Read e-book online Duct Tape Selling: Think Like a Marketer-Sell Like a PDF

By John Jantsch

Booklet Date: may perhaps 15, 2014

Many of the parts that salespeople fight with nowadays have lengthy been the area of agents, in accordance with bestselling writer John Jantsch. the conventional enterprise version dictates that sellers personal the message whereas dealers personal the relationships. yet now, Jantsch flips the standard revenues method on its head.

It’s not adequate to view a salesperson’s activity as ultimate. Today’s superstars needs to allure, educate, convert, serve, and degree whereas constructing a private model that stands for belief and expertise.

In Duct Tape promoting, Jantsch exhibits tips to take on a altering revenues surroundings, no matter if you’re somebody or charged with best a revenues workforce. you'll learn how to imagine like a marketer as you:

Create a professional platform

Become an expert on your field

Mine networks to create severe relationships inside of your organization and between your clients

Build and make the most of your revenues Hourglass

Finish the sale and remain connected

Make referrals an automated a part of your process

As Jantsch writes: “Most humans already be aware of that the times of knocking on doorways and hard-selling are over. yet as I shuttle world wide chatting with teams of industrial vendors, agents, and revenues execs, the number 1 query I’m requested is, ‘What can we do now?’

“I’ve written this e-book particularly to respond to that query. on the center of it, advertising and marketing and revenues became actions that now not easily aid one another rather a lot as feed off of every other’s job. revenues pros needs to imagine and act like retailers so that it will thoroughly reframe their position within the brain of the customer.”

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Extra info for Duct Tape Selling: Think Like a Marketer-Sell Like a Superstar

Sample text

But when buyers change significantly, the change may impact all parts of the sellers’ organization. Says PGi’s Mike Dickerson, “In our case, the market changed. How customers bought information technology services changed. ” When PGi looked at what it wanted to transform to, it realized that companies were buying information technology services differently than before. And PGi’s leaders thought about what that meant. “If buying and the use were different, then the way we approached generating revenues was different,” recalls Mike.

An outside-in perspective provides leverage because you are listening to the needs of those who will buy more from you if you get it right. An outside-in perspective is one in which the company elicits feedback and listens to what their current and prospective customers want, need, and value, and then develops or modifies its offerings accordingly. A number of companies we’ve worked with were so internally focused that they had trouble adapting to changes in their markets. For example, one high technology client focused more on its margin-poor hardware portfolio even though the firm’s customers found the margin-rich software to have more differentiated value.

They’re not about avoiding bankruptcy, but about seizing opportunities. Some are driven by outside forces, and others by internal factors. But behind every successful transformation are one or more key drivers that served as a powerful motivation to change. Transformation is, after all, hard work. And let’s not kid ourselves: there’s risk involved. Let’s take a look at seven major drivers and see which ones apply to your organization and which ones can serve as a case for change. New Revenue Growth Targets We’ve seen a number of sales transformations launched as a result of flat or declining revenues.

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