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Steve Kraner has the unique ability to bring fun and extraordinary insight into the sometimes arcane and often acrimonious world of software sales negotiations. This book is as delightful as it is useful!
Engage in sales—the modern way Sales Engagement is how you engage and interact with your potential buyer to create connection, grab attention, and generate enough interest to create a buying opportunity. Sales Engagement details the modern way to build the top of the funnel and generate qualified leads for B2B companies. This book explores why a Sales Engagement strategy is so important, and walks you through the modern sales process to ensure you’re effectively connecting with customers every step of the way. • Find common factors holding your sales back—and reverse them through channel optimization • Humanize sales with personas and relevant information at every turn • Understand why A/B testing is so incredibly critical to success, and how to do it right • Take your sales process to the next level with a rock solid, modern Sales Engagement strategy This book is essential reading for anyone interested in up-leveling their game and doing more than they ever thought possible.
Selling the Cloud: A Playbook for Success in Cloud Software and Enterprise Sales, captures lessons learned from 25+ year veterans of enterprise-level software sales. The book brims with advice from technology sales titans from companies like Salesforce, Oracle, Cisco, Microsoft, IBM, Zoom, SAP, and DocuSign. Each chapter highlights key characteristics that help modern salespeople thrive, including: empathy, authenticity, creativity, and resilience in sales. The fusion of enterprise software product sales, services sales, and executive leadership expertise in this book delivers a unique distillation of proven strategies to grow your career in sales and into executive business leadership. Its insight is a solid reference for anyone involved in growth at a B2B company.
True or false? In selling high-value products or services: 'closing' increases your chance of success; it is essential to describe the benefits of your product or service to the customer; objection handling is an important skill; open questions are more effective than closed questions. All false, says this provocative book. Neil Rackham and his team studied more than 35,000 sales calls made by 10,000 sales people in 23 countries over 12 years. Their findings revealed that many of the methods developed for selling low-value goods just don‘t work for major sales. Rackham went on to introduce his SPIN-Selling method. SPIN describes the whole selling process: Situation questions Problem questions Implication questions Need-payoff questions SPIN-Selling provides you with a set of simple and practical techniques which have been tried in many of today‘s leading companies with dramatic improvements to their sales performance.
What's the secret to sales success? If you're like most business leaders, you'd say it's fundamentally about relationships-and you'd be wrong. The best salespeople don't just build relationships with customers. They challenge them. The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades. Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance. Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale. The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.
Most salespeople lose the deal before they ever get started! It isn't uncommon for the customer to have already made a decision before most salespeople even learn of the opportunity. Most salespeople have to beat the preferred competitor by a significant margin just to be considered equivalent. Don't you wish that you could be the preferred vendor in all of your opportunities? Selling is a difficult career in which to make a living; it is not uncommon to have the commission check denied before the salesperson even gets a chance to win. Analysis of thousands of sales situations has made it phenomenally obvious that most salespeople begin their sales campaign so late in the decision-making process that they are virtually guaranteed to lose the order. To make matters worse, when they do start the campaign early enough, most salespeople do not know how to control the prospect adequately so that they can guarantee their victory. Typical turnover for a sales department is 10-20%. Many companies see turnover that approaches 40-60%! This turnover costs them 50% of their revenue-generating capability. In any organization that exceeds 25% turnover, the loss of trust with the customer can be astounding as the new salesperson tries to rebuild the entire relationship. In any given quarter dozens or hundreds of companies do not make their forecasted numbers and are dramatically punished by Wall Street. This book will provide the management of a company with a framework to teach their salespeople how to attain their quotas with higher profits. It will also allow salespeople to rise to the top of their organization and be the super-achievers who win awards, trips, bonuses, and respect. In this book, I will show you how to eliminate your competition and maximize your commission.
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This book is specifically targeted for founders who find themselves at the point where they need to transition into a selling role. Specifically founders who are leading organizations that have a B2B, direct sales model that involves sales professionals engaging in verbal, commercial conversations with buyers. Moreover, many examples in this book will be targeted specifically to the realm of B2B SAAS software, and specifically as regards new, potentially innovative or disruptive offerings that are being brought to market for the first time. In short, direct sales of the sort a B2B SAAS software startup would engage in. With that said, if you are looking to be a first time salesperson, transitioning in from another type of role, or fresh out of school, in an organization that meets those characteristics above, you will get value out of this book. Similarly, if you are a first time sales manager, either of the founder type, or a sales individual contributor who is transitioning into that role, again, in an organization who meets the criteria above, you will also get value from this book.
Archival snapshot of entire looseleaf Code of Massachusetts Regulations held by the Social Law Library of Massachusetts as of January 2020.
Archival snapshot of entire looseleaf Code of Massachusetts Regulations held by the Social Law Library of Massachusetts as of January 2020.