The Collaborative Sale
Page 18
T
Talent assessment and analytics competence and business results
sales candidate assessment
sales competencies definition
sales team assessment
Target, for audience
Targeted marketing activities,
Targeting criteria
Technical skills
Telephone canvassing
10-20-70 philosophy
TFactor
The Story Jon and Nancy discuss sales effort
Jon's meeting with C-suite executive
Jon develops as thought leader
Jon's ROI presentation to buyer
Collaboration Plan
Epilogue
Thompson, Jesper
Thompson, Leigh
Thought leaders
Thought leadership conversation anticipation
and credibility
demand creation
demonstrating to buyers
foundational to buyer collaboration
online presence and demonstrating expertise
suitable content development
Three personae, defined
Tools, right
Topic-specific interest groups
Trade association forums
Trade shows
Tradition, and micro-marketers
Traditional monolithic method training
Training aligning
and development, value of
and development investment
for Micro-Marketer personae
one-size-fits-all approach
product
product and services focus,
sales performance
sales skill
for situational fluency
on social web tools
10-20-10 approach philosophy
traditional monolithic method
user
value of
Transition issue
Transitional risk issues
Transparency goal
Transparent structure, for collaboration
Trigger event monitors
Trust
Trusted advisor status
Tweet structure
Twitter
Twitter Search
Twitterfeed
U
User training
V
Value, component
Value analysis process
Value calculation tools
Value Driver persona about
actions needed to fulfill
collaborating to close
collaboration plan
compelling reason to act
competencies of
continuous nature of
defined
enabling of
interaction with buyer
maximizing organization value
meets need for autonomy and independence
myth of control
online collaboration site creation
solution value collaboration
stalling, indicating poor performance
training for developing necessary, for execution of
value estimation uses
value focus
Value estimation tools
Value estimation uses
Value focus
Value identification and articulation
Value models
Vaynerchuk, Gary
Verifiable outcomes
Visibility
Vision
Vision component
Vision creation
Vision embracement
Vision enhancement
Vision reengineering
Vision state
Visualizer persona about
buyer states and strength of vision
compelling visions of future from
competencies
conversations with Buyer
creates visions of solutions,
embracing
execution of
as fountain of useful ideas
meets need for autonomy and independence
role of
in sales opportunity with Buyer
training for
VisualizeROI
W
Weinberger, David
Williams, Eric
Z
Zogby Analytics
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Table of Contents
Title Page
Copyright
Dedication
Foreword
Preface
Acknowledgments
Definitions
Part I: Foundations of the Collaborative Sale
Chapter 1: “The Story” and What's behind The Collaborative Sale
The Collaborative Sale
What Is Sales Collaboration?
Chapter 2: Solution Selling Meets the New Buyer
The Emergence of the New Buyer—Buyer 2.0
The Effect of Information Access on Buyer 2.0 Behavior
The Millennials Are Coming
The Effect of Economic Uncertainty on Buyer 2.0 Behavior
Buyer 2.0 versus Buyer 1.0
Adapting to the Buyer 2.0 Paradigm
The Relevancy of Solution Selling and the Evolution of the Collaborative Sale
The Story (Continued)
Chapter 3: What the New Buyers Expect: Situational Fluency
Seller Agility
Situational Fluency
Components of Situational Fluency
Hiring for Situational Fluency
Developing Situational Fluency
Technology's Role in Situational Fluency
Part II: Three Personae of the Collaborative Sale
Chapter 4: The Micro-Marketer Persona
Why Be a Micro-Marketer?
Micro-Marketers Demonstrate Situational Fluency—With Constraint
Micro-Marketers Create Their Own Personal Brand
Planning and Executing a Micro-Marketer Strategy
Enabling the Micro-Marketer Persona
The Story (Continued)
Chapter 5: The Visualizer Persona
What Is a Visualizer?
Buyer States and Strength of Vision
Visualizer Conversations
Embracing the Visualizer Persona
The Story (Continued)
Chapter 6: The Value Driver Persona
Focusing on Value
What Is the Value Driver Persona?
Using a Collaboration Plan—A Buyer Alignment and Risk Mitigation Strategy
The Myth of Control
Create an Online Collaboration Site
Collaborating to Close
Enabling the Value Driver Persona
The Story (Continued)
Part III: Making the Collaborative Sale a Reality
Chapter 7: Establishing a Dynamic Sales Process
Buyer-Aligned Sales Process
Dynamic Sales Process
Automating Dynamic Sales Processes
Expanding the View of Sales Process
Sales Process Enables Management and Marketing
Chapter 8: Coaching the Collaborative Sale
Sales Management Cadence
Motivation
Chapter 9: Implementing the Collaborative Sale
Right Process: Buyer-Aligned Learning and Development
Right People: Talent Assessment and Analytics
Right Tools: Focused Enablement
Committing to Success—Individually and Organizationally
Epilogue
Afterword
Appendix
Essential Competencies for The Collaborative Sale
Additional Collaborative Selling Tools
Contributors
Keith M. Eades
Timothy T. Sullivan
Robert Kear
James N. “Jimmy” Touchstone
Dave Christofaro
Kenneth Cr
oss
Tamela M. Rich
Index
End User License Agreement