Between the introductory and close steps, you should be finding operational pain and who at the “C” level cares. Then your responsibility is to link your benefits to their strategic gain. At the same time, you should be building preference and identifying who has the power. This way, you can visually analyze each of the stakeholder’s position. It’s at the Stakeholder level where you can determine if you have differentiated your solutions effectively. If you have, then divided camps and power struggles will NOT emerge.
All that being said, if you bring a solution that uniquely solves the customer’s business problem, and link it to their strategic gain, you have created value and differentiation. Moreover, if you know the compelling event, their decision making process and approval process, then you can negotiate from a position of strength.