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Hope Is Not a Strategy: The 6 Keys to Winning the Complex Sale: The 6 Keys to Winning the Complex Sale
"No longer is being 'a good closer' the basis of sustainable success. Instead intakes the kind of strategic thinking Rick Page outlines in Hope Is Not a Strategy ."--Geoffrey Moore, author of Crossing the Chasm and Inside the Tornado Master of the complex sale, Rick Page is the author of the bestselling book, Hope Is Not a Strategy , and one of the most sought-after sales consultants and trainers in the world. He has taught his breakthrough selling strategies to thousands of people in 150 companies across 50 countries--an amazing platform that has helped his message spread like wildfire. This paperback edition of Page's runaway sales bestseller schools readers in Page's simple, six-step process for making the sale--no matter how complex the deal or how many people are involved in the buying decision. Integrating the winning selling strategies used by the world's top salespeople, Page shows readers how
192 pages, Paperback
First published September 1, 2001
106 people are currently reading
578 people want to read
About the author
Rick Page
13 books4 followersA recognized authority in the complex sale arena, Rick Page has trained salespeople from more than 50 countries during his long and distinguished career. One of the foremost experts on sales management and selling, Rick continues to develop innovative sales programs and is the author of Hope Is Not A Strategy - The 6 Keys to Winning The Complex Sale and Make Winning A Habit - 20 Best Practices of the World's Greatest Sales Forces.
As executive vice president of Dun & Bradstreet Software (formerly Management Science America), Rick initiated a strategic sales training program for the global sales force. While at the company, Rick also led one of its most successful regions, managing more than 100 consultants and 50 sales reps for a $50 million profit center.
In 1994, Rick founded The Complex Sale, Inc. which has provided sales consulting and training methodologies to more than 35,000 sales reps worldwide in the information technology, consulting, telecommunications, medical and financial industries.
Additionally, Rick has shared his expertise with the readers of Consultant News and Solutions Integrator, as well as attendees of the Stanford Executive Briefing and numerous other prestigious conferences.
Rick holds a Master of Business Administration from the University of North Carolina at Chapel Hill.
As executive vice president of Dun & Bradstreet Software (formerly Management Science America), Rick initiated a strategic sales training program for the global sales force. While at the company, Rick also led one of its most successful regions, managing more than 100 consultants and 50 sales reps for a $50 million profit center.
In 1994, Rick founded The Complex Sale, Inc. which has provided sales consulting and training methodologies to more than 35,000 sales reps worldwide in the information technology, consulting, telecommunications, medical and financial industries.
Additionally, Rick has shared his expertise with the readers of Consultant News and Solutions Integrator, as well as attendees of the Stanford Executive Briefing and numerous other prestigious conferences.
Rick holds a Master of Business Administration from the University of North Carolina at Chapel Hill.
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Displaying 1 - 20 of 20 reviews
November 18, 2024
WOAH...,wut
i mean
A BUSINESS BOOK THAT DOESN'T HAVE TOO MANY EXAMPLES AND GETS TO THE POINT????????????? 5★
5★
It is very quick and concise book that features what i call
*Za six Ps in complex sales*
PPPPPP
well that's so much PPs
i eh loved it, such a timeless
Oh and ye, client trust, competitions not coming from competitors themselves but from how you interact with your clients, and that
Hope is Not a Strategy👍❤️🍏✨💖🌟
i mean
A BUSINESS BOOK THAT DOESN'T HAVE TOO MANY EXAMPLES AND GETS TO THE POINT????????????? 5★
5★
It is very quick and concise book that features what i call
*Za six Ps in complex sales*
PPPPPP
well that's so much PPs
i eh loved it, such a timeless
Oh and ye, client trust, competitions not coming from competitors themselves but from how you interact with your clients, and that
Hope is Not a Strategy👍❤️🍏✨💖🌟
March 16, 2025
20+ years later and this book is still chock full of the right stuff. The buyer journey has changed, but selling is still selling. This book is for sales professionals, yes. Spoiler Alert - non "sales" and so called "non-sellers" are selling something every day. The principles are the same. Want to be better at what you do? Treat yourself to a whole set of concepts that will help you approach your role - ANY role, with new perspective and tools.
November 18, 2024
how to stay in control when clients change their focus or introduce new demands + winning against competitors requires more than just offering a great product – you need to strategically control the sales environment.
Notes:
- Relying on hope alone isn’t enough to turn things around.
- focus on solving client problems not selling products
- Securing a deal isn’t enough – you need to ensure clients trust you enough to return for more
- Often, the biggest competitor isn’t another company – it’s the client’s hesitation to act. Deals stall when there’s no clear business pain or urgency driving action.
- Every team member should know their role and how they contribute to the overall strategy
- Whether it’s your company’s reputation, your ability to deliver top service, or a unique technical feature, you have to target those strengths to the right people at the right time. If you don’t make these connections, someone else will.
RADAR simplifies the complex sales landscape by organizing it into six clear steps:
- The first step in RADAR is Linking Solutions to Pain (or Gain). Your job in this step is to get to the heart of the client’s pain points or potential opportunities. This requires asking insightful questions and actively listening to their concerns. Your solution must be tied directly to their most urgent needs or desired outcomes. Often, clients may not fully understand the extent of their pain, so part of your role is to help them articulate their challenges.
- Once you understand the client’s pain, the next step is Qualifying the Prospect. You need to determine whether this opportunity is worth pursuing. Time and resources are limited, so you must focus on opportunities that offer the best chance of success. A key part of this qualification is assessing the prospect’s budget, political backing, and timeline. If the client isn’t serious or lacks the financial or organizational support to make a decision, it’s better to walk away early
- The third step in RADAR is Building Competitive Preference. This is where you ensure that you become the client’s top choice. It’s not enough to simply identify the client’s pain and confirm their ability to act – you need to show them why you offer the best solution available. The earlier you can influence their thinking, the better. Control the narrative by highlighting your unique advantages and downplaying your competitors’ strengths
- 4 - You need to identify who holds the real power and how the decision will be reached. This step requires digging deep into the organization’s decision-making structure. Ask questions to learn who makes the final call and what their priorities are. A good understanding of the decision-making process helps you focus your efforts on the people who truly matter, ensuring that you’re not wasting time with those who have little say in the outcome.
- The fifth step is Selling to Power. Once you understand who holds the power, you need to build relationships with those individuals. Titles can be deceiving – often, the most influential people don’t have the most senior roles. You need to identify these informal power brokers and earn their trust. If you can’t access them directly, use your network to create connections or leverage other influencers who already have their trust. The goal is to have powerful people inside the organization advocating for you.
- final step in RADAR: Communicating the Strategic Plan. With the decision-making process mapped out and key influencers on your side, it’s time to lay out a clear and flexible plan. This plan needs to communicate how you’ll win the deal and must be shared with your team to ensure everyone is aligned.
Quotes:
- Flanking strategies in sales situations actually mean one of five things: (1) changing the pain, (2) changing the power, (3) changing the process, (4) linking solutions or products, or (5) expanding scope.
- A great salesperson sells in a way that leads to trust and repeat business
Notes:
- Relying on hope alone isn’t enough to turn things around.
- focus on solving client problems not selling products
- Securing a deal isn’t enough – you need to ensure clients trust you enough to return for more
- Often, the biggest competitor isn’t another company – it’s the client’s hesitation to act. Deals stall when there’s no clear business pain or urgency driving action.
- Every team member should know their role and how they contribute to the overall strategy
- Whether it’s your company’s reputation, your ability to deliver top service, or a unique technical feature, you have to target those strengths to the right people at the right time. If you don’t make these connections, someone else will.
RADAR simplifies the complex sales landscape by organizing it into six clear steps:
- The first step in RADAR is Linking Solutions to Pain (or Gain). Your job in this step is to get to the heart of the client’s pain points or potential opportunities. This requires asking insightful questions and actively listening to their concerns. Your solution must be tied directly to their most urgent needs or desired outcomes. Often, clients may not fully understand the extent of their pain, so part of your role is to help them articulate their challenges.
- Once you understand the client’s pain, the next step is Qualifying the Prospect. You need to determine whether this opportunity is worth pursuing. Time and resources are limited, so you must focus on opportunities that offer the best chance of success. A key part of this qualification is assessing the prospect’s budget, political backing, and timeline. If the client isn’t serious or lacks the financial or organizational support to make a decision, it’s better to walk away early
- The third step in RADAR is Building Competitive Preference. This is where you ensure that you become the client’s top choice. It’s not enough to simply identify the client’s pain and confirm their ability to act – you need to show them why you offer the best solution available. The earlier you can influence their thinking, the better. Control the narrative by highlighting your unique advantages and downplaying your competitors’ strengths
- 4 - You need to identify who holds the real power and how the decision will be reached. This step requires digging deep into the organization’s decision-making structure. Ask questions to learn who makes the final call and what their priorities are. A good understanding of the decision-making process helps you focus your efforts on the people who truly matter, ensuring that you’re not wasting time with those who have little say in the outcome.
- The fifth step is Selling to Power. Once you understand who holds the power, you need to build relationships with those individuals. Titles can be deceiving – often, the most influential people don’t have the most senior roles. You need to identify these informal power brokers and earn their trust. If you can’t access them directly, use your network to create connections or leverage other influencers who already have their trust. The goal is to have powerful people inside the organization advocating for you.
- final step in RADAR: Communicating the Strategic Plan. With the decision-making process mapped out and key influencers on your side, it’s time to lay out a clear and flexible plan. This plan needs to communicate how you’ll win the deal and must be shared with your team to ensure everyone is aligned.
Quotes:
- Flanking strategies in sales situations actually mean one of five things: (1) changing the pain, (2) changing the power, (3) changing the process, (4) linking solutions or products, or (5) expanding scope.
- A great salesperson sells in a way that leads to trust and repeat business
April 1, 2023
So many books on business / sales are fluff and a waste of time. This book is the total opposite and it has stood the test of time for 20+ years. Must read if you work in complex B2B sales.
December 1, 2018
Taught me that "You must pick the battles you can win, then win the battles you pick."
Do not try to turn an unqualified lead into a qualified lead...instead focus on targeting the right buyers.
Do not try to turn an unqualified lead into a qualified lead...instead focus on targeting the right buyers.
November 18, 2024
"Hope Is Not a Strategy: The 6 Keys to Winning the Complex Sale" by Rick Page is a practical guide for navigating and mastering the challenges of complex sales. It emphasizes that relying solely on hope or luck is a recipe for failure in today’s competitive and fast-evolving sales environment. Instead, Page introduces a structured, strategic approach to closing deals, building trust, and fostering long-term client relationships.
The book begins by addressing the common pitfalls in sales—lost deals, shifting client demands, and unexpected decision-making hurdles. These challenges, Page argues, often arise when sales professionals fail to maintain control over the sales process. Buyers now demand tailored solutions that address specific problems, and this shift requires a deeper understanding of stakeholder priorities, organizational politics, and emotional drivers. Page emphasizes that solving client problems is the cornerstone of successful sales. A strategic focus on client pain points and desired outcomes not only builds trust but also positions the salesperson as an invaluable partner rather than just a vendor.
Page introduces the RADAR framework, a six-step methodology designed to provide clarity and direction in complex sales. Each step addresses a critical aspect of the process: Linking Solutions to Pain, Qualifying the Prospect, Building Competitive Preference, Determining the Decision-Making Process, Selling to Power, and Communicating the Strategic Plan. This framework helps sales teams focus on high-potential opportunities, allocate resources wisely, and remain adaptable as deals progress. By tying solutions directly to client pain points, rigorously qualifying prospects, and aligning with influential decision-makers, RADAR ensures a proactive, rather than reactive, approach to sales. These keys emphasize preparation, strategic alignment, and a customer-first approach to achieve success in complex sales. By following these steps, sales professionals can shift from hoping for results to actively driving them. Here are The 6 Keys to Winning the Complex Sale:
1. Do Pre-Call Planning: Prepare thoroughly before engaging with clients. Understand the customer's business, needs, and potential objections to tailor your approach effectively.
2. Build a Customer-Focused Vision: Craft a vision centered around how your solution addresses the customer's specific challenges and delivers measurable value.
3. Qualify the Prospect: Assess whether the prospect is worth pursuing by evaluating their level of interest, decision-making authority, budget, and alignment with your offering.
4. Align with the Decision-Making Process: Identify and engage the key decision-makers within the organization. Understand their buying process and ensure you align with it at every stage.
5. Differentiate Your Solution: Clearly articulate how your solution stands out from competitors by emphasizing unique value propositions that address the customer’s specific pain points.
6. Close the Sale with Integrity: Establish trust and credibility by focusing on a mutually beneficial outcome. Avoid pressure tactics and instead guide the customer toward a confident decision.
The book delves into the psychology of decision-making, highlighting how emotions and internal politics often outweigh logic as deals move forward. Sales professionals must recognize and respond to these dynamics by building competitive preference early and leveraging their unique strengths. Page also stresses the importance of understanding the decision-making hierarchy within client organizations. Identifying key influencers and power brokers—and earning their trust—is critical for steering deals to a successful close.
Timing and adaptability are recurring themes throughout the book. Sales cycles often stall due to client hesitation or lack of urgency, and Page advises sales teams to manage the tempo strategically. Whether accelerating a deal to outpace competitors or slowing it down to refine strategy, maintaining control is key. Additionally, he underscores the value of leaving every client interaction with a clear next step, ensuring continuous momentum.
In the latter sections, Page shifts focus to account management, exploring how trust and long-term partnerships drive repeat business. He differentiates between competitive selling and account maintenance, emphasizing the need for consistent value delivery and client-centric solutions. By exceeding expectations and building deep relationships, sales professionals can transform clients into loyal partners who view them as indispensable to their success.
In summary, "Hope Is Not a Strategy" equips readers with actionable insights and tools to succeed in complex sales. Through the RADAR framework and a focus on solving client problems, Page offers a clear path to maintaining control, building trust, and closing high-value deals. The book serves as a roadmap for sales professionals looking to thrive in a demanding and competitive marketplace.
The book begins by addressing the common pitfalls in sales—lost deals, shifting client demands, and unexpected decision-making hurdles. These challenges, Page argues, often arise when sales professionals fail to maintain control over the sales process. Buyers now demand tailored solutions that address specific problems, and this shift requires a deeper understanding of stakeholder priorities, organizational politics, and emotional drivers. Page emphasizes that solving client problems is the cornerstone of successful sales. A strategic focus on client pain points and desired outcomes not only builds trust but also positions the salesperson as an invaluable partner rather than just a vendor.
Page introduces the RADAR framework, a six-step methodology designed to provide clarity and direction in complex sales. Each step addresses a critical aspect of the process: Linking Solutions to Pain, Qualifying the Prospect, Building Competitive Preference, Determining the Decision-Making Process, Selling to Power, and Communicating the Strategic Plan. This framework helps sales teams focus on high-potential opportunities, allocate resources wisely, and remain adaptable as deals progress. By tying solutions directly to client pain points, rigorously qualifying prospects, and aligning with influential decision-makers, RADAR ensures a proactive, rather than reactive, approach to sales. These keys emphasize preparation, strategic alignment, and a customer-first approach to achieve success in complex sales. By following these steps, sales professionals can shift from hoping for results to actively driving them. Here are The 6 Keys to Winning the Complex Sale:
1. Do Pre-Call Planning: Prepare thoroughly before engaging with clients. Understand the customer's business, needs, and potential objections to tailor your approach effectively.
2. Build a Customer-Focused Vision: Craft a vision centered around how your solution addresses the customer's specific challenges and delivers measurable value.
3. Qualify the Prospect: Assess whether the prospect is worth pursuing by evaluating their level of interest, decision-making authority, budget, and alignment with your offering.
4. Align with the Decision-Making Process: Identify and engage the key decision-makers within the organization. Understand their buying process and ensure you align with it at every stage.
5. Differentiate Your Solution: Clearly articulate how your solution stands out from competitors by emphasizing unique value propositions that address the customer’s specific pain points.
6. Close the Sale with Integrity: Establish trust and credibility by focusing on a mutually beneficial outcome. Avoid pressure tactics and instead guide the customer toward a confident decision.
The book delves into the psychology of decision-making, highlighting how emotions and internal politics often outweigh logic as deals move forward. Sales professionals must recognize and respond to these dynamics by building competitive preference early and leveraging their unique strengths. Page also stresses the importance of understanding the decision-making hierarchy within client organizations. Identifying key influencers and power brokers—and earning their trust—is critical for steering deals to a successful close.
Timing and adaptability are recurring themes throughout the book. Sales cycles often stall due to client hesitation or lack of urgency, and Page advises sales teams to manage the tempo strategically. Whether accelerating a deal to outpace competitors or slowing it down to refine strategy, maintaining control is key. Additionally, he underscores the value of leaving every client interaction with a clear next step, ensuring continuous momentum.
In the latter sections, Page shifts focus to account management, exploring how trust and long-term partnerships drive repeat business. He differentiates between competitive selling and account maintenance, emphasizing the need for consistent value delivery and client-centric solutions. By exceeding expectations and building deep relationships, sales professionals can transform clients into loyal partners who view them as indispensable to their success.
In summary, "Hope Is Not a Strategy" equips readers with actionable insights and tools to succeed in complex sales. Through the RADAR framework and a focus on solving client problems, Page offers a clear path to maintaining control, building trust, and closing high-value deals. The book serves as a roadmap for sales professionals looking to thrive in a demanding and competitive marketplace.
November 18, 2024
Summary:
The winning complex sales requires more than simply offering a great product. Success comes from building trust, creating partnerships, and delivering genuine value to clients.
The six keys to winning a complex sale are essential for staying in control. Here’s a quick reminder:
First, link your solution to the client’s pain or gain by understanding their most urgent needs. Second, qualify the prospect to ensure the opportunity is worth pursuing. Third, build competitive preference by positioning your solution as the best choice early in the process. Fourth, to determine the decision-making process, identifying who has real influence. Fifth, sell to power by forming strong relationships with key decision-makers. Finally, communicate a strategic plan that keeps your team focused and ensures you remain adaptable as the deal progresses.
By mastering these six steps, you can confidently manage complex sales, maintain control, and close high-value deals with lasting impact.
The winning complex sales requires more than simply offering a great product. Success comes from building trust, creating partnerships, and delivering genuine value to clients.
The six keys to winning a complex sale are essential for staying in control. Here’s a quick reminder:
First, link your solution to the client’s pain or gain by understanding their most urgent needs. Second, qualify the prospect to ensure the opportunity is worth pursuing. Third, build competitive preference by positioning your solution as the best choice early in the process. Fourth, to determine the decision-making process, identifying who has real influence. Fifth, sell to power by forming strong relationships with key decision-makers. Finally, communicate a strategic plan that keeps your team focused and ensures you remain adaptable as the deal progresses.
By mastering these six steps, you can confidently manage complex sales, maintain control, and close high-value deals with lasting impact.
October 21, 2017
Anyone doing sales that are not straight shot one and done simple widgets should read this book. It's older but the concepts still apply well. I was able to quickly relate the concepts back to my service sales.
August 10, 2011
Nothing really new in this book - but a good collection of strategies. Chapter 6 seems to summarize the whole book in about 4 pages. I'm not really in sales myself but I think the RADAR (Reading Accounts and Deploying Appropriate Resources) along with its six steps was an interesting way to summarize a strategy.
Want to read
April 11, 2009Looking forward to read it :)
July 1, 2010
My old boss gave me this book seevral years ago and I read it once a year. It is a good guide for deal making in today's evolving economy.
November 11, 2009
This book is valuable as a tease for the larger consulting/training from The Complex Sale. The system is useful for analyzing and adapting to different buyer personalities.
January 30, 2011
Love Rick Page! I am now a fan! Easy read. The 1st of several stratgies for selling better.
September 12, 2011
Amazing book for sales professionals, a must read to understand the complexity of sales and how to manage it
February 7, 2013
Interesting book that formed the basis of R.A.D.A.R sales training. Some things are useful acrooss all sales jobs but the focus is on large-scale complex sales.
January 30, 2014
One of the best books I've read on the politics of the complex sale
March 1, 2016
Excellent book; highly recommended for all sales persons and specially for all sales managers. Very practical with useful hints.
Read
June 3, 2016Read through it during my trip to Asia. Need to read it again at some point to understand some of the concept.
December 29, 2013
A number of dogears but much of this is rehashed all over.
February 13, 2016
It is a detailed sales process for key account management.
Displaying 1 - 20 of 20 reviews