The Solution-centric Organization

by Eades, Keith; Kear, Robert

• ISBN13: 9780072262643
• ISBN10: 0072262648
• Edition: 1st
• Format: Hardcover
• Copyright: 2006-06-13
• Publisher: McGraw Hill

Summary

To meet the challenges of global competition in the twenty-first century, companies in all types of industries must start defining themselves by the problems they solve rather than the products they sell. If they can make this transition, they can achieve larger sales volumes, increased revenue, and greater customer loyalty. Great companies like Microsoft, IBM, and HP are already shifting their focus from products to solutions.

Author Biography

Keith Eades is the founder, president, and CEO of Sales Performance International (SPI). He has consulted with the senior management teams of leading edge organizations and trained thousands of sales and executive management professionals on the principles of Solution Selling«.

Robert Kear is vice president of Marketing at SPI. He has more than 20 years of extensive, hands-on experience in all facets of technology industry management.

Table of Contents

Foreword	ix
Introduction	xiii
Acknowledgments	xxv
Part One: A New Sales Environment	1	(58)
Chapter 1: A Focus on Solution-Centricity	3	(18)
Chapter 2: The Solutions Bandwagon	21	(26)
Chapter 3: Common Reactions to Performance Problems	47	(12)
Part Two: Solution-Centric Concepts and Principles	59	(42)
Chapter 4: The Emergence of Pseudo-Solutions	61	(18)
Chapter 5: Four Fundamental Transformations	79	(22)
Part Three: A Practical Framework to Drive Performance Improvement	101	(38)
Chapter 6: The Value Perception Gap	103	(16)
Chapter 7: The Sales Performance Improvement Framework	119	(20)
Part Four: Sales Performance Health Check	139	(124)
Chapter 8: The Value Framework and Messaging Platform	143	(16)
Chapter 9: The Go-to-Market Approach	159	(16)
Chapter 10: Communications Alignment	175	(18)
Chapter 11: Management and Support Systems	193	(14)
Chapter 12: Sales Process and Methodologies	207	(22)
Chapter 13: Individual Skills and Knowledge	229	(14)
Chapter 14: Organizational Implications	243	(20)
Afterword	263	(4)
Index	267