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The collaborative sale : solution selling in a buyer driven world / / Keith M. Eades, Timothy T. Sullivan
| The collaborative sale : solution selling in a buyer driven world / / Keith M. Eades, Timothy T. Sullivan |
| Autore | Eades Keith M. |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (242 p.) |
| Disciplina | 658.85 |
| Soggetto topico |
Selling
Sales management |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-118-87235-5
1-118-87237-1 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Foreword David Stein xi Preface xv Acknowledgements xix Definitions xxi Part I Foundations of the Collaborative Sale 1 1 "The Story" and What's Behind The Collaborative Sale 3 The Collaborative Sale 7 What is sales collaboration? 9 2 Solution Selling Meets the New Buyer 13 The Emergence of the New Buyer - Buyer 2.0 16 The Effect of Information Access on Buyer 2.0 Behavior 16 The Millennials are Coming 21 The Effect of Economic Uncertainty on Buyer 2.0 Behavior 23 Buyer 2.0 vs. Buyer 1.0 27 Adapting to the Buyer 2.0 Paradigm 28 The Relevancy of Solution Selling and the Evolution of the Collaborative Sale 33 The Story (continued) 35 3 What the New Buyers Expect: Situational Fluency 39 Seller Agility 42 Situational Fluency 44 Components of Situational Fluency 45 Hiring for Situational Fluency 50 Developing Situational Fluency 51 Technology's Role in Situational Fluency 53 Part II Three Personae of the Collaborative Sale 57 4 The Micro-Marketer Persona 59 Why Be a Micro-Marketer? 60 Micro-Marketers Demonstrate Situational Fluency - with Constraint 62 Micro-Marketers Create Their Own Personal Brand 63 Planning and Executing a Micro-Marketer Strategy 66 Enabling the Micro-Marketer Persona 74 The Story (continued) 82 5 The Visualizer Persona 85 What a Visualizer? 85 Buyer States and Strength of Vision 91 Visualizer Conversations 95 Embracing the Visualizer Persona 99 The Story (continued) 101 6 The Value Driver Persona 105 Focusing on Value 107 What is the Value Driver Persona? 107 Using a Collaboration Plan - a Buyer Alignment and Risk Mitigation Strategy 115 The Myth of Control 118 Create an Online Collaboration Site 119 Collaborating to Close 121 Enabling the Value Driver Persona 122 The Story (continued) 124 Part III Making the Collaborative Sale a Reality 127 7 Establishing a Dynamic Sales Process 129 Buyer-Aligned Sales Process 134 Dynamic Sales Process 135 Automating Dynamic Sales Processes 137 Expanding the View of Sales Process 138 Sales Process Enables Management and Marketing 140 8 Coaching the Collaborative Sale 143 Sales Management Cadence 144 Motivation 151 9 Implementing The Collaborative Sale 157 Right Process: Buyer-Aligned Learning and Development 159 Right People: Talent Assessment and Analytics 162 Right Tools: Focused Enablement 167 Committing to Success - Individually and Organizationally 177 Epilogue 179 Afterword 181 Appendix 183 EssentialCompetencies for The Collaborative Sale 183 Additional Collaborative Selling Tools 186 Contributors 195 KeithM. Eades 195 Timothy T. Sullivan 195 Robert Kear 196 James N. "Jimmy" Touchstone 197 Dave Christofaro 197 Kenneth Cross 198 Tamela M. Rich 198 Index 199 . |
| Record Nr. | UNINA-9910464920703321 |
Eades Keith M.
|
||
| Hoboken, New Jersey : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The collaborative sale : solution selling in a buyer-driven world / / Keith M. Eades, Timothy T. Sullivan
| The collaborative sale : solution selling in a buyer-driven world / / Keith M. Eades, Timothy T. Sullivan |
| Autore | Eades Keith M. |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (xxii, 218 pages) : illustrations (chiefly color) |
| Disciplina | 658.85 |
| Collana | Gale eBooks |
| Soggetto topico |
Selling
Sales management |
| ISBN |
1-118-87235-5
1-118-87237-1 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Foreword David Stein xi Preface xv Acknowledgements xix Definitions xxi Part I Foundations of the Collaborative Sale 1 1 "The Story" and What's Behind The Collaborative Sale 3 The Collaborative Sale 7 What is sales collaboration? 9 2 Solution Selling Meets the New Buyer 13 The Emergence of the New Buyer - Buyer 2.0 16 The Effect of Information Access on Buyer 2.0 Behavior 16 The Millennials are Coming 21 The Effect of Economic Uncertainty on Buyer 2.0 Behavior 23 Buyer 2.0 vs. Buyer 1.0 27 Adapting to the Buyer 2.0 Paradigm 28 The Relevancy of Solution Selling and the Evolution of the Collaborative Sale 33 The Story (continued) 35 3 What the New Buyers Expect: Situational Fluency 39 Seller Agility 42 Situational Fluency 44 Components of Situational Fluency 45 Hiring for Situational Fluency 50 Developing Situational Fluency 51 Technology's Role in Situational Fluency 53 Part II Three Personae of the Collaborative Sale 57 4 The Micro-Marketer Persona 59 Why Be a Micro-Marketer? 60 Micro-Marketers Demonstrate Situational Fluency - with Constraint 62 Micro-Marketers Create Their Own Personal Brand 63 Planning and Executing a Micro-Marketer Strategy 66 Enabling the Micro-Marketer Persona 74 The Story (continued) 82 5 The Visualizer Persona 85 What a Visualizer? 85 Buyer States and Strength of Vision 91 Visualizer Conversations 95 Embracing the Visualizer Persona 99 The Story (continued) 101 6 The Value Driver Persona 105 Focusing on Value 107 What is the Value Driver Persona? 107 Using a Collaboration Plan - a Buyer Alignment and Risk Mitigation Strategy 115 The Myth of Control 118 Create an Online Collaboration Site 119 Collaborating to Close 121 Enabling the Value Driver Persona 122 The Story (continued) 124 Part III Making the Collaborative Sale a Reality 127 7 Establishing a Dynamic Sales Process 129 Buyer-Aligned Sales Process 134 Dynamic Sales Process 135 Automating Dynamic Sales Processes 137 Expanding the View of Sales Process 138 Sales Process Enables Management and Marketing 140 8 Coaching the Collaborative Sale 143 Sales Management Cadence 144 Motivation 151 9 Implementing The Collaborative Sale 157 Right Process: Buyer-Aligned Learning and Development 159 Right People: Talent Assessment and Analytics 162 Right Tools: Focused Enablement 167 Committing to Success - Individually and Organizationally 177 Epilogue 179 Afterword 181 Appendix 183 EssentialCompetencies for The Collaborative Sale 183 Additional Collaborative Selling Tools 186 Contributors 195 KeithM. Eades 195 Timothy T. Sullivan 195 Robert Kear 196 James N. "Jimmy" Touchstone 197 Dave Christofaro 197 Kenneth Cross 198 Tamela M. Rich 198 Index 199 . |
| Record Nr. | UNINA-9910789252203321 |
|
Eades Keith M.
|
||
| Hoboken, New Jersey : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
The collaborative sale : solution selling in a buyer-driven world / / Keith M. Eades, Timothy T. Sullivan
| The collaborative sale : solution selling in a buyer-driven world / / Keith M. Eades, Timothy T. Sullivan |
| Autore | Eades Keith M. |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2014 |
| Descrizione fisica | 1 online resource (xxii, 218 pages) : illustrations (chiefly color) |
| Disciplina | 658.85 |
| Collana | Gale eBooks |
| Soggetto topico |
Selling
Sales management |
| ISBN |
1-118-87235-5
1-118-87237-1 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Foreword David Stein xi Preface xv Acknowledgements xix Definitions xxi Part I Foundations of the Collaborative Sale 1 1 "The Story" and What's Behind The Collaborative Sale 3 The Collaborative Sale 7 What is sales collaboration? 9 2 Solution Selling Meets the New Buyer 13 The Emergence of the New Buyer - Buyer 2.0 16 The Effect of Information Access on Buyer 2.0 Behavior 16 The Millennials are Coming 21 The Effect of Economic Uncertainty on Buyer 2.0 Behavior 23 Buyer 2.0 vs. Buyer 1.0 27 Adapting to the Buyer 2.0 Paradigm 28 The Relevancy of Solution Selling and the Evolution of the Collaborative Sale 33 The Story (continued) 35 3 What the New Buyers Expect: Situational Fluency 39 Seller Agility 42 Situational Fluency 44 Components of Situational Fluency 45 Hiring for Situational Fluency 50 Developing Situational Fluency 51 Technology's Role in Situational Fluency 53 Part II Three Personae of the Collaborative Sale 57 4 The Micro-Marketer Persona 59 Why Be a Micro-Marketer? 60 Micro-Marketers Demonstrate Situational Fluency - with Constraint 62 Micro-Marketers Create Their Own Personal Brand 63 Planning and Executing a Micro-Marketer Strategy 66 Enabling the Micro-Marketer Persona 74 The Story (continued) 82 5 The Visualizer Persona 85 What a Visualizer? 85 Buyer States and Strength of Vision 91 Visualizer Conversations 95 Embracing the Visualizer Persona 99 The Story (continued) 101 6 The Value Driver Persona 105 Focusing on Value 107 What is the Value Driver Persona? 107 Using a Collaboration Plan - a Buyer Alignment and Risk Mitigation Strategy 115 The Myth of Control 118 Create an Online Collaboration Site 119 Collaborating to Close 121 Enabling the Value Driver Persona 122 The Story (continued) 124 Part III Making the Collaborative Sale a Reality 127 7 Establishing a Dynamic Sales Process 129 Buyer-Aligned Sales Process 134 Dynamic Sales Process 135 Automating Dynamic Sales Processes 137 Expanding the View of Sales Process 138 Sales Process Enables Management and Marketing 140 8 Coaching the Collaborative Sale 143 Sales Management Cadence 144 Motivation 151 9 Implementing The Collaborative Sale 157 Right Process: Buyer-Aligned Learning and Development 159 Right People: Talent Assessment and Analytics 162 Right Tools: Focused Enablement 167 Committing to Success - Individually and Organizationally 177 Epilogue 179 Afterword 181 Appendix 183 EssentialCompetencies for The Collaborative Sale 183 Additional Collaborative Selling Tools 186 Contributors 195 KeithM. Eades 195 Timothy T. Sullivan 195 Robert Kear 196 James N. "Jimmy" Touchstone 197 Dave Christofaro 197 Kenneth Cross 198 Tamela M. Rich 198 Index 199 . |
| Record Nr. | UNINA-9910818902703321 |
|
Eades Keith M.
|
||
| Hoboken, New Jersey : , : Wiley, , 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
From impossible to inevitable : how hyper-growth companies create predictable revenue / / Aaron Ross and Jason Lemkin
| From impossible to inevitable : how hyper-growth companies create predictable revenue / / Aaron Ross and Jason Lemkin |
| Autore | Ross Aaron <1971-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2016 |
| Descrizione fisica | 1 online resource |
| Disciplina | 658.8/1 |
| Soggetto topico |
Sales management
Strategic planning Success in business |
| Soggetto genere / forma | Electronic books. |
| ISBN | 1-119-16672-1 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Record Nr. | UNINA-9910460571803321 |
|
Ross Aaron <1971->
|
||
| Hoboken, New Jersey : , : Wiley, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
From impossible to inevitable : how hyper-growth companies create predictable revenue / / Aaron Ross and Jason Lemkin
| From impossible to inevitable : how hyper-growth companies create predictable revenue / / Aaron Ross and Jason Lemkin |
| Autore | Ross Aaron <1971-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2016 |
| Descrizione fisica | 1 online resource |
| Disciplina | 658.8/1 |
| Soggetto topico |
Sales management
Strategic planning Success in business |
| ISBN | 1-119-16672-1 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Preface: Systematizing Success Lessons from the world's fastest growing companies PART 1: NAIL A NICHE Chapter 1: "NICHE" DOESN'T MEAN SMALL ARE YOU SURE YOU'RE READY TO GROW FASTER? HOW TO KNOW IF YOU'VE NAILED A NICHE ACHIEVE WORLD DOMINATION ONE NICHE AT A TIME THE ARC OF ATTENTION Chapter 2: SIGNS OF SLOGGING ARE YOU A NICE-TO-HAVE? BIG COMPANIES SUFFER TOO WHERE AARON WENT WRONG YOUR CURRENT STRENGTH CAN BE A FUTURE WEAKNESS Chapter 3: HOW TO NAIL IT WHERE CAN YOU BE A BIG FISH IN A SMALL POND? WORK THROUGH THE NICHE MATRIX HOW AVANOO NAILED IT JASON'S 20-INTERVIEW RULE Chapter 4: YOUR PITCH IF YOU WERE A RADIO STATION, WOULD ANYONE TUNE IN? ELEVATOR PITCHES ARE ALWAYS FRUSTRATING THEY DON'T CARE ABOUT "YOU": 3 SIMPLE QUESTIONS PART TWO: CREATE PREDICTABLE PIPELINE INTRODUCTION: LEAD GENERATION ABSOLVES MANY SINS Chapter 5: SEEDS - CUSTOMER SUCCESS HOW TO GROW SEEDS PREDICTABLY CASE STUDY: HOW GILD DROPPED MONTHLY CHURN FROM 4% TO 1% CASE STUDY: CUSTOMER SERVICE EXCELLENCE AT TOPCON Chapter 6: NETS - INBOUND MARKETING THE FORCING FUNCTION YOUR MARKETING LEADER NEEDS: A "LEAD COMMIT" CORPORATE MARKETING VS. DEMAND GENERATION CASE STUDY: ZENEFITS FROM $1 MILLION TO $100 MILLION IN TWO YEARS INBOUND MARKETING: A 4-POINT PRIMER HEROIC MARKETING: WHEN YOU HAVE NO MONEY AND LITTLE TIME Chapter 7: SPEARS - OUTBOUND PROSPECTING WHERE OUTBOUND WORKS BEST - AND WHERE IT FAILS OUTBOUND LESSONS LEARNED SINCE PREDICTABLE REVENUE WAS PUBLISHED CASE STUDY: ZENEFITS' OUTBOUND LESSONS ACQUIA: OUTBOUND'S ROLE IN A $100 MILLION TRAJECTORY GUIDESPARK: FROM ZERO TO $10 MILLION WITH OUTBOUND TAPSTREAM: STARTING FROM SCRATCH CHAPTER X: WHAT EXECUTIVES MISS PIPELINE CREATION RATE: YOUR #1 LEADING METRIC THE 15/85 RULE: EARLY ADOPTERS AND MAINSTREAM BUYERS WHY YOU'RE UNDERESTIMATING CUSTOMER LIFETIME VALUE CHAPTER 8: WHAT EXECUTIVES MISS PIPELINE CREATION RATE: YOUR #1 LEADING METRIC THE 15/85 RULE: EARLY ADOPTERS AND MAINSTREAM BUYERS WHY YOU'RE UNDERESTIMATING CUSTOMER LIFETIME VALUE PART 3: MAKE SALES SCALABLE Chapter 9: LEARN FROM OUR MISTAKES GROWTH CREATES MORE PROBLEMS THAN IT SOLVES -BUT THEY ARE BETTER PROBLEMS JASON'S TOP 12 MISTAKES IN BUILDING SALES TEAMS ADVICE FROM THE VP SALES BEHIND LINKEDIN AND ECHOSIGN Chapter 10: SPECIALIZATION: YOUR #1 SALES MULTIPLIER WHY SALESPEOPLE SHOULDN'T PROSPECT CASE STUDY: HOW CLIO RESTRUCTURED SALES IN 3 MONTHS CAN YOU BE TOO SMALL, OR TOO BIG, TO SPECIALIZE? SPECIALIZATION: TWO COMMON OBJECTIONS SPECIALIZATION SNAPSHOT AT ACQUIA CHAPTER 11: HIRING BEST PRACTICES FOR SALES SIMPLE HIRING TRICKS WHEN DOING SOMETHING NEW, START WITH TWO CHAPTER 12: HIRING BEST PRACTICES FOR SALES SIMPLE HIRING TRICKS WHEN DOING SOMETHING NEW, START WITH TWO THE $100M HUBSPOT SALES MACHINE: RECRUITING AND COACHING ESSENTIALS CASE STUDY: HOW TO CUT DOWN ON WASTED INTERVIEWING TIME CHAPTER 13: SCALING THE SALES TEAM IF YOU'RE CHURNING MORE THAN 10% OF YOUR SALESPEOPLE, THEY AREN'T THE PROBLEM ZENEFITS CASE STUDY: SCALING SALES FROM 2 TO 350 REPS PUT NON-SALES LEADERS ON VARIABLE COMP PLANS, TOO TRUTH = MONEY PIPELINE DEFICIT DISORDER ARE YOUR ENTERPRISE DEALS TAKING FOREVER? FIVE KEY SALES METRICS (WITH A TWIST) Chapter 14: FOR STARTUPS ONLY EVERY TECH PRODUCT SHOULD HAVE A SERVICE OPTION WHAT JASON INVESTS IN + DO YOU NEED TO RAISE MONEY TO SCALE? WHAT THE HEADCOUNT OF A 100-PERSON SAAS COMPANY LOOKS LIKE PART 4: DOUBLE YOUR DEALSIZE Painful Truth: It's hard to build a big business out of small deals. Chapter 15: DEALSIZE MATH WHAT JASON LEARNED: YOU NEED 50 MILLION USERS TO MAKE FREEMIUM WORK SMALL DEALS GET YOU STARTED, BIG DEALS DRIVE GROWTH CHAPTER 16: NOT TOO BIG, NOT TOO SMALL When you can't turn small deals into big ones IF YOU HAVE CUSTOMERS OF ALL SIZES Chapter 17: GOING UPMARKET IF YOU DON'T WANT SALESPEOPLE ADD ANOTHER TOP PRICING TIER PRICING IS ALWAYS A PAIN GOING FORTUNE 1000: BY MARK CRANNEY PART 5: Do The Time Chapter 18: EMBRACE FRUSTRATION ARE YOU SURE YOU'RE READY FOR THIS? EVERYONE HAS A YEAR OF HELL COMFORT IS THE ENEMY OF GROWTH REACHING ESCAPE VELOCITY Chapter 19: SUCCESS ISN'T A STRAIGHT LINE THE ANXIETY ECONOMY & ENTREPRENEUR DEPRESSION MARK SUSTER'S QUESTION: "SHOULD YOU LEARN OR EARN?" WHEN A STRAIGHT LINE ISN'T THE SHORTEST PATH TO SUCCESS CHANGE YOUR WORLD, NOT THE WORLD PART 6: EMBRACE EMPLOYEE OWNERSHIP Chapter 20: A REALITY CHECK DEAR EXECUTIVES (FROM EMPLOYEE) DEAR EMPLOYEE (FROM EXECUTIVES) PS: "DEAR SENIOR EXECUTIVES, DON'T GET LEFT BEHIND" (FROM CEO AND BOARD) ARE YOUR PEOPLE RENTING, OR OWNING? Chapter 21: FOR EXECUTIVES: CREATE FUNCTIONAL OWNERSHIP A SIMPLE SURVEY "NO SURPRISES" FUNCTIONAL OWNERSHIP CASE STUDY: HOW STRUGGLING TEAM TURNED INTO A SELF-MANAGING SUCCESS To Turn Things Around Chapter 22: TAKING OWNERSHIP TO THE NEXT LEVEL FINANCIAL OWNERSHIP MOVE PEOPLE AROUND THE 4 TYPES OF EMPLOYEES PART 7: DEFINE YOUR DESTINY Chapter 23: ARE YOU ABDICATING YOUR OPPORTUNITY? YOUR OPPORTUNITY IS BIGGER THAN YOU REALIZE HOW TO EXPAND YOUR OPPORTUNITY AT WORK YOU NEED SOME HUMDRUM PASSIONS YOUR COMPANY ISN'T YOUR MOMMY OR DADDY BACK TO FORCING FUNCTIONS: HOW TO MOTIVATE YOURSELF TO DO THINGS YOU DON'T FEEL LIKE DOING SALES IS A LIFE SKILL SALES IS A MULTI-STEP PROCESS Chapter 24: COMBINING MONEY AND MEANING MEANING GONE WRONG WHAT'S YOUR UNIQUE GENIUS? IGNORING REAL LIFE DOESN'T MAKE IT GO AWAY AARON: HOW THE HELL DO YOU JUGGLE 9+ KIDS AND WORK? . |
| Record Nr. | UNINA-9910797907403321 |
|
Ross Aaron <1971->
|
||
| Hoboken, New Jersey : , : Wiley, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
From impossible to inevitable : how hyper-growth companies create predictable revenue / / Aaron Ross and Jason Lemkin
| From impossible to inevitable : how hyper-growth companies create predictable revenue / / Aaron Ross and Jason Lemkin |
| Autore | Ross Aaron <1971-> |
| Edizione | [1st edition] |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2016 |
| Descrizione fisica | 1 online resource |
| Disciplina | 658.8/1 |
| Soggetto topico |
Sales management
Strategic planning Success in business |
| ISBN | 1-119-16672-1 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Preface: Systematizing Success Lessons from the world's fastest growing companies PART 1: NAIL A NICHE Chapter 1: "NICHE" DOESN'T MEAN SMALL ARE YOU SURE YOU'RE READY TO GROW FASTER? HOW TO KNOW IF YOU'VE NAILED A NICHE ACHIEVE WORLD DOMINATION ONE NICHE AT A TIME THE ARC OF ATTENTION Chapter 2: SIGNS OF SLOGGING ARE YOU A NICE-TO-HAVE? BIG COMPANIES SUFFER TOO WHERE AARON WENT WRONG YOUR CURRENT STRENGTH CAN BE A FUTURE WEAKNESS Chapter 3: HOW TO NAIL IT WHERE CAN YOU BE A BIG FISH IN A SMALL POND? WORK THROUGH THE NICHE MATRIX HOW AVANOO NAILED IT JASON'S 20-INTERVIEW RULE Chapter 4: YOUR PITCH IF YOU WERE A RADIO STATION, WOULD ANYONE TUNE IN? ELEVATOR PITCHES ARE ALWAYS FRUSTRATING THEY DON'T CARE ABOUT "YOU": 3 SIMPLE QUESTIONS PART TWO: CREATE PREDICTABLE PIPELINE INTRODUCTION: LEAD GENERATION ABSOLVES MANY SINS Chapter 5: SEEDS - CUSTOMER SUCCESS HOW TO GROW SEEDS PREDICTABLY CASE STUDY: HOW GILD DROPPED MONTHLY CHURN FROM 4% TO 1% CASE STUDY: CUSTOMER SERVICE EXCELLENCE AT TOPCON Chapter 6: NETS - INBOUND MARKETING THE FORCING FUNCTION YOUR MARKETING LEADER NEEDS: A "LEAD COMMIT" CORPORATE MARKETING VS. DEMAND GENERATION CASE STUDY: ZENEFITS FROM $1 MILLION TO $100 MILLION IN TWO YEARS INBOUND MARKETING: A 4-POINT PRIMER HEROIC MARKETING: WHEN YOU HAVE NO MONEY AND LITTLE TIME Chapter 7: SPEARS - OUTBOUND PROSPECTING WHERE OUTBOUND WORKS BEST - AND WHERE IT FAILS OUTBOUND LESSONS LEARNED SINCE PREDICTABLE REVENUE WAS PUBLISHED CASE STUDY: ZENEFITS' OUTBOUND LESSONS ACQUIA: OUTBOUND'S ROLE IN A $100 MILLION TRAJECTORY GUIDESPARK: FROM ZERO TO $10 MILLION WITH OUTBOUND TAPSTREAM: STARTING FROM SCRATCH CHAPTER X: WHAT EXECUTIVES MISS PIPELINE CREATION RATE: YOUR #1 LEADING METRIC THE 15/85 RULE: EARLY ADOPTERS AND MAINSTREAM BUYERS WHY YOU'RE UNDERESTIMATING CUSTOMER LIFETIME VALUE CHAPTER 8: WHAT EXECUTIVES MISS PIPELINE CREATION RATE: YOUR #1 LEADING METRIC THE 15/85 RULE: EARLY ADOPTERS AND MAINSTREAM BUYERS WHY YOU'RE UNDERESTIMATING CUSTOMER LIFETIME VALUE PART 3: MAKE SALES SCALABLE Chapter 9: LEARN FROM OUR MISTAKES GROWTH CREATES MORE PROBLEMS THAN IT SOLVES -BUT THEY ARE BETTER PROBLEMS JASON'S TOP 12 MISTAKES IN BUILDING SALES TEAMS ADVICE FROM THE VP SALES BEHIND LINKEDIN AND ECHOSIGN Chapter 10: SPECIALIZATION: YOUR #1 SALES MULTIPLIER WHY SALESPEOPLE SHOULDN'T PROSPECT CASE STUDY: HOW CLIO RESTRUCTURED SALES IN 3 MONTHS CAN YOU BE TOO SMALL, OR TOO BIG, TO SPECIALIZE? SPECIALIZATION: TWO COMMON OBJECTIONS SPECIALIZATION SNAPSHOT AT ACQUIA CHAPTER 11: HIRING BEST PRACTICES FOR SALES SIMPLE HIRING TRICKS WHEN DOING SOMETHING NEW, START WITH TWO CHAPTER 12: HIRING BEST PRACTICES FOR SALES SIMPLE HIRING TRICKS WHEN DOING SOMETHING NEW, START WITH TWO THE $100M HUBSPOT SALES MACHINE: RECRUITING AND COACHING ESSENTIALS CASE STUDY: HOW TO CUT DOWN ON WASTED INTERVIEWING TIME CHAPTER 13: SCALING THE SALES TEAM IF YOU'RE CHURNING MORE THAN 10% OF YOUR SALESPEOPLE, THEY AREN'T THE PROBLEM ZENEFITS CASE STUDY: SCALING SALES FROM 2 TO 350 REPS PUT NON-SALES LEADERS ON VARIABLE COMP PLANS, TOO TRUTH = MONEY PIPELINE DEFICIT DISORDER ARE YOUR ENTERPRISE DEALS TAKING FOREVER? FIVE KEY SALES METRICS (WITH A TWIST) Chapter 14: FOR STARTUPS ONLY EVERY TECH PRODUCT SHOULD HAVE A SERVICE OPTION WHAT JASON INVESTS IN + DO YOU NEED TO RAISE MONEY TO SCALE? WHAT THE HEADCOUNT OF A 100-PERSON SAAS COMPANY LOOKS LIKE PART 4: DOUBLE YOUR DEALSIZE Painful Truth: It's hard to build a big business out of small deals. Chapter 15: DEALSIZE MATH WHAT JASON LEARNED: YOU NEED 50 MILLION USERS TO MAKE FREEMIUM WORK SMALL DEALS GET YOU STARTED, BIG DEALS DRIVE GROWTH CHAPTER 16: NOT TOO BIG, NOT TOO SMALL When you can't turn small deals into big ones IF YOU HAVE CUSTOMERS OF ALL SIZES Chapter 17: GOING UPMARKET IF YOU DON'T WANT SALESPEOPLE ADD ANOTHER TOP PRICING TIER PRICING IS ALWAYS A PAIN GOING FORTUNE 1000: BY MARK CRANNEY PART 5: Do The Time Chapter 18: EMBRACE FRUSTRATION ARE YOU SURE YOU'RE READY FOR THIS? EVERYONE HAS A YEAR OF HELL COMFORT IS THE ENEMY OF GROWTH REACHING ESCAPE VELOCITY Chapter 19: SUCCESS ISN'T A STRAIGHT LINE THE ANXIETY ECONOMY & ENTREPRENEUR DEPRESSION MARK SUSTER'S QUESTION: "SHOULD YOU LEARN OR EARN?" WHEN A STRAIGHT LINE ISN'T THE SHORTEST PATH TO SUCCESS CHANGE YOUR WORLD, NOT THE WORLD PART 6: EMBRACE EMPLOYEE OWNERSHIP Chapter 20: A REALITY CHECK DEAR EXECUTIVES (FROM EMPLOYEE) DEAR EMPLOYEE (FROM EXECUTIVES) PS: "DEAR SENIOR EXECUTIVES, DON'T GET LEFT BEHIND" (FROM CEO AND BOARD) ARE YOUR PEOPLE RENTING, OR OWNING? Chapter 21: FOR EXECUTIVES: CREATE FUNCTIONAL OWNERSHIP A SIMPLE SURVEY "NO SURPRISES" FUNCTIONAL OWNERSHIP CASE STUDY: HOW STRUGGLING TEAM TURNED INTO A SELF-MANAGING SUCCESS To Turn Things Around Chapter 22: TAKING OWNERSHIP TO THE NEXT LEVEL FINANCIAL OWNERSHIP MOVE PEOPLE AROUND THE 4 TYPES OF EMPLOYEES PART 7: DEFINE YOUR DESTINY Chapter 23: ARE YOU ABDICATING YOUR OPPORTUNITY? YOUR OPPORTUNITY IS BIGGER THAN YOU REALIZE HOW TO EXPAND YOUR OPPORTUNITY AT WORK YOU NEED SOME HUMDRUM PASSIONS YOUR COMPANY ISN'T YOUR MOMMY OR DADDY BACK TO FORCING FUNCTIONS: HOW TO MOTIVATE YOURSELF TO DO THINGS YOU DON'T FEEL LIKE DOING SALES IS A LIFE SKILL SALES IS A MULTI-STEP PROCESS Chapter 24: COMBINING MONEY AND MEANING MEANING GONE WRONG WHAT'S YOUR UNIQUE GENIUS? IGNORING REAL LIFE DOESN'T MAKE IT GO AWAY AARON: HOW THE HELL DO YOU JUGGLE 9+ KIDS AND WORK? . |
| Record Nr. | UNINA-9910818519903321 |
|
Ross Aaron <1971->
|
||
| Hoboken, New Jersey : , : Wiley, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Insight Selling [[electronic resource] ] : Surprising Research on What Sales Winners Do Differently
| Insight Selling [[electronic resource] ] : Surprising Research on What Sales Winners Do Differently |
| Autore | Schultz Mike |
| Pubbl/distr/stampa | Hoboken, : Wiley, 2014 |
| Descrizione fisica | 1 online resource (258 p.) |
| Disciplina | 658.85 |
| Altri autori (Persone) | DoerrJohn E |
| Soggetto topico |
Business
Sales Selling Strategic planning |
| ISBN | 1-118-87501-X |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Insight Selling: Surprising Research on What Sales Winners Do Differently; Copyright; Contents; Foreword; Preface; Chapter 1: Sales Winners Sell Differently; The New World of Selling; Analyzing What Sales Winners Do Differently; What's Actually Happening; Research from the Buyer's Perspective; Six-Prong Analysis Yields Fascinating Story; 3 Levels of RAIN Selling; Level 1 Is Connect; Level 2 Is Convince; Level 3 Is Collaborate; Level 1: Connect; Connecting the Dots and Solution Sales; Diagnosing versus Demonstrating Understanding; Aspirations, Afflictions, and Solutions
Connecting the Dots Is Necessary but Not SufficientLevel 2: Convince; Fallacy of the No-Brainer Return on Investment (ROI) Case; Winners Convince They Offer Superior Value; Level 3: Collaborate; Rising Influence and Value of the Seller; Seller as Educator; Seller as Collaborator; Insight in a Sea of Information; Information, Options, and Buyer Decision Making; Buyers Want to Talk to Sellers; Insight across the 3 Levels; Chapter Summary; Overview; Key Takeaways; Chapter 2: What Is Insight Selling?; The New Source of Value; Value in the Seller, Not the Product Value in the Seller and the ProductInsight Selling-Overview; Insight Selling Defined; A Fundamental Shift in Thinking; Seller as Change Agent; Chapter Summary; Overview; Key Takeaways; Chapter 3: Insight Selling and Value; Defining Value; "Overall Value Was Superior"; Value Proposition Essentials; Three Legs of the Value Proposition Stool; When a Component of Value Is Missing; How Insight Sellers Resonate, Differentiate, and Substantiate; Chapter Summary; Overview; Key Takeaways; Chapter 4: Insight and Level 1: Connect; Connecting with People; Personal Connection or Business Value? Importance of the Personal ConnectionLiking Leads to Trust; Establishing Value, Then Building Personal Relationships; Becoming Essential; Connecting the Dots; Understanding Need and Crafting Compelling Solutions; Leading Sales Conversations That Connect the Dots; Asking Questions That Demonstrate Understanding of Need; Asking Questions for Insight Selling; Chapter Summary; Overview; Key Takeaways; Chapter 5: Insight and Level 2: Convince; The Power of Story; Buyers Want to Be Convinced; Questions Buyers Ask Themselves; Convince Me to Consider This; Before a Convincing Story-Focused Meeting Convincing Story FrameworkChapter Summary; Overview; Key Takeaways; Chapter 6: Insight and Level 3: Collaborate; Power of Collaboration; Presentation versus Collaboration; Collaboration Is Unexpected; Effects of Collaboration; Psychological Ownership and Buying; Collaboration Is Powerful When Driving and Reacting to Demand; When the Seller Drives Demand; When the Buyer Drives Demand; Tips for Collaborating across the Sales Process; Facilitating Collaborative Group Discussions; P-Premise: Present, Problem, Possibility, or Paralysis; A-Assumptions; T-Truths; H-Hypotheses; S-Solutions Chapter Summary |
| Record Nr. | UNINA-9910786838103321 |
|
Schultz Mike
|
||
| Hoboken, : Wiley, 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Insight Selling [[electronic resource] ] : Surprising Research on What Sales Winners Do Differently
| Insight Selling [[electronic resource] ] : Surprising Research on What Sales Winners Do Differently |
| Autore | Schultz Mike |
| Pubbl/distr/stampa | Hoboken, : Wiley, 2014 |
| Descrizione fisica | 1 online resource (258 p.) |
| Disciplina | 658.85 |
| Altri autori (Persone) | DoerrJohn E |
| Soggetto topico |
Business
Sales Selling Strategic planning |
| ISBN | 1-118-87501-X |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Insight Selling: Surprising Research on What Sales Winners Do Differently; Copyright; Contents; Foreword; Preface; Chapter 1: Sales Winners Sell Differently; The New World of Selling; Analyzing What Sales Winners Do Differently; What's Actually Happening; Research from the Buyer's Perspective; Six-Prong Analysis Yields Fascinating Story; 3 Levels of RAIN Selling; Level 1 Is Connect; Level 2 Is Convince; Level 3 Is Collaborate; Level 1: Connect; Connecting the Dots and Solution Sales; Diagnosing versus Demonstrating Understanding; Aspirations, Afflictions, and Solutions
Connecting the Dots Is Necessary but Not SufficientLevel 2: Convince; Fallacy of the No-Brainer Return on Investment (ROI) Case; Winners Convince They Offer Superior Value; Level 3: Collaborate; Rising Influence and Value of the Seller; Seller as Educator; Seller as Collaborator; Insight in a Sea of Information; Information, Options, and Buyer Decision Making; Buyers Want to Talk to Sellers; Insight across the 3 Levels; Chapter Summary; Overview; Key Takeaways; Chapter 2: What Is Insight Selling?; The New Source of Value; Value in the Seller, Not the Product Value in the Seller and the ProductInsight Selling-Overview; Insight Selling Defined; A Fundamental Shift in Thinking; Seller as Change Agent; Chapter Summary; Overview; Key Takeaways; Chapter 3: Insight Selling and Value; Defining Value; "Overall Value Was Superior"; Value Proposition Essentials; Three Legs of the Value Proposition Stool; When a Component of Value Is Missing; How Insight Sellers Resonate, Differentiate, and Substantiate; Chapter Summary; Overview; Key Takeaways; Chapter 4: Insight and Level 1: Connect; Connecting with People; Personal Connection or Business Value? Importance of the Personal ConnectionLiking Leads to Trust; Establishing Value, Then Building Personal Relationships; Becoming Essential; Connecting the Dots; Understanding Need and Crafting Compelling Solutions; Leading Sales Conversations That Connect the Dots; Asking Questions That Demonstrate Understanding of Need; Asking Questions for Insight Selling; Chapter Summary; Overview; Key Takeaways; Chapter 5: Insight and Level 2: Convince; The Power of Story; Buyers Want to Be Convinced; Questions Buyers Ask Themselves; Convince Me to Consider This; Before a Convincing Story-Focused Meeting Convincing Story FrameworkChapter Summary; Overview; Key Takeaways; Chapter 6: Insight and Level 3: Collaborate; Power of Collaboration; Presentation versus Collaboration; Collaboration Is Unexpected; Effects of Collaboration; Psychological Ownership and Buying; Collaboration Is Powerful When Driving and Reacting to Demand; When the Seller Drives Demand; When the Buyer Drives Demand; Tips for Collaborating across the Sales Process; Facilitating Collaborative Group Discussions; P-Premise: Present, Problem, Possibility, or Paralysis; A-Assumptions; T-Truths; H-Hypotheses; S-Solutions Chapter Summary |
| Record Nr. | UNINA-9910817218203321 |
|
Schultz Mike
|
||
| Hoboken, : Wiley, 2014 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Leading with noble purpose : how to create a tribe of true believers / / Lisa Earle McLeod
| Leading with noble purpose : how to create a tribe of true believers / / Lisa Earle McLeod |
| Autore | McLeod Lisa Earle |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2016 |
| Descrizione fisica | 1 online resource (257 p.) |
| Disciplina | 658.4/092 |
| Collana | THEi Wiley ebooks |
| Soggetto topico |
Leadership
Employee morale Psychology, Industrial |
| ISBN |
1-119-11983-9
1-119-17666-2 1-119-11981-2 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Introduction: Why Work Matters Why I Wrote This Book Section One: The Noble Purpose Leader Chapter 1 Profit is Not a Purpose Unfortunately, it's Also Wrong. Purpose Drives Profit, Not the Other Way Around. Chapter 2 Are You Telling a Money Story or a Meaning Story? Money Follows Purpose Chapter 3 How Metrics Drive Mediocrity Measuring Artistic Impression Chapter 4 Go Beyond the Numbers Turning techies into story tellers Escape Me Too Mediocrity Dig Into the Nuances Chapter 5 Make Your Customers Human Bringing Patients to Life Making Basements Meaningful Customer Impact is the Ultimate End Game Lead the Way When You're Not in Charge Chapter 6 Dare To Be Different Igniting passion in resellers Chapter 7 Be Brutal About Air Time The Words of the Leader Matter Chapter 8 Create Your Purpose Framework Beautiful Questions vs. Exhausting Questions Give Your Customers a Seat at the Table Chapter 9 Be For, Rather Than Against "Kill the Competition" is Not a Rallying Cry Chapter 10 Don't Confuse Culture with Collateral They're Avid Students of Leadership They Operationalize Their Values They Give Very Personal Recognition They Over Communicate They're Totally Transparent. Culture Across Ages and Stages The GM Salute Chapter 11 Take "Yes But" Off the Table Resetting the Negative Chapter 12 The Folly of Internal Customers Learning to Love People You Don't Even Like Stop Talking about Internal Customers, Start Talking about Winning Connect the Dots to Actual Human Beings Correlate Non-Performance to Customer Impact Chapter 13 Name Your Noble Sales Purpose A Word about We Chapter 14 How to Keep Purpose From Being Hijacked Tag Lines Come and Go Beyond the Value Proposition Customers and Employees Are Not Your Masters Customer-Centricity Versus Customer-Impact Commercial Versus Philanthropic Culture Follows Purpose, Not the Reverse Training is Not Enough Cynics and Naysayers Chapter 15 Why Your Backstory Matters Say What You Need to Say Chapter 16 Give Yourself Space to say NO Doing the Right Thing Makes You Money. If You Go First. Don't Punish Errors of Enthusiasm The Pre-Decision Chapter 17 Believe in the Dignity of Your Business The Moment I Fell in Love with Capitalism Chapter 18 The DNA of a Noble Purpose Leader Have Absolute Clarity About Your NSP Part Two: Implementation Guide for Noble Purpose Leaders Chapter 19 Phase 1: Claim your Noble Purpose A. Answer the three big discovery questions B. Get Clarity on Your Customers C. Declare your NSP Chapter 20 Phase 2: Prove Your Noble Purpose A. Create the Narrative B. Personalize It C. Accelerate It Chapter 21 Phase 3: Launch Your Noble Purpose A. Put Your Purpose in Front of Your Team B. Internalize Your Purpose by Department C. Create The Sharing System D. Deal with Cynics and Setbacks Chapter 22 Phase 4: Operationalize Your Noble Purpose A. Find Your Noble Knights B. Bring Customers to Life Throughout the Company C. Choose your KPI's D. Declare Your Purpose Externally E. Make the Tough Calls F. Make A Fuss, Routinely Chapter 23 Phase 5: Imbed Your Noble Purpose A. Hire and Recruit with Purpose B. Bring Your Board on Board C. Spotlight in Your Annual Report Notes . |
| Record Nr. | UNINA-9910136295403321 |
|
McLeod Lisa Earle
|
||
| Hoboken, New Jersey : , : Wiley, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Leading with noble purpose : how to create a tribe of true believers / / Lisa Earle McLeod
| Leading with noble purpose : how to create a tribe of true believers / / Lisa Earle McLeod |
| Autore | McLeod Lisa Earle |
| Pubbl/distr/stampa | Hoboken, New Jersey : , : Wiley, , 2016 |
| Descrizione fisica | 1 online resource (257 p.) |
| Disciplina | 658.4/092 |
| Collana | THEi Wiley ebooks |
| Soggetto topico |
Leadership
Employee morale Psychology, Industrial |
| ISBN |
1-119-11983-9
1-119-17666-2 1-119-11981-2 |
| Classificazione | BUS058000 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Machine generated contents note: Introduction: Why Work Matters Why I Wrote This Book Section One: The Noble Purpose Leader Chapter 1 Profit is Not a Purpose Unfortunately, it's Also Wrong. Purpose Drives Profit, Not the Other Way Around. Chapter 2 Are You Telling a Money Story or a Meaning Story? Money Follows Purpose Chapter 3 How Metrics Drive Mediocrity Measuring Artistic Impression Chapter 4 Go Beyond the Numbers Turning techies into story tellers Escape Me Too Mediocrity Dig Into the Nuances Chapter 5 Make Your Customers Human Bringing Patients to Life Making Basements Meaningful Customer Impact is the Ultimate End Game Lead the Way When You're Not in Charge Chapter 6 Dare To Be Different Igniting passion in resellers Chapter 7 Be Brutal About Air Time The Words of the Leader Matter Chapter 8 Create Your Purpose Framework Beautiful Questions vs. Exhausting Questions Give Your Customers a Seat at the Table Chapter 9 Be For, Rather Than Against "Kill the Competition" is Not a Rallying Cry Chapter 10 Don't Confuse Culture with Collateral They're Avid Students of Leadership They Operationalize Their Values They Give Very Personal Recognition They Over Communicate They're Totally Transparent. Culture Across Ages and Stages The GM Salute Chapter 11 Take "Yes But" Off the Table Resetting the Negative Chapter 12 The Folly of Internal Customers Learning to Love People You Don't Even Like Stop Talking about Internal Customers, Start Talking about Winning Connect the Dots to Actual Human Beings Correlate Non-Performance to Customer Impact Chapter 13 Name Your Noble Sales Purpose A Word about We Chapter 14 How to Keep Purpose From Being Hijacked Tag Lines Come and Go Beyond the Value Proposition Customers and Employees Are Not Your Masters Customer-Centricity Versus Customer-Impact Commercial Versus Philanthropic Culture Follows Purpose, Not the Reverse Training is Not Enough Cynics and Naysayers Chapter 15 Why Your Backstory Matters Say What You Need to Say Chapter 16 Give Yourself Space to say NO Doing the Right Thing Makes You Money. If You Go First. Don't Punish Errors of Enthusiasm The Pre-Decision Chapter 17 Believe in the Dignity of Your Business The Moment I Fell in Love with Capitalism Chapter 18 The DNA of a Noble Purpose Leader Have Absolute Clarity About Your NSP Part Two: Implementation Guide for Noble Purpose Leaders Chapter 19 Phase 1: Claim your Noble Purpose A. Answer the three big discovery questions B. Get Clarity on Your Customers C. Declare your NSP Chapter 20 Phase 2: Prove Your Noble Purpose A. Create the Narrative B. Personalize It C. Accelerate It Chapter 21 Phase 3: Launch Your Noble Purpose A. Put Your Purpose in Front of Your Team B. Internalize Your Purpose by Department C. Create The Sharing System D. Deal with Cynics and Setbacks Chapter 22 Phase 4: Operationalize Your Noble Purpose A. Find Your Noble Knights B. Bring Customers to Life Throughout the Company C. Choose your KPI's D. Declare Your Purpose Externally E. Make the Tough Calls F. Make A Fuss, Routinely Chapter 23 Phase 5: Imbed Your Noble Purpose A. Hire and Recruit with Purpose B. Bring Your Board on Board C. Spotlight in Your Annual Report Notes . |
| Record Nr. | UNINA-9910816512303321 |
|
McLeod Lisa Earle
|
||
| Hoboken, New Jersey : , : Wiley, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
