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The Collaborative Sale

Page 18

by Keith M Eades


  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

  WILEY END USER LICENSE AGREEMENT

  Go to www.wiley.com/go/eula to access Wiley's ebook EULA.

  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

 

 

 


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