Реклама. ООО «ЛитРес», ИНН: 7719571260.
Preface
Chapter One: INTRODUCTION
Chapter Two: FEAR/ANXIETY (“MY LUCK MAY HAVE RUN OUT”)
Interview Tips:
Management Tips:
Chapter Three: SHORT-TERM SCOPE OF FOCUS
INTERVIEW TIP:
MANAGEMENT TIP:
Chapter Four: NEED to FEEL IN CONTROL
Management Hint:
Chapter Five: GRIT
INTERVIEW TIP:
MANAGEMENT TIP:
Chapter Six: CURIOSITY
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MANAGEMENT TIP:
Chapter Seven: ASSUMPTION OF SUCCESS
INTERVIEW TIP:
MANAGEMENT TIP:
Chapter Eight. USE OF PLANS AND MENTAL RE-PLAYS
INTERVIEW TIP:
MANAGEMENT TIP:
Chapter Nine: SOCIAL INTELLIGENCE
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MANAGEMENT TIP:
Chapter Ten: REFERRAL REQUESTS
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Chapter Eleven: MIRRORING BEHAVIOR
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Chapter Twelve: FINAL THOUGHTS ON MANAGING TOP SALES REPS
ADDENDUM
Everybody wants to have Top Sales Reps. But few managers understand what makes them tick. They are different, and they need different management attention. This book is about Top Sales Reps—sales professionals who are consistently top performers.
This book does NOT answer the question, “What does it take to be a great sales person?” You probably have seen hundreds of lists and books that try to answer that question. It is likely that most Top Sales Reps have many of the characteristics posted in such lists, but having many of those characteristics does not mean the person is a Top Sales Rep. Ask any Sales Manager.
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So what does it take to be a great sales person, a Top Sales Rep? It depends. It depends on the sales job and the environment. And in fact, the magic formula is not known.
The basic problem with these lists is that they are a list of traits and attitudes that sound good. Probably many Top Sales Reps have most of these traits. But so do a lot of average sellers.
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