New sales simplified : the essential handbook for prospecting and new business development
In sales, there's no such thing as forever. You need new customers and new business-all the time.
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York :
American Management Association
2012.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628600606719 |
Tabla de Contenidos:
- Cover; More Praise for New Sales. Simplified.; Title; Copyright; Dedication; CONTENTS; Foreword; Acknowledgments; Introduction; CHAPTER 1: Sales Simplified and a Dose of Blunt Truth; The Groundwork for a Simple Sales Model; Why All the Craziness and Fear About Prospecting?; So Many Salespeople Are Struggling: What Happened?; Confusion Reigns: Sales 2.0 and the Projected Death of Prospecting; Where Did All the Sales Mentors Go?; CHAPTER 2: The "Not-So-Sweet 16" Reasons Salespeople Fail at New Business Development; They Haven't Had To or Don't Know How; They Are Always Waiting (on the Company)
- They Are "Prisoners of Hope"They Can't "Tell the Story"; They Have Awful Target Account Selection and a Lack of Focus; They Are "Late to the Party"; They Have a Negative Attitude and Pessimistic Outlook; They Are Guilty of a Fake or Pitiful Phone Effort; They Are Not Likable, Don't Adapt Their Style, and Have Low EQ; They Can't Conduct an Effective Sales Call; They Love to Babysit Their Existing Accounts; They Are Busy Being Good Corporate Citizens; They Don't Own Their Own Sales Process; They Don't Use and Protect Their Calendar; They Stopped Learning and Growing
- Honestly, They Are Not Built for ItCHAPTER 3: The Company's Responsibility for Sales Success; Why Sales Coaching Develops into Consulting; Sales Follows Strategy: Mr. CEO, Please Do Your Job So I Can Do Mine!; A Low View of Sales: Dumping Garbage on the Sales Manager's Desk; Heavy Service Burden and the Hybrid Hunter-Farmer Sales Role; Illogical and Unhelpful Compensation Plans; Mistrust, Micromanagement, and Treating the Sales Team Like Children; CHAPTER 4: A Simple Framework for Developing New Business; Born Out of Failure; Documented Out of Necessity; The Simplest of Models
- A Bold DeclarationCHAPTER 5: Selecting Targets: First for a Reason; Selecting Target Accounts Is a Rare Opportunity to Be Strategic; Your Target List Must Be Finite, Focused, Written, and Workable; Segmenting Your Existing Accounts; Preparing for Target Selection: The Who and Why Questions; Making the Most of Referral and Indirect Selling; Resources for Identifying Targets; Pursuing Your Dream Targets; Targeting Contacts Higher in the Customer Organization; Questions for Reflection; CHAPTER 6: Our Sales Weapons: What's in the Arsenal?; Marshaling the Weapons in Your Arsenal
- Questions for ReflectionCHAPTER 7: Your Most Important Sales Weapon; Most Companies, Executives, and Salespeople Don't Have an Effective Story; Your Sales Story Is Not About You; Telling the Story Is a Lost Art: Whatever Happened to Puffery?; Differentiation and Justifying Premium Pricing; A Great Story Produces Confidence and Pride; Questions for Reflection; CHAPTER 8: Sharpening Your Sales Story; Our Story Must Pass the "So What?" Test; Three Critical Building Blocks for a Compelling Story; Why Lead with Client Issues?; Drafting the Power Statement; A Couple of Sample Power Statements
- The Sales Story Exercise
