| Description |
1 online resource |
|
data file rda |
| Note |
Includes index. |
| Summary |
"In the Age of the Customer, sales effectiveness depends mightily on the buyer experience. Despite the wealth of research documenting the need for creating value in every step of the buyers journey, sellers continue to struggle with how to create that value and connect meaningfully with buyers. New research with 530 B2B buyers in a 2016 Qualtrics Panel Study reveals the 30 behaviors that would cause buyers to be more likely to meet with sellers and more likely to buy from them. Buyers preferences are for behaviors that are more often associated with leadership than with sales. This suggests a critical shift in the selling mindset and in the sales role itself is needed, in addition to a behavioral shift, for organizations that want to boost overall sales effectiveness."-- Provided by publisher. |
|
"In the Age of the Customer, sales effectiveness depends mightily on the buyer experience. Despite the wealth of research documenting the need for creating value in every step of the buyer's journey, sellers continue to struggle with how to create that value and connect meaningfully with buyers. New research with 530 B2B buyers in a 2016 Qualtrics Panel Study reveals the 30 behaviors that would cause buyers to be more likely to meet with sellers and more likely to buy from them. Buyer's preferences are for behaviors that are more often associated with leadership than with sales. This suggests a critical shift in the selling mindset and in the sales role itself is needed, in addition to a behavioral shift, for organizations that want to boost overall sales effectiveness"-- Provided by publisher. |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Stop Selling & Start Leading: How to Make Extraordinary Sales Happen; Contents; Introduction: How You Make Extraordinary Sales Happen; What if Sellers Behaved as Leaders?; Chapter 1: When Sellers Are at Their Best; Redefining the B2B Buyer Experience; More of the Same Behaviors Results in More of the Same Reactions; Something Different, but What?; Lessons from the B2C Customer Experience; Meeting the Preferences of Todayâ#x80;#x99;s Buyers; Research Provides a Behavioral Blueprint; Findings and Implications; The Five Practices of Exemplary Leadership®; Model the Way; Inspire a Shared Vision. |
|
Challenge the ProcessEnable Others to Act; Encourage the Heart; Itâ#x80;#x99;s Time for Real Change; Chapter 2: Credibility Is the Foundation of Both Leadership and Making the Sale; Stereotypical Sales Behaviors Diminish Seller Credibility; Credibility Makes a Difference; The Prescription for Strengthening Your Personal Credibility; Practice 1: Model The Way; Chapter 3: Clarify Values; Find Your Voice; Affirm Shared Values; Take Action: Clarify Values; Chapter 4: Set the Example; Live the Shared Values; Teach Others to Model the Values; Take Action: Set the Example. |
|
Practice 2: Inspire A Shared VisionChapter 5: Envision the Future; Imagine the Possibilities; Find a Common Purpose; Take Action: Envision the Future; Chapter 6: Enlist Others; Appeal to Common Ideals; Animate the Vision; Take Action: Enlist Others; Practice 3: Challenge The Process; Chapter 7: Search for Opportunities; Seize the Initiative; Exercise Outsight; Take Action: Search for Opportunities; Chapter 8: Experiment and Take Risks; Generate Small Wins; Learn from Experience; Take Action: Experiment and Take Risks; Practice 4: Enable Others to Act; Chapter 9: Foster Collaboration. |
|
Create a Climate of TrustFacilitate Relationships; Take Action: Foster Collaboration; Chapter 10: Strengthen Others; Develop Competence and Confidence; Take Action: Strengthen Others; Practice 5: Encourage The Heart; Chapter 11: Recognize Contributions; Expect the Best; Personalize Recognition; Take Action: Recognize Contributions; Chapter 12: Celebrate the Values and Victories; Create a Spirit of Community; Be Personally Involved; Take Action: Celebrate the Values and the Victories; Chapter 13: Leadership Is Everyoneâ#x80;#x99;s Business; Sources and Notes. |
|
Introduction: How You Make Extraordinary Sales HappenChapter 1: When Sellers Are at Their Best; Chapter 2: Credibility Is the Foundation of Both Leadership and Making the Sale; Chapter 3: Clarify Values; Chapter 4: Set the Example; Chapter 5: Envision the Future; Chapter 6: Enlist Others; Chapter 7: Search for Opportunities; Chapter 8: Experiment and Take Risks; Chapter 9: Foster Collaboration; Chapter 10: Strengthen Others; Chapter 11: Recognize Contributions; Chapter 12: Celebrate the Values and Victories; Chapter 13: Leadership Is Everyoneâ#x80;#x99;s Business; Acknowledgments; About the Authors. |
| Subject |
Leadership.
|
|
Selling.
|
|
Leadership |
|
Leadership. |
|
Vente. |
|
selling. |
|
Leadership |
|
Selling |
| Added Author |
Posner, Barry Z., author.
|
|
Calvert, Deb, author.
|
| Added Title |
Stop selling & start leading |
| Other Form: |
Print version: Kouzes, James M., 1945- Stop selling and start leading. Hoboken : Wiley, 2018 9781119446286 (DLC) 2017051649 |
| ISBN |
9781119446323 (epub) |
|
1119446325 |
|
9781119446316 (pdf) |
|
1119446317 |
|
(hardback) |
|
More Resources