∎ PDF Free Why Johnny Can't Sell eBook Michael Nick Bob Kantin

Why Johnny Can't Sell eBook Michael Nick Bob Kantin

Download As PDF : Why Johnny Can't Sell eBook Michael Nick Bob Kantin

We set out to write a book that could make all of us Johnnys better salespeople—and now you hold the results of that desire in your hands. Who should be reading it? Sales executives and managers who want to build a better team, CEOs who want to better understand why their Johnnies can’t sell, salespeople who want to sell more and get (back) on top, and the maverick salesperson who simply needs more ideas on how to drive his or her sales manager crazy. We’ll shortly come back to that in more detail.
Each chapter begins with Johnny’s current challenge (we’ll introduce Johnny in a moment) and goes on to discuss how you can overcome the challenge. A short summary recaps the ideas discussed.
This book begins with our observation that the bad habits we formed years ago continue to haunt us today. We point out how times have changed, and that what worked in the past just doesn’t work now. There are many myths in selling. Johnny, like most sales professionals, tries to make himself believe many of the myths we discuss in Chapter 2.
These lies drive many of the excuses we hear each day in sales managers’ offices. Next we review the concept of consultative selling. There are literally hundreds of consultative selling approaches. Most of us know the major companies that provide consultative sales training Solution Selling, SPIN, CustomerCentric Selling®, and Selling to VITO, to name a few. What most of us don’t know is that there are hundreds of smaller boutique companies that provide the same type of training, but more customized to your issues, needs, and sales training goals—KLA Group, Selling to Big Companies, Pyramid Power Selling, and others. This is important for Johnny because he follows the methodology he learned from his previous employer. But his new employer follows a different one and follows it to a different degree than Johnny’s old company. This could be a problem for all involved.
In the past, sales tools played a less major role in the sales process. Sales tools existed, but usually in silos or independently developed and used throughout the organization. ROI4Sales did a project in the late 1990s for Hewlett-Packard to build an ROI tool the sales force could use to differentiate itself from its closest competitor. The idea was good, but the execution stumbled because the ROI tool didn’t integrate with any other sales tool HP used in its sales process. It viewed ROI as just one more event that sometimes took place as a prospect moved through the sales cycle. Throughout this book, we discuss the development, use, and misuse
Introduction of sales tools. Just like HP, many organizations have these silos of sales tools that their sales forces are developing, using, misusing, or not using at all. Johnny will need some help to tie it all together.
Johnny faces many challenges with prospecting, pipeline management, and forecasting. He tries to deal with the irony that companies spend millions of dollars on technology each year to keep salespeople from selling to them— spam filters, voice mail, pop-up blockers, call screeners, and so on—yet we don’t understand why our own sales force has difficulty contacting prospects. We have uncovered many techniques to help Johnny get through to the most difficult C-level executive. We tap the great minds in sales and marketing to help us break through these barriers.
In several chapters, we guide you through tying it all together by helping you assess your existing sales tools and the gaps that may exist in your tool repertoire. We introduce a concept called process connections information (PCI) and the importance of using custom sales tools as sources and uses of this PCI. The book incorporates several exercises to help you identify and map your unique PCI. Next, we show you how to use the road map to define gaps in your sales process or methodology and determine what has to be done to close them.