
In "Hope Is Not a Strategy," Rick Page reveals the complex science behind enterprise sales. Discover why Fortune 500 sales leaders consider this their secret weapon - a tactical blueprint that transforms wishful thinking into methodical deal-closing mastery.
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In today's high-stakes business environment, a shocking 60% of forecasted sales never materialize. This isn't just a statistic - it's a wake-up call that traditional selling approaches no longer work in complex B2B environments. The modern enterprise sale has transformed into what might be called a treacherous canyon rather than a predictable funnel. Products become commoditized at lightning speed, customers have unprecedented access to information, and buying decisions now involve committees with conflicting agendas rather than individual decision-makers. Warning signs of a sale spiraling out of control are everywhere: unreturned calls, mysterious new stakeholders appearing mid-process, and requirements that suddenly shift to favor competitors. Perhaps most troubling is the "dead and don't know it" phenomenon - where salespeople continue investing time and resources in opportunities they've already lost because customers deliberately keep them in the dark. Why? Sometimes for documentation purposes, sometimes to maintain pricing leverage, and sometimes because no one wants to deliver bad news. The modern salesperson must function as the CEO of a virtual corporation, leading teams of specialists selling to buying committees of 20 or more. What begins as a logical evaluation inevitably transforms into what Page calls the decision-making "crucible" - where processes melt down politically and pressure builds toward potential explosion. Despite committees' hopes for happy consensus, stakeholders typically divide between different vendors or maintaining the status quo.
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