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Inbound selling : how to change the way you sell to match how people buy /
"Change the way you think about sales to sell more, and sell better. Over the past decade, Inbound Marketing has changed the way companies earn buyers trust and build their brands through meaningful, helpful content. But with that change comes unprecedented access to information in a few quick...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
[2018]
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Inbound Selling: How to Change the Way You Sell to Match How People Buy
- Contents
- Acknowledgments
- Foreword
- On the History of Sales through the Salesperson's Eyes, by Dan Tyre
- On the Current State of Sales and What the Decades Ahead May Hold, by Mark Roberge
- Preface
- Introduction
- An Interview with Brian Halligan, CEO and Chairman, HubSpot
- Part 1: The ``Why?þþ behind Inbound Sales
- Chapter 1: I Was Never Supposed to Be in Sales
- Chapter 2: Why Inbound Sales Matters
- Core Characteristics of the Modern Sales Rep
- Why Inbound Sales Matters
- The Inbound Sales Process and Inbound Sales Methodology
- The Inbound Sales Methodology
- Part 2: How to Be an Inbound Seller: A Playbook for the Front-Line Sales Rep
- Chapter 3: Identify: How to Identify the Right People and Businesses to Pursue
- How to Define Buyer Fit Before Practicing Inbound Sales
- How to Build a Buyer Profile
- How to Build a Buyer Persona
- Document What You've Developed for Both the Buyer Profile and Buyer Persona
- Share What You've Learned about Your Persona's Motivations
- Ensure the Sales Team Is Prepared for Conversations with Your Persona
- Help Craft Messaging for Your Persona
- Name Your Personas
- We've Documented, Shared, and Socialized Everything. What's Next?
- Wait ... Isn't This Going To Take F-O-R-E-V-E-R?
- What about Cold, or (Barely) Lukewarm Leads?
- Mastering Follow Through as an Inbound Seller
- Final Planning Steps before You Attempt to Engage Anyone, in Any Way
- Basic Organizational Checklist
- Creating Views of Leads and Contacts
- Actual Outreach-Attempting Contact!
- When Should I Try to Connect with My Prospect?
- Chapter 4: Connect: How to Engage Active-and Not So Active-Buyers
- Connect Call Mechanics
- How Long Should the Connect Call Last?
- What Specific Pieces of Information Should I Be Gathering during the Connect Call?
- Is It Okay to Speak with a Lower-Level Employee, or Non-Decision-Maker?
- Should I Push Back or Ever ``Go Negative´´ during the Connect Call?
- How Do I Wrap Up the Connect Call and Transition into the Next Steps?
- Chapter 5: Explore: How to Properly Explore a Buyer's Goals and Challenges
- Getting in the Right Frame of Mind
- Exploratory Call Question Examples, in Context
- Enterprise-level Information Gathering Examples
- Exploratory Call Follow Through: The Power of a Recap Letter
- Chapter 6: Advise: How to Advise a Buyer on Whether or Not Your Solution Addresses Their Needs
- Chapter 7: Closing and Negotiating
- The Inoffensive Close
- The ``1 to 10´´ Technique
- The Perfect Close
- Facing Reality: Closing and Negotiating Are Similar, but Not the Same
- Conventional Sales Wisdom #1: ``Never negotiate with influencers´´
- Conventional Sales Wisdom #2: ``Never be the first to make an offer´´
- Conventional Sales Wisdom #3: ``Understand the difference between a trade-off and a concession´´
- Conventional Sales Wisdom #4: ``Never start negotiating too early´´
- Conventional Sales Wisdom #5: ``Offer the ultimate package early´´
- Conventional Sales Wisdom #6: ``Be prepared to walk away and use silence to your advantage´´
- How to Negotiate
- What Happens If the Prospect Doesn't Agree to One of the Two Paths Presented?
- Part 3: How to Lead Inbound Sellers: Reflections for the Front-Line Sales Manager
- Chapter 8: The First-Time Sales Rep-to-Manager Survival Guide
- So, You Think You Want to Be a Sales Manager?
- 1. Forecasting Should Be the Least of Your Worries
- 2. Spend More Time Recruiting in the Beginning Than You Think Makes Sense
- 3. Building Team Unity Requires Activities Outside the Office.
- 4. You Will Have Far Less Time in Your Day Than You Might Think
- 5. Define, Share, and Reinforce Your Sense of Higher Purpose Early
- 6. Your Direct Reports Are Not ``Mini-Mes´´
- 7. New Hire Onboarding Takes a Lot of Time and Is Key to Long-Term Success
- How to Convince Sales Leadership That You're Ready to Manage
- ``Growing Up´´ as a Sales Leader
- If You Want to Become a Better Coach-and in Turn, a Better Leader-Here's What to Do Next
- Truth #1: For Better or Worse, Your Sales Team Is a Reflection of You
- Truth #2: Your Role as a Leader Is Not ``Chief Problem Solver´´
- Truth #3: To Effectively Coach People, You Need to Enroll Them and Make Your Intentions Clear
- Truth #4: People Believe What They Say, Yet Are Resistant to What They Hear
- Chapter 9: Reflections on Sales Leadership
- Leadership Artifacts and Examples from My Own Management Experiences
- Part 4: What Inbound Selling Means across the Executive Suite
- Chapter 10. Sales Is a Team Sport: The Executives' Guide to Transforming into an Inbound Sales Organization
- Part 1: Inbound Selling and the Future of the Sales Function
- An Interview with Hunter Madeley, Chief Sales Officer, HubSpot
- Part 2: How to Create Sales and Marketing Alignment to Drive Growth
- An Interview with Kipp Bodnar, Chief Marketing Officer, HubSpot
- Part 3: The Role of Sales Enablement to Fuel Revenue Growth
- An Interview with Debbie Farese, Head of Sales Enablement (2013-2016), HubSpot
- Part 4: Building a Sales Operations Team to Set Up Growth
- An Interview with David McNeil, VP Global Sales Operations (2014-2016), HubSpot
- Part 5: The Future of Sales and the Sales Profession
- Chapter 11. The Future of Sales: An Epilogue
- Notes
- Index
- End User License Agreement.