companies today are faced with large, complex selling situations&#8212;they sell expensive equipment that affects many parts of a customer&#8217;s company, they work on sales that may take several years to consummate, or they arrange mergers with other organizations. These major sales need special handling: They are more complex than smaller transactions, their potential profit is larger, and they have a more lasting effect on both buyer and seller.
In this article, first published in 1976, the authors develop a systematic approach that companies can use not only to facilitate the sale but also to ensure the long-term account relationship. Their eight-step procedure shows how to open a contact, &#8220;separate the suspects from the prospects,&#8221; develop a profile of a company&#8217;s needs and key personnel, justify the purchase to the buyer, make the sales pitch, coordinate company resources, close the sale, and maintain the account.
Before they can engage in strategic selling, most companies will have to revise the makeup of their sales forces according to the kind of sales they want to make, which may include different types of nonrecurring sales. To help solve these more-complicated selling problems, the authors provide organizational guidelines for companies to use in their specific operations. Among these are creating a senior sales force to service a multitude of major accounts, assigning a field sales manager to one or two accounts for regional sales management, and having top executives take charge of the large sales.

Making the Major Sale

Reprint: R0607L Many companies today are faced with large, complex selling situations—they sell expensive equipment that affects many parts of a customer’s company, they work on sales that may take several years to consummate, or they arrange mergers with other organizations. These major sales need special handling: They are more complex than smaller transactions, their potential profit is larger, and they have a more lasting effect on both buyer and seller. In this article, first published in 1976, the authors develop a systematic approach that companies can use not only to facilitate the sale but also to ensure the long-term account relationship. Their eight-step procedure shows how to open a contact, “separate the suspects from the prospects,” develop a profile of a company’s needs and key personnel, justify the purchase to the buyer, make the sales pitch, coordinate company resources, close the sale, and maintain the account. Before they can engage in strategic selling, most companies will have to revise the makeup of their sales forces according to the kind of sales they want to make, which may include different types of nonrecurring sales. To help solve these more-complicated selling problems, the authors provide organizational guidelines for companies to use in their specific operations. Among these are creating a senior sales force to service a multitude of major accounts, assigning a field sales manager to one or two accounts for regional sales management, and having top executives take charge of the large sales.

Making the Major Sale

Summary.

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