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by Ryan Kubacki, Jim Holden
The New Power Base Selling: Master The Politics, Create Unexpected Value and Higher Margins, and Outsmart the Competition
Cover
Contents
Title
Copyright
Dedication
Foreword
Acknowledgments
Part 1: Sales as a Management Science
Chapter 1: Seeing the Invisible
Selling Skills Are Not Enough
Good Products Are Not Enough
The Relevance Revolution
Seeing the Road Forward to Success
Chapter 2: The MBA of Selling
The Holden Four Stage Model
Four Stages of Sales Proficiency
Progressing to Higher Stages
Not All Competencies Are Born Equal
Part 2: Politics
Chapter 3: Influence and Authority
Political Competition Is Healthy
Power Struggles versus Power Plays
The Political Structure
Influence Is Constantly Changing
Degrees of Influence
Chapter 4: Foxes: The Heart of the Power Base
A Fox in Action
The Organization Comes First
Manage the Environment
Survival
Fox Footprints
Integrity
People-Oriented
Risk Assumption
The Emerging Fox
Chapter 5: Power Base Types and Implications
Three Types of Power Bases
Mapping the Power Base
Power Base Implications for Sellers
Chapter 6: Fox Hunting and Power Base Mapping
Fox Hunting Intelligence Gathering
Political Revelations
Chapter 7: Gaining Political Advantage
The Power Base Principle
Gaining Political Advantage
Personal Motivators
Uncovering and Advancing Personal Motivators
Building Influential Relationships
Assessing Relationship Type
Creating a Support Base Map
Political Implications
Part 3: Unexpected Value
Chapter 8: Moving Up the Sales Value Chain
Moving North
Expanding the Sales Value Chain
Expected versus Unexpected Value
Chapter 9: Building Expressions of Customer Value
Value Relevance
Value Expressions
Value Statements
Testing Value Statements
The Value Proposition
Moving Up the Sales Value Chain to Include Political Value
Chapter 10: Creating Demand to Displace Competitors
Creating Demand Significance
Leveraging Creating Demand to Penetrate Accounts
Step 1: Determine the Entry Point
Step 2: Craft Your Value Message
Step 3: Gain Access
Step 4: Conduct a Meeting
Step 5: Build Your Support Base Map
Step 6: Move Upstream
Step 7: Complete the Triathlon
Penetrating Competitively Held Accounts
Part 4: Strategy
Chapter 11: Introduction to Compete Strategy
What Is Compete Strategy?
Chapter 12: Competitive Differentiation
To Know Your Competition Is to Know Yourself
Competitive Intelligence Gathering
Competitive Differentiation Analysis
Chapter 13: The Direct Strategy: Traditional and Nontraditional Application
When You Are the Installed Incumbent
When You Have a Category Killer Product
When You Are Selling the Company
Getting the Timing Right
The Direct Strategy Statement
Conclusion
Chapter 14: The Indirect Strategy: Changing the Ground Rules
Changing the Ground Rules
Leveraging Politics, Unexpected Value, and Strategy to Shape the Customer’s Buying Criteria
Establishing the Prime Objective
Milestone Stacking
Timing and the Element of Surprise
The Indirect Strategy Statement
Conclusion
Chapter 15: The Divisional Strategy: Peaceful Coexistence
Peaceful Coexistence
The Overconfident Supplier
The Divisional Strategy Statement
Conclusion
Chapter 16: The Containment Strategy: Transition Back to Indirect
The Red Cell Exercise
Introducing a New Product Road Map or Industry Expertise
Introducing a New Partner to Broaden the Solution
The Containment Strategy Statement
One Last Point about the Containment Strategy
Conclusion
Epilogue
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