Let's Get Real or Let's Not Play Transforming the Buyer/Seller Relationship

ISBN-10: 1591842263
ISBN-13: 9781591842262
Edition: 2008
List price: $27.95 Buy it from $3.00
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Description: The new way to transform a sales culture with clarity, authenticity, and emotional intelligence. Too often, the sales process is all about fear. Customers are afraid that they will be talked into making a mistake; salespeople dread being unable to  More...

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Book details

List price: $27.95
Copyright year: 2008
Publisher: Penguin Group (USA) Incorporated
Publication date: 10/30/2008
Binding: Hardcover
Pages: 263
Size: 6.25" wide x 9.50" long x 1.00" tall
Weight: 1.012
Language: English

The new way to transform a sales culture with clarity, authenticity, and emotional intelligence. Too often, the sales process is all about fear. Customers are afraid that they will be talked into making a mistake; salespeople dread being unable to close the deal and make their quotas. No one is happy. Mahan Khalsa and Randy Illig offer a better way. Salespeople, they argue, do best when they focus 100 percent on helping clients succeed. When customers are successful, both buyer and seller win. When they arent, both lose. Its no longer sufficient to get clients to buya salesperson must also help the client reduce costs, increase revenues, and improve productivity, quality, and customer satisfaction. This book shares the unique FranklinCovey Sales Performance Group methodology that will help readers: Start new business from scratch in a way both salespeople and clients can feel good about Ask hard questions in a soft way Close the deal by opening minds

Mahan Khalsais the founder of the Sales Performance Group of FranklinCovey, and Randy Illig is a key leader of the group. The authors have consulted extensively with many Fortune1000 companies, including Microsoft, Oracle, Accenture, Aon, Motorola, and GE Real Estate. FranklinCovey is based in Salt Lake City, Utah.

Stephen R. Covey was born on October 24, 1932, in Salt Lake City, Utah. He married Sandra Merrill and had nine children. Covey received a B.A. from University of Utah, an M.B.A. from Harvard, and a D.R.E. from Brigham Young University. He was a teacher and administrator at BYU. Covey founded Covey Leadership Center in 1983 and has published a periodical, Executive Excellence. Covey authors books and articles on leadership, personal and organizational effectiveness, and family and interpersonal relationships. He promotes individual awareness, self-control, discipline, and a sense of purpose in seeking a balanced life. He recommends that companies treat employees more holistically to raise productivity. His works have been widely translated. His best known book is Seven Habits of Highly Effective People, first published in 1989, which has sold several million copies. Other Covey books include: Principle Centered Leadership (1991), First Things First: to Live, to Love, to Learn, and to Leave a Legacy (1994), Daily Reflections for Highly Effective People, First Things First Every Day Because Where You're Headed Is More Important Than How Fast You're Going (1997), The Seven Habits of Highly Effective Families, and Seven Habits of Highly Effective Organizations. Covey received the Thomas More College Medallion and the Utah Symphony Fiftieth Anniversary Award in 1990, and the McFeely Award of the International Management Council for contributions and service in 1991.

Foreword
Preface
Introduction
Key Beliefs
Consultants and Clients Want the Same Thing
Intent Counts More Than Technique (and Technique Is Still Important)
Solutions Have No Inherent Value
Methodology Matters
The ORDER Model
World-Class Inquiry Precedes World-Class Advocacy
Qualifying: Overview
No Guessing
Slow Down for Yellow Lights
Qualifying Opportunities
The Opportunity Checklist
Structuring the Opportunity Conversation
Move off the Solution
Get Out All of the Issues
Prioritize the Issues
Gather Evidence and Impact
Explore Context and Constraints
Qualifying Resources
Time
People
Money
Qualifying Decisions
Articulating and Influencing the Decision Process
Gaining Access to Key Stakeholders
Understanding Decision Criteria
Winning: The Art of Enabling Decisions
Don't Present Until You Are Ready to Present
The Meeting Plan-Present to Enable a Decision
End in Mind
Key Beliefs
Proof / Action
Questions
Yellow Lights
Next Steps and Agenda
Results
"Yes, Let's Do It."
"No, Thank You."
No decision
Initiating New Opportunities
Prioritize: Do Fewer, Do Them Better
Prepare
Personalize: No Cold Calls! Get A Referral to the Client
Practice
Pre-positioning Meetings for Success
Last Words
Summary and Quick Reference
Creating and Applying an Intent Statement
Getting People to Call You
Acknowledgments
Notes
About the Authors
Index

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