- Tapa blanda: 288 páginas
- Editor: Kogan Page; Edición: 3 (3 de junio de 2011)
- Idioma: Inglés
- ISBN-10: 0749462949
- ISBN-13: 978-0749462949
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº167.376 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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The New Strategic Selling: The Unique Sales System Proven Successful by the World's Best Companies (Inglés) Tapa blanda – 3 jun 2011
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Reseña del editor
One of the best-selling books on selling ever published, Strategic Selling® presented the idea of selling as a joint venture and introduced the influential concept of 'win-win'. The response to 'win-win' was immediate, forever changing sales and marketing with its rejection of manipulative tactics. It helped to turn Miller Heiman, the company that created Strategic Selling®, into a global leader in sales and development, with the most prestigious client list in the industry.
A genuine business classic, this latest, third edition of The New Strategic Selling confronts the rapidly evolving world of business-to-business sales with real-world examples, strategies for confronting the competition and a special new section featuring the most commonly asked challenging questions from the Miller Heiman workshop. It remains essential reading for sales directors, managers and executives in any type of company.
Biografía del autor
Robert B Miller of Miller Heiman, a global leader in sales training, brings almost 40 years' experience in sales, consulting and executive management to help clients succeed in the sales arena.
Stephen E Heiman, the former President, CEO and Chairman of Miller Heiman, has worked in sales development for over 30 years.
Tad Tuleja is Miller Heiman's staff writer.
They are also the authors of the other Miller Heiman best-sellers, The New Strategic Selling and The New Conceptual Selling.
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The chapter on competition irked me. Their thesis implies that if you focus on their process, competition is irrelevant. That may be the case if you are the one to bring up your product/service to them in the first place. It is not the case if, for example, you are responding to an RFP. I wouldn't mind if they admitted that selling in highly competitive situations is outside of the scope of the book. Instead they insist that their method will work in all situations (implying that you should have been there before an RFP went out to help them design it). That may be true in fantacy land; but in the real world you will only find out about many potential deals after a customer has decided they are going to buy the product/service you offer. They just haven't decided their future vendor. Effective processes and strategies exist to help you win in these situations, and this book does not provide them.
Back in the late 90's we used this book as the foundation for a Strategic Selling System at a $500 million dollar chemical company, and it was a game-changer.
One of the biggest problems in B2B sales is either (a) selling to the wrong type of customer or (b) selling to the wrong people within the account.
This book tackles these issues head on.
Chapters 5 - 10: The best description ever written about how to successfully navigate the complex sale. Specifically, how to identify the four key buying influences, understand their receptivity to change, and create win-win deals.
Chapters 14-15: How to avoid wasting time with low-quality prospects and focus on ideal, best-fit customers.
Chapters 17-18: How to use the sales funnel to prioritize work, move deals forward at a steady, predictable rate, and avoid the roller coaster effect.
Bottom line is, if you sell products, services or software to other businesses --- or manage and support others who do --- this is required reading.
If you're involved in account-based marketing, it's double-required.
This would be great if it's the first edition you've read.
If you are looking for a lot of new material in the new edition vs. the original I think you will be disappointed. The updates don't justify paying for a new updated book.
That said, I think this is the best complicated sale book I've ever read.
If I had to sum up the strength of this method in one word I'd have to choose, preparation.
When you go in armed with possible latent problems, have a mapped out 9-block strategy for active as well as latent opportunities, and a non-confrontational closing process that is based around a proposal and eval, you come across with so much confidence and professionalism it makes even some CEOs feel intimidated to speak with you -- instead of you cowering as a product pushing 'closer'.
You come across clearly as the obvious expert.
The only thing I don't like about this process is the idea of 'vomiting' some details about yourself and your company at the outset. My feelings are that if business owners and C-level execs want to know about your company's background, they will stop you and ask. No use starting off with that stuff in the beginning. Sounds self-centered and a little scammy.
I prefer to focus entirely on the prospect and their possible latent opportunities. Let them ask, or at the very least, wait until you've established value before going into a brief 'story' about your company's history.
Starting off a call with company history is a turn off when sales reps do it to me. I think 'here comes the dog and pony show' for that moment and my mind wanders. Always.
Stay focused on the prospect and use latent opportunities, and the nine-block, and the closing process... and you'll do well. Break out into a song and dance about yourself or your company and you will get stuck into that 'another snake oil salesman' category. And will be forced to dig yourself out of that hole you've dug just to prove you are not.
Aside from that part of the sales process, this sales approach is outstanding. Definitely recommended.