Do Your Customers Make More Money Doing Business With You? Knowing the answer can help you build measurable and valuable customer relationships, outperform the competition, and unlock profitable growth. Companies are blind to opportunities for profitable customer relationships without a deep understanding of how they create customer value relative to competitors. With a rigorous and measurable understanding of how customers make more money today and in the future with you, combined with supporting plans and tools to align the entire organization for success, a company can win and win big. Winning with Customers offers a step-by-step playbook to help companies develop this capability for themselves, act on it, build a culture around it and sustain it over time. The playbook includes case studies, interviews, and tools from leading B2B companies who have demonstrated success. Written by recognized business thought leaders and practitioners, this book will guide you to profitable growth. The book also serves as a launch point into a community of like-minded executives that includes a companion website which offers exercises, access to thought leaders, and other tools help you win with customers.
A Practical B2B Guide for Winning Your Best Price with Confidence
Author: Joanne M Smith
The best companies know the ability to negotiate-to close the deal at the right price - is the top skill for success in today's competitive environment. They invest in sales negotiation skills yet neglect price negotiation skills. B2B pricing has never been as challenging as it is now. and pricing has a far bigger impact on profits than volume.
The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth
Author: Sean Geehan
Publisher: Clerisy Press
Category: Business & Economics
The first book completely focused on successfully running B2B, which is very different from B2C. The fate of a B2B lies in the hands of a few individuals so what ultimately determines if a company thrives, or even survives, is how these key relationships are targeted, structured and managed. Over 30 percent of all B2B product development, marketing, and other discretionary dollars are wasted. When the realities of B2B marketplace are not integrated into a company's SOP, it is more likely that the company is wasting money as well as the employees' time and efforts. If the budget and plans aren't structured for B2B specifically, they won't move the meter. But there is good news -- there is a corresponding equal amount of potential revenue, growth and prosperity. The leading B2B companies dramatically build their top and bottom lines when leaders realize that success, undeniably and unquestionably, resides with how they engage with the their customers and how that will drive their internal alignment and operations. What is it that they are doing differently than their competition and others in their industry that drive revenue growth, deliver predictable earnings, retain and grow customers and develop new offerings that customers will not only buy, but for which they will pay premiums.
The first ever playbook for B2B salespeople on how to win clients and customers who are already being serviced by your competition, from the author of The Only Sales Guide You'll Ever Need and The Lost Art of Closing. Like it or not, sales is often a zero-sum game: Your win is someone else's loss. Most salespeople work in mature, overcrowded industries, your offerings perceived (often unfairly) as commodities. Growth requires taking market share from your competitors, while they try to do the same to you. How else can you grow 12 percent a year in an industry that's only growing by 3 percent? It's not easy for any salesperson to execute a competitive displacement--or, in other words, "eat their lunch." You might think this requires a bloodthirsty "whatever it takes" attitude, but that's the opposite of what works. If you act like a Mafia don, you only make yourself difficult to trust and impossible to see as a long-term partner. Instead, this book shows you how to find and maintain a long-term competitive advantage by taking steps like: * ranking prospective new clients not by their size or convenience to you, but by who stands to gain the most from your solution. * understanding the different priorities for everyone in your prospect's organization, from the CEO to the accountants, and addressing their various concerns. * developing a systematic contact plan for all those different stakeholders so you can win over the right people at the organization in the optimal sequence. Your competitors may be tough, but with the strategies you'll discover in this book, you'll soon be eating their lunch.
Selling to the Hidden Influencer Who Can Multiply Your Results
Author: Brent Adamson
Category: Business & Economics
Four years ago, the bestselling authors of The Challenger Sale overturned decades of conventional wisdom with a bold new approach to sales. Now their latest research reveals something even more surprising: Being a Challenger seller isn’t enough. Your success or failure also depends on who you challenge. Picture your ideal customer: friendly, eager to meet, ready to coach you through the sale and champion your products and services across the organization. It turns out that’s the last person you need. Most marketing and sales teams go after low-hanging fruit: buyers who are eager and have clearly articulated needs. That’s simply human nature; it’s much easier to build a relationship with someone who always makes time for you, engages with your content, and listens attentively. But according to brand-new CEB research—based on data from thousands of B2B marketers, sellers, and buyers around the world—the highest-performing teams focus their time on potential customers who are far more skeptical, far less interested in meeting, and ultimately agnostic as to who wins the deal. How could this be? The authors of The Challenger Customer reveal that high-performing B2B teams grasp something that their average-performing peers don’t: Now that big, complex deals increasingly require consensus among a wide range of players across the organization, the limiting factor is rarely the salesperson’s inability to get an individual stakeholder to agree to a solution. More often it’s that the stakeholders inside the company can’t even agree with one another about what the problem is. It turns out only a very specific type of customer stakeholder has the credibility, persuasive skill, and will to effectively challenge his or her colleagues to pursue anything more ambitious than the status quo. These customers get deals to the finish line far more often than friendlier stakeholders who seem so receptive at first. In other words, Challenger sellers do best when they target Challenger customers. The Challenger Customer unveils research-based tools that will help you distinguish the "Talkers" from the "Mobilizers" in any organization. It also provides a blueprint for finding them, engaging them with disruptive insight, and equipping them to effectively challenge their own organization. From the Hardcover edition.
What's the secret to sales success? If you're like most business leaders, you'd say it's fundamentally about relationships-and you'd be wrong. The best salespeople don't just build relationships with customers. They challenge them. The need to understand what top-performing reps are doing that their average performing colleagues are not drove Matthew Dixon, Brent Adamson, and their colleagues at Corporate Executive Board to investigate the skills, behaviors, knowledge, and attitudes that matter most for high performance. And what they discovered may be the biggest shock to conventional sales wisdom in decades. Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five distinct profiles, and while all of these types of reps can deliver average sales performance, only one-the Challenger- delivers consistently high performance. Instead of bludgeoning customers with endless facts and features about their company and products, Challengers approach customers with unique insights about how they can save or make money. They tailor their sales message to the customer's specific needs and objectives. Rather than acquiescing to the customer's every demand or objection, they are assertive, pushing back when necessary and taking control of the sale. The things that make Challengers unique are replicable and teachable to the average sales rep. Once you understand how to identify the Challengers in your organization, you can model their approach and embed it throughout your sales force. The authors explain how almost any average-performing rep, once equipped with the right tools, can successfully reframe customers' expectations and deliver a distinctive purchase experience that drives higher levels of customer loyalty and, ultimately, greater growth.
This book is written for the B2B marketing executive who is responsible for answering the question "What are you going to do about revenue?" This one question begins the transformation of marketing from a cost center to a revenue center, a journey for which most executives are not fully prepared. To describe this transformation, Debbie Qaqish and The Pedowitz Group coined the term Revenue Marketing in 2010. This book was written as a Playbook for the executive responsible for leading this change. Marketing executives reading this book will: gain insight from the Revenue Marketing practices of twenty-four marketing executives interviewed for this book; learn about a new discipline called Revenue Marketing and how it transforms marketing from a cost center to a revenue center; find out how to move Revenue Marketing from a strategy to an executable plan; discover how to manage the key areas of change required on this journey; and understand and be able to apply the key plays for building a repeatable, predictable, and scalable Revenue Marketing practice.
Adapting Your Business Model to the Always-Connected Customer
Author: Clara Shih
Publisher: Prentice Hall
Category: Business & Economics
Social media is now the dominant online activity and drives more website traffic than online search. The implications for businesses are as profound as the rise of Google 15 years ago. Amidst the demands of running a business, it can be alluring to fully delegate "digital" to the digital team. But in today's wired environment, digital is actually everyone's job. Company leaders and professionals must seek to personally grasp the tectonic changes arising from the always-connected customer, and then rethink traditional business models, business practices, and even their own job responsibilities and careers accordingly. In The Social Business Imperative , Silicon Valley entrepreneur and renowned thought leader Clara Shih identifies powerful new opportunities created by social media across the entire customer lifecycle. As described in the book's foreword, written by Starbucks Chairman and CEO Howard Schultz, this guide is a must-read for all professionals. From boards of directors, CEOs, and Chief Marketing Officers to to front-line sales managers, recruiters, IT, and compliance directors, no role is untouched by the social, mobile, digital transformation. This book explains how to adapt and thrive in this brilliant new world order by understanding the transformation taking place not only in one's own department but across the customer journey. Only with this broader understanding can functional leaders collaborate on delivering a cohesive experience spanning previous organizational silos. Going far beyond her global bestseller The Facebook Era , Shih offers unprecedented insights into why and how traditional organizations must re-imagine their existing business processes to capture “the digital last mile” across social, mobile messaging apps, Internet of Everything, and the collaborative economy. Drawing on her immense experience helping Fortune 500 companies operationalize digital transformation to drive measurable uplift in sales and loyalty, Shih also presents powerful new case studies spanning multiple industries and companies from Wells Fargo to Warby Parker. “A book worth reading, a voice worth listening to, from a leader of real consequence. A clarion call on the promise and potential of social channels to transform business.” —Walter Robb, Co-CEO, Whole Foods Market “This is a must-read for any business leader who wants to thrive in this time of disruptive change.” —Chip Bergh, President & CEO, Levi Strauss & Co. "Whether you're a global brand, small local business, or individual who wants to turn your passion into a livelihood, this book simply and clearly articulates how to channel the power of social media to delight audiences and grow your business." —Marne Levine, COO of Instagram “Almost overnight, social media has transformed business and the way we as companies interact with our customers. In a way, social media has become part of everyone’s job. Clara's book gets right to the heart of the matter and gets us thinking critically about what could be next on this roller coaster ride.” — Robin Hayes, President and CEO, JetBlue “The power of Clara’s book is it highlights not only social media practices but fundamental business practices and how company leaders need to entirely rethink customer engagement models. The implications for every business, regardless of industry or geography, of today’s social, connected consumer cannot be overstated. This book provides a powerful vision and compelling call to action for company leaders everywhere.” — Ted Mathas, Chairman and CEO, New York Life