Elite Sales Strategies. Anthony Iannarino

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       Chapter 2: The One-Up Sales Conversation: Your Only Vehicle for Value Creation. Of all the strategies you will find here, this may be the most important. The way you create value for your clients and develop a preference to buy from you is exclusively limited to the sales conversation. Your One-Up position makes this possible by helping your clients make better decisions and produce better results through your vantage point, your advice, and your recommendations.

       Chapter 3: Insights and Information Disparity. There are some who believe the internet has eliminated the information disparity between the salesperson and their client. This is incorrect, as your clients need more information than ever. However, it's a different kind of information. This strategy will allow you to start teaching your prospects what they need to know to improve their outcomes.

       Chapter 4: Supporting Client Discovery. The very nature of discovery has changed. It is less about identifying a need or a problem and more about helping the client discover something about themselves, their business, their decisions, and their results. To be a good guide, you need to be One-Up. But you must also be a good student. There is still much from you to learn from your clients, which is one of the ways you increase your One-Upness.

       Chapter 5: Your Role as a Sense Maker. As the world gets increasingly complex, your One-Up position allows you to make sense of it all, by allowing your stakeholders to look through the higher-resolution lens you provide them. Your clients will see something they haven't seen, and something no One-Down salesperson can show them.

       Chapter 6: The Advantage of Your Vantage Point. Here you will learn how to guide your clients to better outcomes through your experience helping others on their buyer's journey, preventing them from making mistakes that threaten their future results. Your contacts will find your suggestions far more valuable than anything they have heard from your legacy approach competitors, who still see the decision as a straight line.

       Chapter 7: Building Your One-Upness. This chapter offers a road map for identifying and building your insights, as well as an executive briefing that will position you as One-Up from your very first communication—and keep you there all the way to your signing ceremony. Here, you are going to do the work necessary to begin using a modern sales approach.

       Chapter 8: One-Up Guide to Offering Advice and Recommendations. As a trusted advisor who is One-Up, you must offer your advice and your recommendations all through the buyer's journey, helping them navigate their actions and decisions. Your advice and your recommendations must be more than “buy my solution from my company.” Your counsel will create far greater value.

       Chapter 9: The One-Up Obligation to Proactively Compel Change. The antiquated approaches to sales saddle the salesperson with ideas that make them reactive. These ideas prompt practices like discovering problems and qualifying prospects, or the awful tactic of waiting until your client is prepared to buy before you help them. Becoming a trusted advisor means using your “One-Upness” to compel change, preventing your prospective clients from the harm of not changing before they are forced to.

       Chapter 10: Triangulation Strategy: Helping Clients Decide While Avoiding Competition. There is a One-Up position that is incredibly powerful and little known, and never taught or trained. This triangulation strategy removes you from the playing field by elevating you to a position above the board, making you no longer just another competitor but the arbiter and ultimate authority. Your contacts will find an advantage in how they understand their decision and their choices.

       Chapter 11: Being One-Up Helps Your Clients Change. The ultimate test of your One-Upness is that you cause your client to change. This change is not simply switching partners or solutions; it's a modification of their beliefs, their actions, and their results. The most important changes you need to make occur inside your client's business. When your client makes internal changes, you are One-Up, and your client is all the better for it.

       Chapter 12: Advice for Those Who Are Presently One-Down. If you are not presently One-Up, this chapter will speed your development and put you on the path to becoming truly consultative. To achieve One-Upness, you will have to do the work—work worth doing, and work your clients will appreciate.