I hear managers and execs talk all the time about the importance of sales strategy. “Strategy” is one of the words that gets used a lot. (In fact, Webster’s Dictionary says it is in the top 10% of most popular words.) After all, who gets heat for talking strategy? C’mon!
The problem I see in the field is that most sales “strategies” are not really strategies at all. If you look at that definition of strategy, you see, “a careful plan or method for achieving a particular goal, usually over a long period of time.” That means a strategy doesn’t change (or if it does change, this doesn’t happen very often), is long-term, and describes a set of consistent behaviors. Many sales strategies I see are more like tactics: making more calls in a defined period of time, approaching a new group of prospects, or introducing new offers to move the market forward. I am not saying these things are bad, but I am pointing out they are tactics, not strategies. Tactics can be helpful IF they support a strategy.