The New Psychology of Selling The sales profession is in the midst of a perfect storm. Buyers have more power--more information, more at stake, and more control over the sales process--than any time in history. Technology is bringing disruptive change at an ever-increasing pace, creating fear and uncertainty that leaves buyers clinging to the status quo. Deteriorating attention spans have made it difficult to get buyers to sit still long enough to "challenge," "teach," "help," give "insight," or sell "value." And a relentless onslaught of "me-too" competitors have made differentiating on the attributes of products, services, or even price more difficult than ever. Legions of salespeople and their leaders are coming face to face with a cold hard truth: what once gave salespeople a competitive edge--controlling the sales process, command of product knowledge, an arsenal of technology, and a great pitch--are no longer guarantees of success. Yet this is where the vast majority of the roughly $20 billion spent each year on sales training goes. It's no wonder many companies are seeing 50 percent or more of their salespeople miss quota. Yet, in this new paradigm, an elite group of top 1 percent sales professionals are crushing it. In our age of technology where information is ubiquitous and buyer attention spans are fleeting, these superstars have learned how to leverage a new psychology of selling--Sales EQ--to keep prospects engaged, create true competitive differentiation, as well as shape and influence buying decisions. These top earners are acutely aware that the experience of buying from them is far more important than products, prices, features, and solutions. In Sales EQ, Jeb Blount takes you on an unprecedented journey into the behaviors, techniques, and secrets of the highest earning salespeople in every industry and field. You'll learn: * How to answer the 5 Most Important Questions in Sales to make it virtually impossible for prospects to say no * How to master 7 People Principles that will give you the power to influence anyone to do almost anything * How to shape and align the 3 Processes of Sales to lock out competitors and shorten the sales cycle * How to Flip the Buyer Script to gain complete control of the sales conversation * How to Disrupt Expectations to pull buyers towards you, direct their attention, and keep them engaged * How to leverage Non-Complementary Behavior to eliminate resistance, conflict, and objections * How to employ the Bridge Technique to gain the micro-commitments and next steps you need to keep your deals from stalling * How to tame Irrational Buyers, shake them out of their comfort zone, and shape the decision making process * How to measure and increase you own Sales EQ using the 15 Sales Specific Emotional Intelligence Markers * And so much more! Sales EQ begins where The Challenger Sale, Strategic Selling, and Spin Selling leave off. It addresses the human relationship gap in the modern sales process at a time when sales organizations are failing because many salespeople have never been taught the human skills required to effectively engage buyers at the emotional level. Jeb Blount makes a compelling case that sales specific emotional intelligence (Sales EQ) is more essential to success than education, experience, industry awareness, product knowledge, skills, or raw IQ; and, sales professionals who invest in developing and improving Sales EQ gain a decisive competitive advantage in the hyper-competitive global marketplace. Sales EQ arms salespeople and sales leaders with the tools to identify their most important sales specific emotional intelligence developmental needs along with strategies, techniques, and frameworks for reaching ultra-high performance and earnings, regardless of sales process, industry, deal complexity, role (inside or outside), product or service (B2B or B2C).
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For the last decades the importance of services has increased, this fact is recognized both by scholars and in business. It is becoming difficult to constantly improve products, therefore services are employed by companies to gain competitive advantage. The study provides the specific types of services assisting in relationships building. Based upon a literature review, the main service attributes are clarified and the drivers of the relationships such as trust and closeness are determined. Further, a furniture market in Europe is observed. Employing the obtained data, a list of offered services is formed. The primary objective of the study is developing of managerially useful list of services that can help furniture companies to build long-term relationships with B2B clients.
The goal of this research is to analyze and understand the critical factors to take into account when developing policies oriented to create and sustain loyalty in customers. The scope of the research is Small and Medium Sized Enterprises (SME s) mainly those small ones, although some medium sized have been analyzed as well. All the analyzed companies operate in the B2B sector and are based in the geographical area of Catalunya (Spain), making the research very specific and specialized. After a deep analysis of the literature review published mainly in the last 15 years, it has been designed a set of 8 case studies which cover several research techniques like personal interviews with the managers, observation, data collection, surveys and experimentation using simulation software tools. Out of the total 8 companies, 6 of them are small, (between 10 and 49 employees), and 2 of them are medium sized ( between 50 and 500 employees). The conclusions of the research are expressed into the final Model of Customer Loyalty Drivers applied to SME s in a B2B environment .
The world is driven by emotions and although emotions are of major importance in our daily life, they still have not enjoyed the status they deserve in academic discussions. The role of emotions is very interesting and important in business-to-business marketing because emotions influence people in many different ways. Marketers define who their customers are as well their needs and wants. However they also should consider the fact that emotions can encourage decision-making and that they play a role in each part of marketing. Emotion can stimulate buying interest and influence future buying decisions as they intensify wants and desires. Using emotions in B2B marketing allows companies to deliver the right emotional content and message, at the right place, at the right time, to the right customers. Developing creative marketing programs with a lack of understanding of why people buy, when they buy, where they buy and how they buy can lead to wasted resources and market failure. Especially in industrial companies this understanding is a problem as technical experts or production managers often influence decision-making in marketing.
This study examines the impact of sport sponsorship on consumer perception and the way in which it impacts on the relationship with the customer in a business-to-business (b2b) situation. The potential to enhance or change brand image and increase awareness through sport sponsorship is well recognised. However, it is often criticised for not being implemented strategically despite the investment required. In addition, available literature fails to distinguish between b2b and b2c despite the fact that motives for the two different relationships often differ significantly. Consequently this study investigates the aims, effects and strategies of sport sponsorship in order to achieve specific corporate marketing objectives. The research is centred on a German b2b company with the aim of developing insights and conclusions on the b2b segment generally. This research study identifies the use of sport sponsorship as a way in which it is used to both create image and intensify customer relationships through emotion and discusses how companies might wish to consider sport sponsorship as part of their overall marketing strategy. This research would be of interest to anyone involved or wishing to be involved in either the academic or practicing field of b2b sport sponsorship, particularly those in determination and design of coporate strategy.
The inception of the Internet has brought with it Electronic Commerce (E-Commerce) practices which have greatly transformed the ways firms conduct businesses globally. Internet-based E-Commerce, particularly business-to-business (B2B) holds the key for small businesses to compete on a level playing field with their big business counterparts. Unfortunately, however, there is considerable evidence to show that small and medium sized enterprises (SMEs) in developing countries, particularly those in Sub-Saharan Africa (SSA), have not been reaping the benefits of this new commerce as their counterparts in North America and Europe. This chasm has given rise to another form of Digital Divide. One major reason for this problem is the low level of participation in E-Commerce by SMEs in developing countries, particularly those in SSA. In this book, an attempt is made to redress this problem by introducing a new collaborative E-Commerce model called 'TRADERN'.