Getting the Second Appointment – How to Close Any Sale in Two Calls
How to CLOSE Any Sale in Two Calls!
Paperback Engels 2004 9780471487234Samenvatting
In this book
, Anthony Parinello sales guru and trainer to over one million salespeople presents tried–and–true techniques for getting invited back for a second interaction with potential prospects and customers. This three–part book uses the sort of practical feet–in–the–street style that Parinello s followers love to teach salespeople the down–to–earth how–to s of getting the second appointment and performing Parinello s proven two–call close.
Specificaties
Lezersrecensies
Inhoudsopgave
<p>Acknowledgments.</p>
<p>Introduction.</p>
<p>CHAPTER 1: Success and Your Sales Career.</p>
<p>The Complacency Challenge.</p>
<p>A Word about Self–Sabotage.</p>
<p>To the Importance of Overcoming Success Phobias.</p>
<p>Take a Deep Breath . . . .</p>
<p>Change the Message, Change the Results!</p>
<p>Mastering the Process and Getting the Appointment!</p>
<p>Here s Our Starting Point.</p>
<p>Keep Your Commitments.</p>
<p>CHAPTER 2: Who s Who in Your Target Organization?</p>
<p>Target People with Influence.</p>
<p>Target People with Authority.</p>
<p>Target People with the Authority to Approve.</p>
<p>Second Meetings and the Trilogy of Your Sales Cycle.</p>
<p>Reality Check: Your Hottest Prospect.</p>
<p>CHAPTER 3: Four Categories.</p>
<p>Silent Adversaries, Silent Allies.</p>
<p>The Role of the Recommender.</p>
<p>The Influencer s Role.</p>
<p>The Decision Maker s Role.</p>
<p>The Approver s Role.</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 4: Selling Across the Enterprise.</p>
<p>Principle 1: Think Outside the Owner s Manual.</p>
<p>Principle 2: Invest Your Time Intelligently.</p>
<p>Principle 3: Think Lifetime Value By Aligning Your Sales Process to the Organization.</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 5: Pathways to the Right Second Appointment.</p>
<p>Exploring.</p>
<p>Initiating.</p>
<p>Sponsoring.</p>
<p>Leveraging.</p>
<p>CHAPTER 6: Building a Foundation.</p>
<p>Visualization.</p>
<p>The Ultimate Sales TIP.</p>
<p>TIP Step One.</p>
<p>TIP Step Two.</p>
<p>A TIP Example.</p>
<p>Don t Leave Home (or Your Off ice) Without It.</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 7: Putting It All Together.</p>
<p>What We Know for Sure.</p>
<p>Defining the Sales Process.</p>
<p>Your Constant Improvement Campaign (CIC).</p>
<p>A Thing of Beauty.</p>
<p>Time to Revenue.</p>
<p>Managing Your Process, Not Your Time.</p>
<p>Priority One: Revenue Activity.</p>
<p>Priority Two: Conversion Activity.</p>
<p>Priority Three: Sponsorship Activity.</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 8: The Five Deadly Sins of Appointment Setting.</p>
<p>Sin Number One: Talking, Not Speaking.</p>
<p>Sin Number Two: Using Bad Language.</p>
<p>Sin Number Three: Monopolizing the Conversation.</p>
<p>Sin Number Four: Stretching the Truth.</p>
<p>Sin Number Five: Being a Space Invader.</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 9: Points of Entry.</p>
<p>Interacting with the Recommender.</p>
<p>When Posing Questions to a Recommender.</p>
<p>Interacting with the Influencer.</p>
<p>Key Winning Results for the Influencer.</p>
<p>When Posing Questions to an Influencer.</p>
<p>Interacting with the Decision Maker.</p>
<p>When Posing Questions to a Decision Maker.</p>
<p>Interacting with the Approver.</p>
<p>When Posing Questions to an Approver.</p>
<p>The Best Call You Can Make.</p>
<p>CHAPTER 10: 10 Principles for Delivering More Second Appointments.</p>
<p>A True Story about Effective Targeting on the First Appointment.</p>
<p>Another True Story about Effective Targeting on the First Appointment.</p>
<p>Go Beyond Your Comfort Zone.</p>
<p>CHAPTER 11: Three Strategies to Appointment Success.</p>
<p>Key #1: Establishing Your Target and Building Credibility before Your First Appointment.</p>
<p>Key #2: Know How to Build Rapport with Your Prospect.</p>
<p>Key #3: Determining Your Contact s Criteria for Evaluating Your Message.</p>
<p>Matching the Criteria.</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 12: Your Appointment Agendas.</p>
<p>Functions.</p>
<p>Features.</p>
<p>Advantages.</p>
<p>Benef its.</p>
<p>What s Next?</p>
<p>First–Appointment Issues for the Recommender.</p>
<p>First–Appointment Issues for the Influencer.</p>
<p>First–Appointment Issues for the Decision Maker and the Approver.</p>
<p>Your Appointment Matrix.</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 13: Your Four Goals for the First Meeting.</p>
<p>Tell Em, Sell Em.</p>
<p>What Should You Try to Accomplish during the First Appointment?</p>
<p>Entrances and Exits.</p>
<p>Do Logo Gifts Really Deliver Customers? Two True Stories.</p>
<p>CHAPTER 14: Presenting Your Ideas with Conviction.</p>
<p>Your Convictions Must Be Convincing.</p>
<p>Eight Habits of Highly Committed Salespeople.</p>
<p>Don t Get Carried Away by Your Confidence (A True Story).</p>
<p>Patience Is a (Sales) Virtue!</p>
<p>CHAPTER 15: Going Past the Sale.</p>
<p>Play It Cool with Recommenders.</p>
<p>Play It Cool with Influencers.</p>
<p>Play It Cool with Decision Makers.</p>
<p>Play It Cool with Approvers.</p>
<p>Now, You Give It a Try.</p>
<p>CHAPTER 16: Needs and Wants.</p>
<p>Questions to Ask Yourself.</p>
<p>Studying Needs.</p>
<p>Uncovering Needs with the Approver (Typically a Driver Personality).</p>
<p>Uncovering Needs with the Decision Maker (Typically an Expressive Personality).</p>
<p>Uncovering Needs with the Influencer (Typically an Analytic Personality).</p>
<p>Uncovering Needs with the Recommender (Often an Amiable Personality).</p>
<p>What Happens Next?</p>
<p>Mind the GAP.</p>
<p>What Else Goes with the GAP Analysis?</p>
<p>Lock in What You ve Learned.</p>
<p>CHAPTER 17 The Rules of Correspondence.</p>
<p>Recommender: Write from Functions to Features.</p>
<p>Influencer: Write from Features to Functions.</p>
<p>Decision Maker: Write from Advantages to Benefits.</p>
<p>Approver: Write from Benefits to Advantages.</p>
<p>Putting Postage on Your Correspondence.</p>
<p>Lock In What You ve Learned.</p>
<p>CHAPTER 18: Keys to Telephone Success.</p>
<p>General Observations.</p>
<p>Lock In What You ve Learned.</p>
<p>CHAPTER 19: The First Appointment Tactical Approaches.</p>
<p>Reality Check.</p>
<p>What to Say.</p>
<p>Do You See What s Happening Here?</p>
<p>What If the Approver Picks up the Phone?</p>
<p>If You Get Dumped into Voice Mail.</p>
<p>The Squeeze Play.</p>
<p>The Third–Party Introduction.</p>
<p> Tactical Air Support from Your CEO, President, or Owner.</p>
<p>Lock In What You ve Learned.</p>
<p>CHAPTER 20: Action Items Windows on the Second Appointment.</p>
<p>Action Items for Recommenders.</p>
<p>Action Items for Influencers.</p>
<p>Action Items for Decision Makers.</p>
<p>Action Items for Approvers.</p>
<p>Practice Makes Patience.</p>
<p>CHAPTER 21: The 10 Powers.</p>
<p>Are You Ready?</p>
<p>The 10 Power Steps.</p>
<p>Lock In What You ve Learned.</p>
<p>Index.</p>
<p>A Special Offer.</p>
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