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외국도서
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경제경영/인문사회
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경제/경영
Customercentric Selling
2013년 9월 9일 이후 누적수치입니다.
- 저 : Bosworth, Michael/ Holland, John
- 출판사 : McGraw-Hill
- 발행 : 2012년 03월 13일
- 쪽수 : 0
- ISBN : 9780071425452
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42,260원 |
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42,260원
1,270P (3%적립)
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| 적립혜택 |
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| 추가혜택 |
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이벤트/기획전
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연관도서
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상품권
목차
| Acknowledgments | p. xiii |
| What Is Customer-Centric Selling? | p. 1 |
| What Is Customer-Centric Behavior? | p. 2 |
| Even the "Naturals" Can Improve | p. 8 |
| Opinions--The Fuel That Drives Corporations | p. 11 |
| Who's Responsible for What? | p. 12 |
| Hiring and Training: Where Selling Begins | p. 14 |
| Positioning: The Next Challenge | p. 17 |
| Why Not Lead with Features? | p. 18 |
| Opinions: Right and Wrong | p. 20 |
| Turning Opinions into a Forecast | p. 22 |
| Aiming for Best Practices | p. 26 |
| Success without Sales-Ready Messaging | p. 29 |
| Understanding the Early Market | p. 29 |
| Understanding Mainstream-Market Buyers | p. 33 |
| Crossing the Chasm | p. 35 |
| Postchasm Sellers | p. 36 |
| Winging It | p. 38 |
| What about the Naturals? | p. 38 |
| Punished for Success | p. 40 |
| A Changing Context | p. 42 |
| The 72 Percent Zone | p. 43 |
| Core Concepts of CustomerCentric Selling | p. 47 |
| You Get Delegated to the People You Sound Like | p. 49 |
| Take the Time to Diagnose before You Offer a Prescription | p. 50 |
| People Buy from People Who Are Sincere and Competent, and Who Empower Them | p. 50 |
| Don't Give without Getting | p. 51 |
| You Can't Sell to Someone Who Can't Buy | p. 52 |
| Bad News Early Is Good News | p. 53 |
| No Goal Means No Prospect | p. 54 |
| People Are Best Convinced by Reasons They Themselves Discover | p. 55 |
| When Selling, Your Expertise Can Become Your Enemy | p. 55 |
| The Only Person Who Can Call It a Solution Is the Buyer | p. 56 |
| Make Yourself Equal, Then Make Yourself Different--or You'll Just Be Different | p. 57 |
| Emotional Decisions Are Justified by Value and Logic | p. 57 |
| Don't Close before the Buyer Is Ready to Buy | p. 58 |
| Defining the Sales Process | p. 61 |
| Defining the Sales Process | p. 63 |
| The Trouble with the Data | p. 65 |
| Fire Drills and Hail Marys | p. 66 |
| Shaping Your Perception in the Marketplace | p. 69 |
| What Are the Component Parts? | p. 69 |
| More than One Process | p. 74 |
| Targeted Conversations | p. 74 |
| The Wired versus the Unwired | p. 76 |
| Further Segmentation Opportunities | p. 77 |
| The Clean Sheet of Paper | p. 78 |
| Process Is Structure | p. 79 |
| Integrating the Sales and Marketing Processes | p. 81 |
| A Natural Integration | p. 83 |
| Learning from the Web | p. 85 |
| Toward a Selling Architecture | p. 86 |
| Features versus Customer Usage | p. 89 |
| The Pinocchio Effect | p. 90 |
| Features and Benefits | p. 91 |
| Information or Irritation? | p. 91 |
| The Power of Usage Scenarios | p. 93 |
| The Shared Mission | p. 98 |
| Creating Sales-Ready Messaging | p. 99 |
| A Caveat | p. 100 |
| Titles plus Goals Equals Targeted Conversations | p. 101 |
| Next Step: Solution Development Prompters | p. 103 |
| Back to the Usage Scenario | p. 106 |
| The Templates | p. 108 |
| Closing Observations | p. 111 |
| Marketing's Role in Demand Creation | p. 115 |
| Leads and Prospects | p. 115 |
| The Bottom Line on Budgets | p. 117 |
| Starting Out as Column B | p. 119 |
| Marketing and Leads | p. 124 |
| Brochures and Collateral | p. 124 |
| Trade Shows | p. 128 |
| Seminars | p. 129 |
| Advertising | p. 130 |
| Web Sites | p. 131 |
| Letters, Faxes, and Emails | p. 132 |
| Redefining Marketing's Role in Demand Creation | p. 132 |
| Business Development: The Hardest Part of a Salesperson's Job | p. 135 |
| The Psychology of Prospecting | p. 136 |
| Telemarketing and Stereotypes | p. 137 |
| Some Basic Techniques | p. 140 |
| Generating Incremental Interest | p. 140 |
| Some Common Scenarios | p. 143 |
| The Power of Referrals | p. 146 |
| Letters/Faxes/Emails | p. 147 |
| Prospecting plus Qualifying Equals Pipeline | p. 150 |
| Developing Buyer Vision through Sales-Ready Messaging | p. 151 |
| Patience and Intelligence | p. 152 |
| Good Questions, in the Right Sequence | p. 153 |
| A Good Conversation | p. 155 |
| Competing for the Silver Medal? | p. 159 |
| Vision Building around a Commodity | p. 161 |
| Qualifying Buyers | p. 167 |
| Qualifying a Champion | p. 169 |
| Following Up on the Champion Letter | p. 174 |
| Qualifying Key Players | p. 176 |
| Qualifying RFPs | p. 178 |
| Negotiating and Managing a Sequence of Events | p. 181 |
| Getting the Commitment | p. 183 |
| Keeping Committees on Track | p. 184 |
| Gaining Visibility and Control of Sales Cycles | p. 187 |
| Why Would Either Party Withdraw? | p. 187 |
| Reframing the Concept of Selling | p. 189 |
| Mainstream-Market Buyers | p. 189 |
| Negotiation: The Final Hurdle | p. 193 |
| Traditional Buyers and Sellers | p. 194 |
| The Six Most Expensive Words | p. 195 |
| The Power of Posturing | p. 199 |
| Negotiating | p. 201 |
| The Conditional "Give" and Close | p. 203 |
| Apples and Oranges | p. 203 |
| Summary | p. 204 |
| Proactively Managing Sales Pipelines and Funnels | p. 207 |
| Milestones: Getting the Terms Straight | p. 209 |
| Assessing and Developing Salespeople | p. 217 |
| Golf Is Easier | p. 219 |
| Assessment: What Doesn't Work | p. 221 |
| Performance Does Not Always Mean Skill Mastery | p. 223 |
| Seven Selling Skills | p. 224 |
| Leveraging Manager Experience | p. 228 |
| Tomorrow Is the First Day of the Rest of Your Sales Career | p. 233 |
| Driving Revenue via Channels | p. 235 |
| Getting the Right Coverage | p. 235 |
| Who's in Charge? | p. 238 |
| Applying Customer-Centric Principles to Channels | p. 239 |
| Fixing Broken Channels | p. 241 |
| From the Classroom to the Boardroom | p. 245 |
| Key to Implementation | p. 246 |
| Suggested Approach | p. 246 |
| Making Your Sales Process a Competitive Advantage | p. 250 |
| Index | p. 251 |
| Table of Contents provided by Ingram. All Rights Reserved. |
책소개
This work shows readers how to propose only the parts of their product and/or services that can be used by the buyer to achieve their personal goals. It also shows them how to help the prospect organization understand executive objectives needed for successful implementation.
저자소개
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해당작가에 대한 소개가 없습니다.
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