The New Power Base Selling Master The Politics, Create Unexpected Value and Higher Margins, and Outsmart the Competition

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2012-05-08
  • Publisher: Wiley
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Power Base Selling, originally published in 1990, left the readers with an outline of Holden's now famous "Four Stages of Sales Proficiency," including "The Glass Ceiling Effect," which described sellers' difficulty in breaking through from "Stage II" to "Stage III" selling, which can be the difference between winning and losing deals. This book is a revised an retitled edition of Power Base Selling, and explains how competitive selling is as much a matter of politics as management science. The book will help salespeople sell more by: Finding People with Influence Creating Demand vs. Servicing Demand in Large Accounts: Using political strategy to build a powerful account feedback loop. Advancing Personal Agendas Support Base Mapping: how to overcome the common hurdles and mistakes Foxes: the heart of the Power Base New Situational Power Bases: The rise of procurement and buying committees Implications of Social Media: how LinkedIn, Facebook, Twitter, etc. come into play. The book is based on data from one of the most comprehensive empirically based studies in the sales training industry, collected from 1998 - 2010 by Holden International, involving 28,000 B2B sellers in 35 countries.

Author Biography

Jim Holden is the CEO and founder of the sales consulting and training firm Holden International; a global leader in sustainable sales performance improvement. Through its ability to apply unconventional thinking that enables companies to defeat competitors and develop accounts, while providing their customers with unexpected value, Holden has improved the performance of over 700,000 salespeople in 35 countries since its founding in 1979. Mr. Holden's previous books include Power Base Selling, World Class Selling, and The Selling Fox.

Ryan Kubacki (MBA, Harvard) is President of Holden International and a recognized authority in making business development a sustainable competitive advantage. Prior to joining Holden, Mr. Kubacki was with Microsoft Corporation, where he held sales and marketing leadership roles in both the field and headquarters, including directing sales operations and field marketing for an 18-state region with a $1.4 billion quota.

Table of Contents

Forewordp. xvii
Acknowledgmentsp. xix
Sales as a Management Sciencep. 1
Seeing the Invisiblep. 3
It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.
The MBA of Sellingp. 13
Learning is like rowing upstream; not to advance is to drop back.
Politicsp. 29
Influence and Authorityp. 31
The secret of my influence has always been that it remained secret.
Foxes: The Heart of the Power Basep. 45
With foxes we must play the fox.
Power Base Types and Implicationsp. 61
Sticks in a bundle are unbreakable.
Fox Hunting and Power Base Mappingp. 73
Nothing has such power to broaden the mind as the ability to investigate systematically.
Gaining Political Advantagep. 93
Recognition is the greatest motivator.
Unexpected Valuep. 113
Moving Up the Sales Value Chainp. 115
Now my eyes are turned from the South to the North, and I want to lead one more expedition. This will be the last … to the North Pole.
Building Expressions of Customer Valuep. 123
Make no little plans; they have no magic to stir men's blood.
Creating Demand to Displace Competitorsp. 139
A wise man will make more opportunities than he finds.
Strategyp. 157
Introduction to Compete Strategyp. 159
All men can see these tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved.
Competitive Differentiationp. 165
If you know the enemy and know yourself, your victory will not stand in doubt.
The Direct Strategy: Traditional and Nontraditional Applicationp. 179
The truly wise can perceive things before they have come to pass.
The Indirect Strategy: Changing the Ground Rulesp. 187
Appear where you are not expected.
The Divisional Strategy: Peaceful Coexistencep. 199
If the enemy's forces are united, separate them.
The Containment Strategy: Transition Back to Indirectp. 207
Though the enemy be stronger in numbers, we may prevent him from fighting.
Epilogue: Helping Others Elevate the Sales Professionp. 217
Lead me, follow me, or get out of my way.
Indexp. 223
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