Focus Magazine - Winter 2013 - 33

SELLINGSKILLS

Sales Models: The
Bruce Lee Approach
I By Scott Moldenhauer

T

Sales leaders
should look at
sales models
the way that
Bruce Lee looked
at the martial arts

here is a reason we fall in love with sales
models. It’s because they are dressed up so
nicely by authors and professional
speakers. These people have a way of making
them sparkle.
The reality, of course, is that the real world
cannot be neatly compartmentalized into a fivestep selling process. Things are not that simple,
especially when it comes to selling in the
healthcare space. So, if sales models are not a
panacea, why use them? It’s because they provide
structure. They provide philosophy. They
provide coherent coaching systems.

2 Types
of Sales
Models
Consultative

Two Types of Sales Models
When thinking about sales models, it is best
to break them down into two types. The first
type is the standard model. It sounds like this:
open, probe, present, handle objections, close.
For beginning salespeople, it provides structure.
The second type is more insightful. The most
recent “Challenger Sale” is a good example.
Consultative selling models also fall into this
category. These models are more philosophical.
They make assumptions. They point out
nuances.
Which type is best for your sales team? For
novice salespeople, stick with the first type.
Newer reps need structure. If your salespeople
are at the advanced level, expand their thinking
using more sophisticated models.

The Bruce Lee Approach
Ultimately, sales leaders should look at sales
models the way that Bruce Lee looked at the
martial arts. He treated each of the martial arts
— Karate, Taekwondo, Jujitsu — as having its
own strengths and weaknesses. He borrowed
from Karate. He modified Jujitsu. He utilized the
kicking movements of Taekwondo. He kept what
worked. He blended. He perfected.
FOCUS | WINTER 2013 | www.spbt.org

Standard

When you watch the best reps, they do the
same. They are agile. They are flexible. They mix
and match, but always in a way that works for
them.
Only when coaches hold one particular
model as dogma are problems created. The
opposite approach should be taken: Strategically
expose your more advanced salespeople to a
variety of models. Let them decide what works
best for them, always keeping an eye on sales
results.

Get It Right
As you think about sales models for your
team, here are a few guiding thoughts:
• Different strokes, different folks. There are
no right and wrong sales models. In the end,
sales models (and approaches) are like ice
cream. If you like vanilla, so be it. Who am I
33



http://www.spbt.org

Focus Magazine - Winter 2013

Table of Contents for the Digital Edition of Focus Magazine - Winter 2013

Focus Magazine - Winter 2013
From the President: Well-Being at Work: A Critical Consideration
Table of Contents
Table of Contents
Guest Editor: Asia Pacific: Culture and Opportunity
Mastering Large Audience Deliveries
Measuring Sales Training Effectiveness: What Companies Can Learn From Clinical Trials
Sales Training in the BRICs: 7 Rules for Success
Corporate Athlete: Increasing Employee Engagement
Mobile Performance Acceleration
Understanding the Value Proposition
Manager Involvement in Career Development
Sales Models: The Bruce Lee Approach
The Disorienting Dilemma
Virtual How: Learning Technology
Company News
People News
Ad Index
Focus Contacts
5 Questions with Melissa Daimler
Focus Magazine - Winter 2013 - Focus Magazine - Winter 2013
Focus Magazine - Winter 2013 - 2
Focus Magazine - Winter 2013 - 3
Focus Magazine - Winter 2013 - 4
Focus Magazine - Winter 2013 - From the President: Well-Being at Work: A Critical Consideration
Focus Magazine - Winter 2013 - 6
Focus Magazine - Winter 2013 - Table of Contents
Focus Magazine - Winter 2013 - 8
Focus Magazine - Winter 2013 - Table of Contents
Focus Magazine - Winter 2013 - 10
Focus Magazine - Winter 2013 - Guest Editor: Asia Pacific: Culture and Opportunity
Focus Magazine - Winter 2013 - 12
Focus Magazine - Winter 2013 - Mastering Large Audience Deliveries
Focus Magazine - Winter 2013 - 14
Focus Magazine - Winter 2013 - Measuring Sales Training Effectiveness: What Companies Can Learn From Clinical Trials
Focus Magazine - Winter 2013 - 16
Focus Magazine - Winter 2013 - 17
Focus Magazine - Winter 2013 - Sales Training in the BRICs: 7 Rules for Success
Focus Magazine - Winter 2013 - 19
Focus Magazine - Winter 2013 - 20
Focus Magazine - Winter 2013 - 21
Focus Magazine - Winter 2013 - Corporate Athlete: Increasing Employee Engagement
Focus Magazine - Winter 2013 - 23
Focus Magazine - Winter 2013 - Mobile Performance Acceleration
Focus Magazine - Winter 2013 - 25
Focus Magazine - Winter 2013 - 26
Focus Magazine - Winter 2013 - 27
Focus Magazine - Winter 2013 - Understanding the Value Proposition
Focus Magazine - Winter 2013 - 29
Focus Magazine - Winter 2013 - 30
Focus Magazine - Winter 2013 - Manager Involvement in Career Development
Focus Magazine - Winter 2013 - 32
Focus Magazine - Winter 2013 - Sales Models: The Bruce Lee Approach
Focus Magazine - Winter 2013 - 34
Focus Magazine - Winter 2013 - The Disorienting Dilemma
Focus Magazine - Winter 2013 - Virtual How: Learning Technology
Focus Magazine - Winter 2013 - 37
Focus Magazine - Winter 2013 - Company News
Focus Magazine - Winter 2013 - People News
Focus Magazine - Winter 2013 - Ad Index
Focus Magazine - Winter 2013 - Focus Contacts
Focus Magazine - Winter 2013 - 5 Questions with Melissa Daimler
Focus Magazine - Winter 2013 - 43
Focus Magazine - Winter 2013 - 44
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