Download CustomerCentric Selling by John Holland, Michael Bosworth PDF

By John Holland, Michael Bosworth

The software that's revolutionizing highend promoting, by way of exhibiting businesses tips to "clone" their best revenues performers

CEOs may pay something to copy their most sensible salespeople; CustomerCentric promoting explains in its place the best way to reflect their talents. It info a repeatable, scalable, and transferable revenues method that codecs the questions that improved salespeople ask, after which makes use of the consequences to steer and increase the phrases and behaviors in their colleagues.

CustomerCentric Sellingshows salespersons easy methods to differentiate themselves and their choices through attractive to consumer wishes, steerage clear of making one-way displays and towards having significant and goal-oriented conversations. at the moment provided in workshops and seminars worldwide, its software presents step by step instructions to aid revenues professionals:
• rework revenues calls into interactive conversations
• place their choices in terms of client wishes
• Facilitate a extra constant client adventure
• in achieving shorter revenues cycles
• combine revenues and advertising right into a cooperative, cross-functional crew

CustomerCentric Sellingdetails a trademarked revenues technique that includes dozens of parts, talents, and sequences right into a coherent and confirmed method. through educating a selected but cutting edge version for promoting titanic price tag, often-intangible services and products, it indicates revenues execs and bosses the way to make the seller-buyer dating some distance much less opposed, and take promoting to a better level.

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In whose opinion? Does it look as though all three are selling the same product? In most cases, as noted, the answer is no. Most likely, the presentation of the company’s offerings and the shaping of the discussion with the buyer have been left to the salesperson to figure out. The result is a wide variety of sales approaches (although most will tend to be in the traditional vein). After training, in many cases misdirected and all too brief, newly hired salespeople are asked to begin volunteering opinions.

Because the input to these systems consists largely of salespersons’ opinions of the outcomes of sales calls they have made. When you add in the fact that product positioning is left up to individual salespeople, and that they often are under enormous pressure to justify their positions, you can see how problems get built into the system. Automation without improved process only makes a bad system faster. In the following chapters, we will focus on the kinds of improvements that are necessary to make the sales process better.

How their offerings are positioned to buyers What accounts and titles to call on once given a territory What accounts should be included in their pipelines What accounts will close, and why, and when What the reasons are for losses What enhancements to offerings are necessary to improve win rates One thing we have learned from our years in the systems business is that reports are only as good as the quality of the input that goes into them. Consider again the disappointing results that most sales force automa- Opinions—The Fuel That Drives Corporations 27 tion (SFA) and customer relationship management (CRM) systems have delivered with respect to pipeline management.

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