CustomerCentric selling

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Bosworth, Michael T.

ISBN:

9780071425452

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Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010062346	HF5438.25 B67 2004	Open Access Book	Advance Management	Searching... Unknown
Searching... PSZ KL	30000010062345	HF5438.25 B67 2004	Open Access Book	Advance Management	Searching... Unknown

Presents a process for first understanding and shaping your buyers' concerns, then helping them visualize using your offering to achieve goals, solve problems, or satisfy needs. This book outlines an approach to selling, one that is based on: engaging in directed conversations instead of making presentations, and asking relevant questions.

Acknowledgments	p. xiii
Chapter 1 What Is Customer-Centric Selling?	p. 1
What Is Customer-Centric Behavior?	p. 2
Even the "Naturals" Can Improve	p. 8
Chapter 2 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
Chapter 3 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
Chapter 4 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
Chapter 5 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
Chapter 6 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
Chapter 7 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
Chapter 8 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
Chapter 9 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
Chapter 10 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
Chapter 11 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
Chapter 12 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
Chapter 13 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
Chapter 14 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
Chapter 15 Proactively Managing Sales Pipelines and Funnels	p. 207
Milestones: Getting the Terms Straight	p. 209
Chapter 16 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
Chapter 17 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
Chapter 18 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

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