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Цитаты из книги «How to Sell More», Harvard Business Review

Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
Provide your customer advocates with opportunities for growth. Often your most active customer references are eager for personal and professional development. Provide these in the form of speaking opportunities, interviews with the media, and the like, where customers can demonstrate their own success and thought leadership. Audiences (and prospective buyers) will get the message that your firm is an important part of their success.
Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
The best sales leaders routinely invest 2–4% of their selling costs in promising trends
Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
Trend analyses are often based on false or old assumptions that haven’t kept pace with changes in the market place. Each data set you’re examining should tie directly to your sales goals—selling more of a product, getting more share of wallet, etc. If you can’t make that direct connection, you’re looking in the wrong places
Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
It’s often hard to tell when a buyer is playing games with you, but here are a few signs that you’re being set up as a rabbit:

You’re asked to bid on a type of work with which you have no prior experience.
You’re invited late in the bid process, and have just a few days to respond.
The buyer blocks or limits your access to the real decision maker, whoever that may be.
Or as an advantaged player:

You know you have the best solution for the client.
Nevertheless, you have to undergo an extensive approval process because Procurement requires it.
During that process, the buyer tells you that all competitors are the same or compares your price to an inferior competitor’s.
The buyer threatens to put the order out to bid.
Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
Our analysis revealed four categories of skills and capabilities that salespeople need in this new environment: Commercial, relational, managerial, and cognitive.

Commercial skills and capabilities are about financial insight, business acumen and customer insight—specifically, insight beyond what the customer has articulated. In complex relational sales, customers expect business-to-business salespeople to act as business consultants and demonstrate a broad strategic understanding of their organization and the impact on the customer’s bottom line of the solutions they sell.

Relational skills and capabilities include the ability to manage multi-level, multifunctional relationships, to understand relational dynamics and to inspire trust. Across all the research we have done in sales and key account management, trust is repeatedly cited by customers as important in their selection of a supplier.

Managerial skills and capabilities needed by people in sales roles include people management skills (because so much business-to-business selling is now done in teams and cross-functionally), high ethical standards and integrity (growing customer demands in relation to corporate social responsibility and ethics are changing selling behaviors), openness to change and adaptability, and influencing skills.

Cognitive skills and capabilities include innovative problem solving; the ability to identify opportunities, the ability to work under pressure, and mental toughness and resilience.
Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
Steve W. Martin teaches sales strategy at the USC Marshall School of Business. His new book is titled Heavy Hitter Sales Linguistics: 101 Advanced Sales Call Strategies for Senior Salespeople.
Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
In fact, aggressive sales styles and product-focused selling are now so outdated that some customers are simply refusing to meet with salespeople using these techniques
Nikolay Khokhlov
Nikolay Khokhlovцитируетв прошлом году
An excellent manager may inherit average salespeople, but in the long run she will counsel, coach, motivate, or replace salespeople until the entire team is excellent.
Heri Heryadi
Heri Heryadiцитирует2 года назад
what enables a salesperson to succeed is that they’ve found a match between who they are and what they are being required to do
Heri Heryadi
Heri Heryadiцитирует2 года назад
Nothing matters more in sales than how each salesperson perceives his or her role, and how the act of selling protects, inflates, or undermines his or her sense of self.
Heri Heryadi
Heri Heryadiцитирует2 года назад
people who can make others comfortable, who are articulate, and who are able to deal with the unexpected
Heri Heryadi
Heri Heryadiцитирует2 года назад
is the low-ego character who regards client service as the highest goal who thrives
Heri Heryadi
Heri Heryadiцитирует2 года назад
The rigid methods taught in most sales courses, he told me, are hopeless in the field
Heri Heryadi
Heri Heryadiцитирует2 года назад
Your authentic self will always, eventually, come out.
Heri Heryadi
Heri Heryadiцитирует2 года назад
trying to over-intellectualize selling was a surefire way to fail.
Heri Heryadi
Heri Heryadiцитирует2 года назад
“The salesman should have loose robes. You never get upset. Of course, sometimes you have customers and you want to kill them. But you’re not allowed to.”
Heri Heryadi
Heri Heryadiцитирует2 года назад
“You are like a beggar in sales, asking again and again all day,”
Heri Heryadi
Heri Heryadiцитирует2 года назад
how he coped with the daily rejections and petty humiliations every salesman must face.
Heri Heryadi
Heri Heryadiцитирует2 года назад
sales is the greatest laboratory there is for understanding human nature
Heri Heryadi
Heri Heryadiцитирует2 года назад
MBA students are dutifully taught finance, strategy, and operations as if revenue appeared by magic and salespeople were at best a necessary evil
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