net price + 5% vat.
Your new product has changed the rules of the market. Now, you have to
change the rules for selling it . . .
Providing a truly innovative product or service is the difference between life and
death for companies today. But once you've produced it, you have to answer the next big
question: How do I sell this unique offering to customers who don?t even know they have a
need for it?
Brian C. Burns and Tom U. Snyder compared 27 highly successful emerging-growth and
start-up corporations with 78 less successful companies in similar fields. The difference,
they learned, lies neither with the product nor with marketing but with the sales
strategy. In short, the losers relied on conventional sales methods; the winners deployed
a unique sales strategy that focused on how organizations make decisions.
Selling in a New Market Space helps you develop a sales strategy to approach
potential buyers the right way the first time around using what the authors call the
Maverick Method.
This game-changing guide explains:
- What Maverick sellers do differently and why they hold the key to your
success
- Where to find salespeople with the skills for selling to a new market
- How to create early market segments and marginalize competitors
- When to transition them away from Maverick selling
Don't be a victim of your own success. What good is the product you put all that money
into if you can't sell it?
If you want to get the most out of your innovative offering, you need to create a new
class of salesperson. With Selling in a New Market Space, you have the tool for driving
your new product to the limits of its potential.
Brian C. Burns has held key leadership, management, and sales roles at nine venture
capital? backed companies, resulting in three IPOs and six acquisitions. Burns founded The
Maverick Organization, a consulting firm that helps companies develop effective sales
strategies, sales practices, and sales teams.
Tom U. Snyder is the North American CEO/Partner of
PersonaGlobal, a consulting firm with offices in 42 countries, more than 1,200 sales
consultants, and clients that compose over half of the Fortune 1000. Both authors reside
in Bethesda, MD.
Table of Contents
Chapter One: Sales as a Profession
Chapter Two: The Maverick Organization
Chapter Three: The Maverick Marketplace
Chapter Four: The Maverick Seller
Chapter Five: The Maverick Process
Chapter Six: Maverick Strategies
Chapter Seven: The Maverick Matrix
Chapter Eight: Creating the Maverick Value Proposition(s)
Chapter Nine: How Innovative Marketing Effects Maverick Selling
Chapter Ten: Rewards and Incentives For The Maverick Seller
Chapter Eleven: When The Mavericks Need to Move On
256 pages, Hardcover