Howard Stevens's Achieve Sales Excellence: The 7 Customer Rules for Becoming PDF

By Howard Stevens

ISBN-10: 1593376510

ISBN-13: 9781593376512

"Achieve revenues Supremacy" examines the hot paradigm of business-to-business revenues, and descriptions the seven practices revenues pros and organizations needs to include to have an international type revenues strength. in response to exhaustive learn, "Achieve revenues Supremacy", is the results of a ten-year research by means of The HR Chally staff, a number of Fortune 500 businesses and The overseas Benchmarking Clearing residence which requested enterprise consumers, the most important constituent team revenues humans, to outline the features of worldwide category revenues corporations. Their scores have been proven and reinforced through over 70,000 person interviews and correlated opposed to HR Chally's proprietary database of 300,000 revenues specialist profiles, the biggest on the earth. "Achieve revenues Supremacy" pinpoints the 3 wishes of consumers, that are the riding forces within the new atmosphere, the seller's responses to this new industry and seven most sensible perform benchmarks of worldwide category revenues firms and salespeople.

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Additional resources for Achieve Sales Excellence: The 7 Customer Rules for Becoming the New Sales Professional

Example text

They talk about their sales forces—when they have sales forces—as one of several distribution channels. One reason for this lack of focus is that most CEOs haven’t spent significant amounts of time as salespeople or sales managers. Most of them have rotated through sales in short stints, usually early in their careers and in lower-echelon roles, on their way to the top of the corporate ladder. But, with a handful of notable exceptions (such as Hewlett-Packard CEO Mark Hurd and Lou Gerstner’s successor at IBM, Sam Palmisano), few have had substantial experience running sales organizations.

But the pursuit of mission statements that declare “We will have the most professional sales force in our industry” is far less common. Further, sales effectiveness is typically not seen as a competitive advantage that is worthy of undivided attention in the 14 The Sales Professional I s the Sale CEO’s suite. Rather, the sales function is usually defined as a subprocess of marketing. ” When the results fall short, however, it tends to get blamed on the sales department. ” It appears that most senior leaders do not realize that the fact that they are competing on low-differentiation influencers—such as price, quality, or the comprehensiveness of their solutions—rather than on sales effectiveness may be what is leading them to diminishing returns in the first place.

Introduced the idea that there was one and only one driving force that should be the primary determinant of a company’s strategy. Tregoe said that there were nine (later reduced to eight) possible driving forces a 24 What Your Customers Want company could choose among. 10 Over the years, many other consultants and academicians adopted and adapted the driving-force concept. The problem with it, as with sales strategies and techniques, is that it is easy to slip into the mistake of thinking that your company’s driving force, rather than the patronage of its customers, is the source of its success.

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Achieve Sales Excellence: The 7 Customer Rules for Becoming the New Sales Professional by Howard Stevens


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