Innovative Team Selling – How to Leverage Your Resources and Make Team Selling Work
How to Leverage Your Resources and Make Team Selling Work
Gebonden Engels 2013 9781118502259Samenvatting
Sales teams have the potential to do great work.
Most sales teams do not devote enough energy to meeting dynamics and process awareness. The skills related to this are critical components of effective teamwork, collaboration and innovation, both internally and externally. Innovative Team Selling places the focus squarely on what will actually make team selling work within organizations large and small. It outlines how to help your teams master new skills in five specific categories: interpersonal, communication, presentation, problem solving, and facilitation. Author Eric Baron also explores the challenging issue of leveraging resources to develop innovative solutions for clients in order to compete effectively in a globalized economy.
Offers actionable strategies and techniques to improve collaboration, innovation and team processes
Demonstrates how to put the right members on the sales call, and how to leverage their expertise before, during and after the call
Explores in depth how teams can work effectively on a day–day–day basis to outperform their competition
Author Eric Baron is founder of The Baron Group and is a highly acclaimed public speaker and has spoken to hundreds of organizations, trade associations and industry groups throughout his career; he is also an adjunct professor at Columbia Business School where he teaches his very popular course, Entrepreneurial Selling Skills to second year MBAs
Innovative Team Selling shows you how to lead and participate in teams that work together effectively; strategize prior to the client meetings; make successful team sales calls; and debrief honestly to determine how to learn and grow from the experience.
Specificaties
Lezersrecensies
Inhoudsopgave
<p>1 The Celebration, or Why We Need Sales Teams 1</p>
<p>2 Meetings, Bloody Meetings 13</p>
<p>3 Easy to Say; Hard to Do . . . Very Hard 25</p>
<p>4 So Who Does What and When? 39</p>
<p>5 Now, Let s Get Creative 53</p>
<p>6 Adding Structure to the Process 65</p>
<p>7 Getting Our Acts Together 79</p>
<p>8 It s All About Connecting 89</p>
<p>9 You Mean We Have to Sell, Too? 103</p>
<p>10 Positioning . . . A Key Ingredient in Understanding Needs 119</p>
<p>11 Just One More Question (or Ten), If You Will, Please 131</p>
<p>12 Are They Sales Teams or Needs Development Teams? 145</p>
<p>13 Is Anybody Listening? 159</p>
<p>14 The Big Day 173</p>
<p>15 Okay, So How Do We Do All That? 185</p>
<p>16 What Do You Mean You Don t Like It? 201</p>
<p>17 Bringing Home the Bacon 217</p>
<p>18 One Last Time: It s All About Differentiation 229</p>
<p>About the Author 241</p>
<p>About The Baron Group 243</p>
<p>Acknowledgments 245</p>
<p>Index 247</p>
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Rubrieken
- advisering
- algemeen management
- coaching en trainen
- communicatie en media
- economie
- financieel management
- inkoop en logistiek
- internet en social media
- it-management / ict
- juridisch
- leiderschap
- marketing
- mens en maatschappij
- non-profit
- ondernemen
- organisatiekunde
- personal finance
- personeelsmanagement
- persoonlijke effectiviteit
- projectmanagement
- psychologie
- reclame en verkoop
- strategisch management
- verandermanagement
- werk en loopbaan