Major Account Sales Strategy

ISBN-10: 0070511144

ISBN-13: 9780070511149

Edition: 1989

Authors: Neil Rackham
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Description: Today's complex marketplaces cry out for a comprehensive approach to major sales strategy that's a proven winner. And $1,000,000, 15 years, 20 countries, and 35,000 sales calls have produced it at last.

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Book details

List price: $28.00
Copyright year: 1989
Publisher: McGraw-Hill Education
Publication date: 1/22/1989
Binding: Hardcover
Pages: 240
Size: 6.25" wide x 9.25" long x 1.00" tall
Weight: 1.188
Language: English

Preface
How Customers Make Decisions
The Research Base
The Customer Decision Process
Why the Stages Matter
Account Strategy in the Recognition of Needs Phase
Account Strategy in the Evaluation of Options Phase
Account Strategy in the Resolution of Concerns Phase
Account Strategy in the Implementation Phase
A Summary and a Look Forward
Account Entry Strategy: Getting to Where It Counts
The Purchasing Channel
Where's the Decision Maker?
Entry Strategy
The Three Focus Points of an Entry Strategy
The Focus of Receptivity
The Dangers of Receptivity
Moving from Receptivity to Dissatisfaction
The Acapulco Product Launch
Identifying the Focus of Dissatisfaction
Influencing the Focus of Dissatisfaction
Moving to the Focus of Power
Selling at the Focus of Power
When the Focus of Power Changes
Developing Entry Strategies
How to Make Your Customers Need You: Strategies for the Recognition of Needs Phase
Objectives for the Recognition of Needs Phase
Uncovering Dissatisfaction
Setting Your Objectives
Planning Your Questions
Asking Situation Questions
Asking Problem Questions
How Problems Are Developed
Selling to the Focus of Dissatisfaction
Gaining Access to the Decision Maker
Selling Indirectly to Decision Makers
Preparing Your Sponsor
Need-payoff Questions
The SPIN Questioning Strategy
Influencing the Customer's Choice: Strategies for the Evaluation of Options Phase
Recognizing the Evaluation of Options Phase
Objectives for the Evaluation of Options Phase
How People Make Choices
Identifying Differentiators
Establishing Relative Importance of Differentiators
Judging Alternatives Using Differentiators
How Decision Criteria Influence Sales Success
Some Points about Decision Criteria
Influencing Decision Criteria
Developing Criteria from Needs Uncovered Earlier in the Sale
Reinforcing Crucial Decision Criteria You Can Meet
Building Up Incidental Criteria Where You Are Strong
Reducing the Importance of Crucial Decision Criteria
Overtaking
Redefining
Trading-off
Creating Alternative Solutions
The Psychology of Handling Crucial Decision Criteria
Some Final Words on Decision Criteria
Summary
Differentiation and Vulnerability: More about Competitive Strategy
The Concept of Differentiation
What's Unique about Micro-differentiation?
"Hard" and "Soft" Differentiators
Competitive Strategy with "Hard" Differentiators
Speeding Up the Decision Cycle
Turning "Soft" Differentiators into "Hard"
The Expert Judge
Blurring "Hard" Differentiators
Using Differentiators in the Competitive Sale
Vulnerability
Vulnerability Analysis
What's a Competitor?
Strategies for Countering Vulnerability
Change the Decision Criteria
Increase Your Strength
Diminish Your Competition
Two Successful Strategies for Talking about Competition
Raising Weaknesses Indirectly
Exposing Generic Weaknesses, Not Specific Ones
Leaving the Evaluation of Options Phase
Overcoming Final Fears: Strategies for the Resolution of Concerns Phase
Resolving Concerns in the Larger Sale
Bigger Decisions
More People
More Competitive
Longer Selling Cycle
More Implementation Issues
Risk in the Resolution of Concerns Phase
Consequences: The Risks of Going Ahead
Objectives for the Resolution of Concerns Phase
What Causes Consequence Issues?
Recognition: The Essential First Step
Some Early Warning Signals
Detecting Consequences Face-to-Face
Signs Which Suggest Consequences
Discrepancies: The Common Factor
How Do You Handle Consequences?
Some Basic Principles
The Three Deadly Sins of Handling Consequences
Minimizing
Prescribing
Pressuring
Handling Consequence Issues Successfully
And Finally
Sales Negotiation: How to Offer Concessions and Agree to Terms
Why the Difference between Selling and Negotiating Is Important
The Key Rule: Negotiate Late
Negotiation: A Costly Way to Resolve Consequences
Showstoppers
The Right Time for Negotiation
Everybody Negotiates
Defining Negotiation
Studies of Expert Negotiators
Short-term versus Long-term
Focusing on Areas of Maximum Leverage
Establishing and Narrowing Ranges
Set Your Upper and Lower Limits
Refine Your Upper Limits
Refine Your Lower Limits
Negotiate within Your Narrowed Range
Planning and Using Questions
Plan Your Questions in Advance
Separating Understanding from Agreement
Rigorously Testing for Misunderstanding
Why Negotiations Go Sour
A Final Word on Negotiation
How to Ensure Continued Success: Implementation and Account Maintenance Strategies
The Implementation Phase
The "New Toy" Stage
The Learning Stage
The Effectiveness Stage
The Motivation Dip
Three Strategies for Handling the Motivation Dip
From Installation to Account Development
Why Is Account Development So Important?
Five Simple Strategies for Account Development
Develop, Don't Maintain
Document the Good News
Generate Leads and References
Reassess Your Understanding of Customer Needs
Influence Future Decision Criteria
A Strategic Error to Avoid
A Last Word on Account Development
Anatomy of a Sales Strategy
February 15: The Product Launch
February 15: First Thoughts
February 22: Mistakes in a Small Account
February 23: Finding a Point of Entry
February 25: First Contact with the Account
March 1: Initial Entry Strategy
March 2: Initial Meeting
March 9: Entry Strategy--At the Focus of Receptivity
March 14: Slow Progress for Harry
March 23: Entry Strategy--Stuck at the Focus of Receptivity
March 25: Entry Strategy--Moving to the Focus of Dissatisfaction
March 30: Entry Strategy--Identifying Probable Dissatisfaction
April 13: The Recognition of Needs Phase
April 14: Recognition of Needs--Uncovering Dissatisfaction
April 15: Initial Costings
April 18: Hot Prospects Evaporate
April 22: Identifying the Focus of Power
April 25: Recognition of Needs Rehearsing the Sponsor
May 5: The Recognition of Needs Phase Ends
May 16: Entering the Evaluation of Options Phase
May 17: Bad News--and a Strategic Mistake
May 24: Decision Criterion Strategy
May 25: Initial Reply to the RFP
May 31: Success--Surviving the Initial Screening
June 7: Uncovering and Influencing Decision Criteria
June 8: Decision Criterion Analysis
June 9: Understanding the Competition
June 10: A Competitor Is Eliminated
June 14: Presenting the Fit to the Committee
June 16: Pressure to Negotiate
June 17: An Ominous Sign
June 21: Danger Signal
June 22: Hints That Consequence Issues Exist
June 23: The Resolution of Concerns Phase
June 25: Strategic Decisions to Resolve Consequences
June 28: Handling Consequences
June 29: The Consequence Issue Is Resolved
June 30: More Pressure to Negotiate Price
July 1: The Competitor Responds
July 5: Uncertainty in the Negotiation
July 12: Success at Last
Index
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