Inhaltsangabe
What if chaos is good? What if random complexity is not the enemy, but a competitive asset instead? Could it be possible to thrive in the chaos, to actually harness it during your sales conversations?
Sales Chaos is a groundbreaking book that outlines a new paradigm that applies the latest research and the scientific principles of chaos theory to the challenges facing today's sales professional. The result of this philosophy creates a whole new approach to business, one in which sales conversations are driven by relevance, not simple activity. It's called Agility Selling.
Agility Selling is not a sales technique. Nor is it a sales process. While techniques and processes have value, Agility Selling is bigger than that. It is a genuinely fresh approach to selling, birthed by chaos and grounded in science. Agility Selling is a methodology designed to help you identify repeatable and predictable patterns in the complex world of selling so that you can consistently be more relevant than your competition and create more value for your clients.
It doesn't matter if you are new to sales or a seasoned professional; Sales Chaos provides the key information any seller should know to turn the scientific theory of Agility Selling into more relevant sales conversations and bottom-line sales results.
Learn more about the practices behind the book at www.saleschaos.com
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Über die Autorin bzw. den Autor
Tim Ohai, M.S., is the founder and president of Growth & Associates, a consulting group that focuses on solving sales and marketing problems for global and local companies, with an emphasis on changing the behaviors that drive success.
Brian Lambert, Ph.D., is a senior analyst with Forrester Research, serving technology sales enablement professionals in large- to mid-sized companies as they work to bridge the gap between go-to-market strategy and individual action with portfolio, marketing, and sales focused initiatives designed to drive relevant buyer outcomes.
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What if chaos is good? What if random complexity is not the enemy, but a competitive asset instead? Could it be possible to thrive in the chaos, to actually harness it during your sales conversations?
Sales Chaos is a groundbreaking book that outlines a new paradigm that applies the latest research and the scientific principles of chaos theory to the challenges facing today's sales professional. The result of this philosophy creates a whole new approach to business, one in which sales conversations are driven by relevance, not simple activity. It's called Agility Selling.
Agility Selling is not a sales technique. Nor is it a sales process. While techniques and processes have value, Agility Selling is bigger than that. It is a genuinely fresh approach to selling, birthed by chaos and grounded in science. Agility Selling is a methodology designed to help you identify repeatable and predictable patterns in the complex world of selling so that you can consistently be more relevant than your competition and create more value for your clients.
It doesn't matter if you are new to sales or a seasoned professional; Sales Chaos provides the key information any seller should know to turn the scientific theory of Agility Selling into more relevant sales conversations and bottom-line sales results.
Aus dem Klappentext
Praise For Sales Chaos
"Great read! A must read for anyone who wants to stay relevant with their customers." -Ryan McMichaelsales executive, OPNET Technologies
"A differentiator! We often look for what distinguishes the great reps from the rest. This book helped us identify the patterns and approaches that often go unspoken with top-performers." -Pat Musticosales vice president, Microautomation
"Old models and sales processes are just that-tired and outdated. The Buying profession has moved ahead of their counterparts in Sales. Sales Chaos will give you a unique and new lens to view the dynamics of Sales, so you can go out and do something about it."-Steve Thompson multi-billion dollar negotiator; and managing partner, Line of Sight, Inc.
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Sales Chaos
Using Agility Selling to Think and Sell DifferentlyBy Tim Ohai Brian LambertJohn Wiley & Sons
Copyright © 2011 John Wiley & Sons, LtdAll right reserved.
ISBN: 978-0-470-88601-4
Chapter One
Chaos Reigns
"Chaos results when the world changes faster than people."
Anonymous
Introduction
Daniel was driving home from work. It was 8:30 p.m. He was tired, and he knew he would have to get up early tomorrow to get ready for the big sales call with his newest major prospect. As he drove home, his mind slowly recapped the day in an attempt to identify and finalize the growing list of "to-dos" for the coming days. This morning it was up early for a quick workout, then an even quicker breakfast. Within an hour, he had skimmed the daily newspaper as well as four major news websites while simultaneously getting dressed for the day. He had also read two earnings call transcripts from his biggest clients and accomplished a quick scan of his smart phone to determine whether any fires had popped up within his customer base overnight. Luckily for him, things were mostly under control—just an email from his boss asking for an update on three of his opportunities before 2:00 p.m. today (some sort of meeting prep with the Sales VP, he assumed). A quick review of his daily calendar and he was out the door.
The day unfolded around three big sales meetings (sales calls) that he ran today. Two were with prospects, and one meeting was with a client he'd had for about a year. The three meetings were with various levels of decision-makers (some higher in their organization with decision-making power and some lower in their organization but who held considerable influence on others in the organization). None of the meetings today were with a single person. As usual, there were as many as seven people and as few as two people in these meetings. Of course, he was able to talk about the benefits and value of all his 100+ products and fifteen services during his meetings. He was able to discuss pricing options while negotiating price in one of those meetings. "I think I did pretty well on that," he thought to himself. In each of his three calls, the competition was brought up, and he was able to explain his organization's unique value proposition in a way that bashed the competition, but still made a strong case for his company's solution.
Still driving home from work, Daniel took a mental tally and reviewed each of the sales meetings, in an attempt to mentally debrief how well he had done and identify any areas for clarification or possible questions from the people he had met with. During the day, he had managed to arrive on time to all his appointments and keep his energy level up. Now, looking at his face in the rearview mirror, he realized that exhaustion was finally taking over. "At least the day is almost over," he thought.
When he pulled into the driveway it was 9:05 p.m. Looking at his briefcase in the car seat next to him, he instinctively knew what he needed to do. He pulled out his notebook and reviewed the day's notes and made a list of follow-up actions that were highly urgent and another list of actions that could come later. He pulled out a couple of brochures that he had carried with him today. "I never hand these things out," he thought, but he put them right back in their usual briefcase pocket.
He opened up his daily calendar to the day's date and reviewed his notes from the phone calls he had made between his three sales meetings. Daniel quickly highlighted the internal communications and coordination he needed to accomplish in the coming hours in order to keep momentum up with his sales opportunities. "A pretty productive day, but again no sales were closed," he sighed. He finally got out of his car and went inside.
A brief glance at the clock showed it was now 9:15 p.m. He quickly flipped forward in his calendar to skim the remaining three days of the week. The next couple of days had three sales calls each, and then there was Friday. Friday was the quarterly planning meeting at the regional office that began with what Daniel called the "dog and pony show"—individual sales pipeline reviews with the entire team as the audience. "At some point, I have to prepare my whole portfolio of customers and update my spreadsheets ... and finish my account plans," he thought wearily. "But at least I have a few more days to do it. And besides, as the number one person this quarter, they'll probably cut me some slack."
Sounds familiar, doesn't it? If you are anything like Daniel, the world of professional selling is a constantly moving one. One that requires you to work many long hours for the kind of success that comes far too infrequently. But even when you look at Daniel's story, he is still experiencing success (at least for this quarter). Can you tell why? More specifically, could you do the same thing?
Taking Inventory
Defining what it takes to be successful in sales is arguably the most difficult part of the job. Considering how visible sales results are, any and all missteps can be immediately obvious. And if you are the one experiencing the missteps, the list of excuses for the poor performance can be as long as your arm.
Pause. Let's try an exercise. Picture yourself falling behind in your sales performance. What is causing this current situation? Is it just your personality that is getting in the way? Probably not. Is it some knowledge that you are missing? Perhaps. Is it a set of skills that have slowly lost their value over time? Could be. In fact, it could be all of these factors, and more, contributing to your poor performance. But if we switched the exercise around so that you are now experiencing wild success, how quickly would you lock into one or two factors to define your high performance?
No matter how you slice it, chances are you won't be able to pinpoint the one thing that makes you successful. In other words, there are no "silver bullets" for success. No matter what your personality type is, or the knowledge and skill you posses, or any other factor you can come up with, one thing is for certain: You must continuously adapt to the world around you. Better yet, you must continuously learn if you want your success to be repeated.
So how do you keep learning? To be more specific, how do you find time to learn about new products, stay on top of the competition, keep up with industry trends, update your customer relationship management [CRM) tool, maintain a constant flow of communication internally, show up to meetings on time, understand where each buyer is in the decision-making process, serve as the "face of the company," and keep up the momentum? From internally focused actions that require an immediate response to externally focused collaboration that must be strategically managed, how do you stay on top of it day after day? After all, it seems a little random and chaotic doesn't it?
Or to simplify the question, how do you manage the chaos of sales?
Chaos—The Final Frontier
That's right, we said it. Chaos—the final frontier. Sounds like science fiction, right? To be fair, there is a bit of science geek to it, but the bigger truth is if you are living in the reality of today's business, you are probably swimming in it. Chaos, that is.
If Daniel's story resonated with you at all, think about all the complexity you wrestle with in your business...
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Sales Chaos: Using Agility Selling to Think and Sell Differently
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