Table of Contents |
Press comments |
About the authors |
PART ONE - FUNDAMENTAL
FACTS YOU SHOULD KNOW ABOUT SALES |
1 |
Maximize the contribution - of
ourselves and others |
|
Conquer challenges at each threshold |
|
Advance your goals and self image |
|
Influence others to develop patterns
of highest achievement |
|
Do it now |
|
Don't wait for others |
|
Believe nothing is impossible |
2 |
Give them the facts to make their
decision |
|
Live and breath the product - become
an authority |
|
Get the balance right |
|
Identify the obstacles |
|
Get their support |
|
Make learning easy |
|
Set a high standard |
|
Be inventive |
3 |
Bring your benefits into the open |
|
Remember that people buy only the
benefits, not the features |
|
Identify a benefit for every feature
of your product |
|
Talk, write and think benefits |
|
Use benefits in all aspects of life |
|
|
PART TWO - THE PERFECT
WAY TO MOTIVATE |
4 |
Remember this and you will
succeed |
5 |
Leadership is for everyone |
|
Tell them what's expected |
|
Teach the difference between trying
and doing |
|
Tackle even small tasks relentlessly |
|
|
PART THREE - BASIC
TECHNIQUES TO MAKE BUYING EASY |
6 |
Help the customers to recognize
their needs |
|
Get the customer to verbalize needs |
|
Prove for needs with questions |
|
Recognize the need or lose the sale |
7 |
Don't sell - let them buy |
|
Stick to their needs |
|
Just ask! |
|
Listen! |
|
Reconfirm that the benefits are right |
|
|
PART FOUR - HOW TO BREAK
THE OBJECTION BARRIER |
8 |
If you do this you'll never worry
about objections |
|
Adopt a positive attitude |
|
Hit objections head on |
|
Recognize three forms of objections |
|
Ask 'Why do you ask?' |
9 |
A three-step formula for turning
objections into approvals |
|
Show, talk and prove your concern |
|
Explain the reasons |
|
Ask if the concern is satisfied |
|
|
PART FIVE - SIX WAYS TO
STOP LOSING BUSINESS NEEDLESSLY |
10 |
Why is 75% of all business lost
on a customer's first contact with a company? |
|
Beware - contact points are critical |
|
Take responsibility for employee
performance |
|
Attitudes - some need to be changed |
|
Concentrate on the human factor |
11 |
Successful interface between
sales, finance, production and service-is it essential? |
|
Overcome resistance to selling |
|
Improve the relationships between
departments |
12 |
The lost inquiry-more common than
you think! |
|
Treat inquiries like gold |
|
Develop an airtight tracking system |
|
Put every lead into the system |
13 |
The make or break buying period |
|
Don't deny your customer buying cycle |
|
Don't put your effort in too late |
|
Stop fear and improve your training
methods |
14 |
How to cure follow-up complacency |
|
Take preventative measure |
|
Measure I - Increase your options for
putting your point across |
|
Measure II - Use a follow-up action
system |
|
Measure III - Display the results for
everyone to see |
15 |
Personality profiles-how to work
with them |
|
Build trust through compatibility |
|
Learn from some, sell to others |
|
Establish the key motivators, don't
guess |
|
PART SIX - HOW TO ANALYZE
YOUR CURRENT SITUATION AND DEVELOP AREAS OF IMPROVEMENT |
16 |
Literature-does it sell or tell? |
|
Develop a checklist |
|
Take corrective action quickly |
17 |
A 15-point checklist for
evaluating sales presentation |
|
Realize that the whole is the sum of
the parts |
|
Assess and improve each part |
18 |
How to recognize sales force
needs and meet them cost effectively |
|
Give personal attention to each need |
|
Learn the truth about recognition |
19 |
What business are we really in? |
|
Don't use yesterday as a tomorrow's
guidelines |
|
Find new applications |
|
Utilize the same distribution
channels |
20 |
What separate sales from
marketing? |
|
Adopt a flexible approach |
|
Make sure all functions are carried
out by the best qualified people |
|
Pick the hierarchy that suits your
needs |
|
Change functional responsibility as
your needs change |
21 |
Management controls - how to make
them effective |
|
Don't mistake reporting system for
control |
|
Use your history to segment your plan |
|
Chart your history |
|
Make your plan, the compare your
results daily |
|
|
PART SEVEN - SUCCESSES
AND FAILURES IN OVERSEAS MARKETS |
22 |
How to plan your entry for
maximum results |
|
First, plan carefully considering all
options |
|
Second, implement the plan going
around the road blocks |
|
Third, follow it up as if it was your
only market |
23 |
Finding the right agent-it's like
finding a needle in a haystack |
|
How not to proceed |
|
What went wrong |
|
Use a structured approach |
|
How to proceed |
24 |
Wake up to cultural pitfalls-in
presentation, in negotiations, in follow-up |
|
Understand the competitor's business
style |
|
Understand the customer's business
style |
|
Adapt your methods to suit the
culture |
|
|
PART EIGHT -
CONSOLIDATING YOUR FORWARD PLAN |
25 |
Responsible-who, me? |
|
Start small and build steadily |
|
Foster responsibility |
|
Reinforce everyone's distinctive
competence |
Acknowledgements |
Index |
A profit in her own
time-profile of Christine Harvey |