Sales

Sales Training Books

Comments Disabled

Books Sales Professionals might like to Read

While developing out new website for Sales Training Consultants, we thought it would be a good idea to provide a reading list for sales people wanting to develop their sales skills and knowledge. So, here it is, divided into various sub-categories for ease of use:

Selling Skills

* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know, Kevin Davis. New York: Random House, 1996. (ISBN 0-8129-2628-5)
* Stop Selling and Start Partnering, Larry Wilson
* Changing the Game, Larry Wilson. New York: Simon and Schuster, 1987.
* SPIN Selling, Rackham, Neil. New York: McGraw Hill, 1988.
* Solution Selling by Michael T. Bosworth (Irwin Publishing, 1995).
* Samurai Selling: The Ancient Art of Service in Sales by Chuck Laughlin, Karen Sage and Marc Bockmon (St. Martin’s, 1993).
* The 25 Sales Habits of Highly Successful Salespeople , by Stephan Schiffman (Adams Publishing, 1994).
* The AMA Handbook of Successful Selling, by Bob Kimball (NTC Publishing Group, 1993).
* The Selling Bible: For People in the Business of Selling, by John L. Lawton (Council Oaks Distribution, 1995)
* Closing Tactics, Andoni Lizardi
* Negotiate to Close, Gary Karass
* Ziglar on Selling, Zig Ziglar. Nashville, TN: Ziglar Corporation, 1991.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. ISBN: 0-7863-0738-2.
* Selling to VITO: the Very Important Top Officer, Anthony Parinello, Massachusetts, Bob Adams, 1994.
* Selling to the Top, David A. Peoples. New York, John Wiley & Sons, 1994.
* Sales Reengineering From the Outside In, Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* Strategic Selling, Stephen Heiman and Robert Miller.
* Conceptual Selling, Stephan Heiman and Robert Miller. Berkeley, CA: Miller Heiman, 1987.
* Selling the invisible, Harry Beckworth
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, Jay Conrad Levinson, Orvel Ray Wilson and Bill Gallagher (Houghton Mifflin, 1992).

Business Acumen

* The One to One Future: Building Relationships One Customer at a Time, by Don Peppers and Martha Rogers (Doubleday, 1993).
* The Monster Under the Bed by Stan Davis & Jim Bodkin. (Simon and Schuster, 1994).
* Corporate Life Cycles: How and Why Corporations Grow and Die and What to Do about It by Izak Adiches. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Little Black Book of Business Math, by Michael C. Thomsett. (New York: Anacom, 1988).
* The Art of War, by Sun-Tzu (Delacorte, 1989).
* The Goal, by Eliyahu M. Goldratt (North River Press, 1992).
* The E Myth: Why Most Small Businesses Don’t Work and What to Do About It by Michael E. Gerber (Harper-Business, 1990).
* The Popcorn Report: The Future of Your Company, Your World, Your Life by Faith Popcorn (Harper-Business, 1992).
* Finance and Accounting for Non-Financial Managers by William G. Droms, (Reading MA: Addison Wesley, 1990).
* The Vital Difference: Unleashing the Powers of Sustained Corporate Success, by Frederick G. Harmon and Garry Jacobs, (AMACOM, 1985).
* What They Don’t Teach You at Harvard Business School, Mark H. McCormack, (Bantam Books, 1984).
* Zap, the Power of Empowerment by Jeff Cox.
* Marketing, by Robert D. Hisrich (Barron’s Educational Series, 1990).
* Multi-Level Marketing: The Definitive Guide to America’s Top MLM Companies (Summit Group, 1993).
* Relationship Marketing: Successful Strategies for the Age of the Customer, by Regis McKenna (Addison Wesley, 1993).
* How to Drive Your Competition Crazy, Guy Kawasaki.
* The Ten-Day MBA : A Step-By-Step Guide to Mastering the Skills Taught in America’s Top Business Schools @amazon.com
* The Complete MBA For Dummies @amazon.com
* Financial Statements : A Step-By-Step Guide to Understanding and Creating Financial Reports @amazon.com
* Business Planning : 25 Keys to a Sound Business Plan (The New York Times Pocket MBA Series) @amazon.com
* Tracking & Controlling Costs : 25 Keys to Cost Management (The New York Times Pocket MBA Series) @amazon.com
* Forecasting Budgets @amazon.com

Strategic Sales Planning

* The Magic Lamp: Goal Setting for People Who Hate Setting Goals, Keith Ellis, Three Rivers Pr., 1998, ISBN: 060980166X.
* Achieving Individual and Team Goals, Terry R. Bacon, Thomas Doggett, International Learningwork, 1996, ISBN: 1577400135.
* The Agile Manager’s Guide to Goal-Setting and Achievement (The Agile Manager Series), Walter Wadsworth, Velocity Pub., 1998, ISBN: 0965919323.
* All About Goals and How to Achieve Them, Jack Ensign Addington, Devorss and Co (Txp), 1977, ISBN: 0875162371.
* 10 Minute Guide To Planning (10 Minute Guides), Edwin E. Bobrow, IDG Books Worldwide, 1997, ISBN: 0028618181.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. (ISBN 0-7863-0738-2)
* Sales Reengineering From the Outside In, by Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* First Things First, Steven Covey, Roger Merrill and Rebecca R. Merrill (Simon & Schuster, 1994)
* Winning the Fight between You and Your Desk by Jeffrey J. Mayer (Harper Business, 1994)
* Strategic Selling, Heiman, Stephen and Miller, Robert.
* Conceptual Selling, Heiman, Stephen and Miller, Robert. Berkeley, CA: Miller Heiman, 1987.
* Successful Large Account Management, by Robert Miller
* Major Account Sales Strategies, by Neil Rackham. New York: McGraw Hill, 1989.
* Managing Major Accounts, Neil Rackham
* Stop Selling and Start Partnering, Larry Wilson
* Power of Consultative Selling, Bryce Webster
* Organizational Capability: Competing from the Inside Out, by Dave Ulrich and Dale Lake, (John Wiley and Sons, 1990).
* Getting to Yes: Negotiating Agreement without Giving In, Fisher and Uri.
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, by Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, by Jay Conrad Levinson, Orvel Ray Wilson, and Bill Gallagher (Houghton Mifflin, 1992).

Customer Focus

* Discipline of Market Leaders, Treachy, Michael and Wiersema, (Addison Wesley, 1995)
* Brain Power: Learn to Improve Your Thinking Skills , Karl Albrecht. Prentice Hall, 1987.
* Seven Habits of Highly Effective People. Stephen R. Covey. New York: Simon & Schuster, 1990.
* Raving Fans: A Revolutionary Approach to Customer Service , Ken Blanchard and Sheldon Bowles. New York, William Morrow & Co., 1993. ISBN 0-688-12316-3.
* Stop Selling and Start Partnering, Larry Wilson & Hersch Wilson.
* One-to-One Marketing, Martha Rodgers and Don Peppers.
* The Customer Driven Company: Moving from Talk to Action , Richard C. Whiteley. Addison Wesley, Reading, MA, 1991. ISBN 0-201-57090-4.
* Customer Centered Growth: 5 Strategies for Building Competitive Advantage, Dianne Hessen and Richard Whitely. Addison Wesley, Reading, MA, 1996. ISBN: 0-201-47967-2.
* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know , Kevin Davis. New York, Random House, 1996. ISBN 0-8129-2628-5.
* Changing the Game, Larry Wilson, New York, Simon & Schuster, 1987.
* Solution Selling, Michael T. Bosworth. Irwin Publishing, 1995.
* Customer Visits: Building a Better Market Focus , Edward F. McQuarrie, Sage Pubns., 1998, ISBN: 0761908838.
* Customer Focus: A Strategy for Success, Roger Langevin, Bill Christopher, Crisp Pubns., 1998, ISBN: 1560524855.
* The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market , Michael Treacy, Frederik D. Wiersema, Perseus Pr., 1997, ISBN: 0201407191.
* Implementing Quality With a Customer Focus , David N. Griffiths, Quality Resources, 1991, ISBN: 0873891104.

End User Effectiveness

* All Consumers Are Not Created Equal, Garth Hallberg. John Wiley & Sons, 1996. 320 pages.
* Real Time, Regis McKenna. Harvard Business School Press, 1998.
* Enterprise One to One, Don Peppers and Martha Rogers, Ph.D. Currency Doubleday, 1997.
* Keeping the Edge, Dick Schaaf. Dutton, 1995.
* Customer-Centered Growth, Richard Whiteley and Diane Hessan. Addison-Wesley, 1996.
* Strategic Customer Alliances : How to Win, Manage, and Develop Key Accounts @amazon.com
* Key Accounts Are Different : Sales Solutions for Key Account Managers @amazon.com
* Account Management (Building Service Management Program) @amazon.com
* Successful Large Account Management by Tad Tuleja(Contributor), et al @amazon.com
* Key Account Management: The Route to Key Supplier Status by Peter Cheverton @amazon.com
* Key Account Management: Maximizing Profitability from Major Customers by John Rock @amazon.com

Negotiation Skills

* Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and Bill Ury (Viking Penguin, 1991).
* Getting Past No, Bill Ury (Viking Penguin, 1993)
* The Tao of Negotiation by Joel Edelman and Mary Beth Crain (Harper Business, 1993).
* How to Out-Negotiate Anyone (Even a Car Dealer) by Leo Reilly (Adams Publishing, 1993).
* Major Account Sales Strategies, by Neil Rackham (McGraw Hill, 1989).
* The Complete Negotiator, Gerard Nierenberger, (Berley Books, 1986).
* The Negotiation Toolkit: How to Get Exactly What You Want in Any Business or Personal Situation @amazon.com
* Deal Power: 6 Foolproof Steps to Making Deals of Any Size by Marc Diener @amazon.com
* The Power of Negotiating: Strategies for Success by Mike R. Stark @amazon.com
* The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success by Deborah M. Kolb, Judith Williams @amazon.com

Channel Partner Effectiveness

* The channel advantage, Lawrence Friedman and Timothy Furey
* Market-Based Management: Strategies for Growing Customer Value and Profitability, 2nd edition, (Prentice Hall, 2000) – Roger Best – Part III Tactical Marketing Strategies Chapter 9
* Make Your Dealers Your Partners Harvard Business Review, March-April 1996, pp. 89-96.
* Rethinking Distribution: Adaptive Channels Harvard Business Review, July-August 1996, pp. 112-120. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Sales Rep Navigator: How to Find the Perfect Sales Rep or Distributor for Your Business, @amazon.com
* How to Market Your Product Through Distributor sales Networks, @amazon.com
* Planning Telephone Sales: Handbook for Distributor Management, @amazon.com
* The Channel Advantage : Going to Market With Multiple Sales Channels to Reach More Customers, Sell More Products, Make More Profit @amazon.com
* Channel Champions: How leading companies build new strategies to serve customers @amazon.com

Computer Skills

* Lotus Notes for Dummies, @amazon.com
* PowerPoint for Dummies, @amazon.com
* Excel for Dummies, @amazon.com
* Word for Dummies @amazon.com

Sales

New Price List Of Samsung Mobile

Comments Disabled

Samsung is the leading player in the field of mobile handsets. They are aggressive in their approach and want to deliver value for money. The Company is always delivering the best to their esteemed customers.

Samsung mobiles have launched a whole new series of mobile phones with high-tech features and proper battery back-up. Some of the latest Samsung mobiles have touch-screen facility also. Earlier only high-end mobiles had this touch screen facility, but now days, this facility is available in mid-segment mobiles also.

The Company has shown tremendous increase in the sales also. There is virtually no other Company which has revised the prices so much. All the Samsung mobiles are available at much lower cost as compared to their counterparts.

Samsung has introduced Guru as entry level mobile. This is unique in its way that it doesnt need to be recharged frequently. The mobiles USP has gained applauses for the handset and created a huge demand for the mobile phone. The Companys strategy to keep the price as low has led to better sales.

Why revision in prices?
The Company introduced a new policy of volume sales amongst its prime strategies. The volume sales can only be achieved through price revisions. This strategy has worked wonders for the Company and its products.

Capturing major market-share?
This is one of the most sought-after strategies to revise product-prices and capture market-share. When a Company revises its product-prices, then the major motive is to capture major market-share by lowering down prices and alluring customers. The price revision policy has led to better features at lesser prices.

Samsung has captured major market-share with this single policy. The products are heavily advertised and high-end features are introduced at much lower price.

samsung mobiles have created a market-niche with the help of its products price-revision. This strategy of price-revision has worked wonders for the group and led to the success of mobiles in this industry. No other Company could adapt to such measures for them. They have lagged behind in sales as well as market-share.

Samsung mobiles are the most sought-after and most talked-over mobile phones in their segment. Most customers compare their choice of product with Samsung mobile to opt for better one, as per them.

Sales

Italian Jobs Berlin

Comments Disabled

The hotel industry in Berlin recruits Italian and English speakers as data and channel management co-ordinators, where training for the knowledge of in-house job system is provided to employees. For this job, the candidates are required to have command over written and spoken English in addition to having fluency of German, French or Italian languages. (Both written and spoken). The job requires strong communication skills, the candidates are assumed to be computer literate as well. If you are a fluent English and Italian speaker then you can be recruited in hotel management job market.

Jobs in telecommunication are abundant for Italian speakers, but for that you need to have good command in English as well as Italian. Companies recruit candidates with strong English and Italian fluency. You can be employed as Customer service agent. For this, the candidate is required to have complete knowledge of communicating with customers through all ways of communication, telephone, fax, e-mail, chat or any other form of communication.

In the marketing sector too, the Italian speakers can be recruited but for that English, German and Italian language fluency is recommended. Here is a sample of job description:

Sales Account Manager

Job type: Full time
Requirements: Strong Communication Skills
Experience: At least three years of experience in account or sales management
Language skills: Should be a fluent English and Spanish or Italian speaker, however if a person has command over both Spanish and Italian then that person would be on a surer ground.

Moreover Italian job speakers can apply as customer service agent, client service agent and sales manager.

Cost of living

Cost of living is relatively less expensive in Berlin as compared to the rest of Germany. Average Rental cost in Berlin varies around 350-450, you can easily get a one bedroom apartment in around 450, but it depends upon what you desire, to get a decent living, more facilities you have to spend 1000-1500 per month. Berlin is considered 36% cheaper than London and 35% cheaper than New York, US. Household necessities are relatively cheap in Berlin.

Taxation

Tax structure in Germany is progressive in nature, higher payable taxes for higher income. Tax rate is from 0-45%. Individuals who are permanent residents of Germany are liable to pay tax, both from income earned in within Germany and from overseas. A person who is employed in Germany but is a foreign resident is liable to pay tax on income earned in Germany only. The income tax is withheld by the employer every month and then the employer directly pays the tax to the tax office.

Sales

How To Convince A Recruiter That You Are The Perfect Fit

Comments Disabled

A lot of people have a negative stigma on the term “salesman.” When we think about that word, we conjure an image of that pesky door-to-door salesman in the worn suit, trying desperately to get you to answer the door so that you listen to him for 30 seconds because he can change your life when you buy his Tupperware (Whew, that was a mouthful!)

Well, no, that’s not the way it works. In the real world, everyone is a salesperson of some kind or another, you just don’t realize it. Salespeople are good. Matter of fact, salespeople are great! They make the world go around!

So why are you a salesperson? Well, you sold your university on admitting you to their institution. You might have sold your parents on paying for it. These “sales” may not have been too difficult, but you did them anyway.

Your next big sale is to sell a company on hiring your services! The point I’m trying to make here is that you really need to prepare for your Career fair and for your interviews like you might prepare for a sales call:

Finding out what the company is looking for, what their “ideal candidate” attributes are, and then by explaining how you match those to a T.

Ask questions like:

“What kind of attributes are you looking for in your ideal candidate for this position?”

“Describe for me your ideal candidate.”

“What kinds of specific skills are you looking for?

Use these questions to get them talking, and then probe them with follow up questions for clarification and more detail as you see fit. Asking these questions will give you a great picture of what they’re looking for in the candidate they want to hire. After that, you need to “sell” them on how you match their needs.

Now that you know what recruiters look for, it’s time to talk about how you can convince them that you are their ideal college student candidate.

For some people, this may be difficult, for others, this may be easy. Something that was brought up at a conference recently was the example of an Olympic athlete who was quite nervous before competing. His coach simply said to him “this is just like we did in practice. Nothing different, just another practice.” This athlete went on to win the gold medal.

If we apply that principle to our interviewing, it’s very easy to see that a bit of planning and practice on your interview responses can make all the difference in your outcome.

Planning properly is the key to the whole game, and since you’ve already gotten the answers from your recruiters, it’s all laid out for you! With the end in mind of showing a recruiter that you have “xyz skill,” work backwards from there. If they are looking for those set of skills, what kind of questions would you anticipate them asking during an interview?

For example, if a recruiter wants to see that you are technically competent, they’ll probably ask you questions along the lines of “tell me a time you were challenged by a technical problem, and what you did to overcome it.”

If they are looking for leadership, they might ask “Tell me about a time when you showed leadership.”

Once you have a few questions you think they’ll ask lined up, then you can formulate your answers. Answers should be in the STAR format as my book discusses and shows you how to formulate.

With all of your answers, you want to make sure that every example relates somehow to the attributes they are looking for. If it doesn’t directly relate, but you still have to use it anyway, make sure you can somehow explain to the recruiter how that attribute is transferable to their position.

Now you just need to practice running through your answers a few times, and you’re all set!

Sales

Crm Systems Vs Excel Spreadsheets

Comments Disabled

For a lot of sales people,CRM systems is a waste of time but who can really blame them?

To the top performers who spend their time dialing, smiling and closing deals, it is a valid complaint. Sitting idle and waiting for a screen to load is definitely not where they want to be but where the money is at.

Excel Versus CRM Software. The pain of having to wait for a screen to load to access a telephone number so a phone call can be made, so a deal can be closed shouldn’t be underestimated. Productivity can be crippled when the typical wait for a screen to load is 4 plus seconds. Add to that the frustration of trying to find key data and the difficulty in entering new information and you can understand why many sales people choose to rely on Excel.

Now Excel is fast – but that is really all there is to it. It’s hard to organize data, hard to share and unreliable.

Here are some of the usual complaints and limitations most notable of Excel as a customer relationship management tool:

-No File Storage. In Excel, what you see is what you get. It does not allow you to attach important files such as invoices, emails, letters, quotes, etc relevant to a client’s record. You need to store these documents elsewhere, where they can be forgotten, corrupted or lost completely.

-No Sharing. Excel does not allow reading and writing of multiple people at the same time. For businesses with one sales person, this isn’t a problem. A nightmare indeed, if you are in a team.

-Limited Field Control. Creation and organisation of the fields in an Excel spreadsheet can be done only manually. The number of fields you can use comfortably has some limitations due to the layout of Excel. For example; first name, last name, phone number, email, last call date, call related notes address, notes, invoices, quotes, lead categorization etc etc all in one row, it’s not easy.

If speed is the reason why you use Excel, what if a CRM system can provide all the speed of Excel plus all the benefits of a genuine CRM system?

With a proper CRM you have:
– The ability to schedule tasks
– Set reminders
– Chart call outcomes
– Track Campaigns
– All important files can be attached to the client’s record i.e., invoices, quotes, emails, letters, etc
– Manage your email
– Instantly assess your sales pipeline
– Much, much more.

Bulky, slow and holds up work flow-these are what traditional CRM systems were way back then. Speed has been built as well for the newer CRM systems. Pi in particular uses a new framework our team spent 5 years perfecting in order to give the fastest user experience possible.

1 … 16 17 18 19 20 21