The Selling Edge explores the changing business environment and identifies the tools and techniques required to make your salespeople more efficient, more responsive, and, as a result, more successful in this highly competitive sales environment. It focuses on business-to-business selling and takes a comprehensive look at top performing salespeople, identifying the methods and procedures that have made them successful. This book breaks new ground by concentrating on challenges facing the sales manager, detailing the steps to be taken to develop a high-performance sales organization, and recognizing the pitfalls to be avoided. With the downsizing of corporate America, business customers have no time to waste. Many businesses are being called upon to do more with less. They expect sales organizations to answer their needs in a fast and efficient manner. Companies will not accept delays in responding to their questions, nor will they accept proposals that focus on product features rather than on solutions to their business problems. With increased competition, sales organizations must work longer and harder to maintain and increase their sales. Top management of any succcessful corporation also must understand the problems of sales, and good sales managers must know how to work with and obtain the best results from their sales team. Levokove shows how to build and maintain a highly motivated sales organization.
Preface
Introduction
Part I : How to Become A Top Performer
Chapter 1 : What Makes a Good Salesperson for the ‘90s
Chapter 2 : Territory Planning
Chapter 3 : Territory Management: Sales is a Numbers Game
Chapter 4 : Territory Management: The Feast or Famine Syndrome
Chapter 5 : Territory Management: Tools and Techniques to Maximize Customer Visits
Chapter 6 : Selling: Steps of the Sales Call
Chapter 7 : Selling: Fact Gathering
Chapter 8 : Selling: Problem Solving/Consultative Selling
Chapter 9 : Selling: Proposals
Chapter 10 : Selling: Handling Objections
Chapter 11 : Selling: Closing
Chapter 12 : Servicing: Service
Chapter 13 : Servicing: Trade Shows
Part II : How to Become a Top-Performing Sales Manager
Chapter 14 : The Sales Manager’s Role: Super Closer?
Chapter 15 : Inheriting an Existing Organization
Chapter 16 : Professional Coaching
Chapter 17 : Conducting Territory Reviews
Chapter 18 : The Great Temptation: Overcommitment
Chapter 19 : Hiring/Interviewing
Chapter 20 : Senior Sales Management Visits
Chapter 21 : Epilogue
Appendix
Sample Revenue Plan
