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ARE YOU IN A GOOD RELATIONSHIP?
Selling for the Long Run provides the key principles for acquiring and
maintaining satisfied, repeat-buying customers. How is this achieved? One word:
relationships. At first glance, the answer seems simple—but is any relationship simple?
Wendy Reed, CEO of the global sales training firm InfoMentis, helps you make the
transformation from an average salesperson who simply presents products to a great
salesperson who serves as a collaborative partner with the customer. It's the best sales
approach for good economic times, and it's the only one that works when times are tough.
When the buyer perceives you as an advocate for his or her needs, trust is
created—and great things follow. Outlining a strategic plan for building customer focus
and collaboration into every stage of the sales cycle, Reed provides an insider's
perspective to help you:
- View the sales process from the customer's point of view
- Align your offering with the buyer's needs
- Perform proper due diligence before creating your strategy
- Gain clearer vision into revenue pipelines and forecasts
- Deliver on all promises made—both explicit and implicit
Selling for the Long Run is a blueprint for reenvisioning and retooling your
sales cycle to seize the competitive advantage—and keep it. Like any customer in any
industry, your prospective buyer's number-one concern is value—bottom line. In the end,
he or she wants to make a purchase from a trustworthy partner—which is why you have to
stop looking for that one magical "sales technique" and start building the kind
of relationships that generate results. Take your first step with Selling for the Long
Run.
Table of Contents
Introduction;
Part One: The Problem of the Silver Bullet Syndrome;
Chapter 1. The Silver Bullet and the Buyer’s Perspective;
Chapter 2. The Gap;
Part Two: Determining the Strategy (Without a Silver Bullet);
Chapter 3. Discovery Maps—Understanding Your Buyers Business;
Chapter 4. Influence Maps—Understanding the People Who Vote;
Chapter 5. Competitive Maps—Understanding the Competitive Landscape;
Chapter 6. Using the Maps to Pick Your Strategy;
Part Three: Implementing the Strategy;
Chapter 7. The Joint Evaluation Plan;
Chapter 8. Positioning Your Message to Support the Strategy;
Chapter 9. High Yield Questions to Support Your Strategy;
Chapter 10. Your Call Plan;
Chapter 11. The Overview—Your Game Plan;
Part Four: The Delivery
256 pages, Hardcover