Sales Growth

Sales Growth
Автор книги: id книги: 818406     Оценка: 0.0     Голосов: 0     Отзывы, комментарии: 0 1688,41 руб.     (18,4$) Читать книгу Купить и читать книгу Купить бумажную книгу Электронная книга Жанр: Зарубежная образовательная литература Правообладатель и/или издательство: Автор Дата добавления в каталог КнигаЛит: ISBN: 9781119281061 Возрастное ограничение: 0+ Оглавление Отрывок из книги

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Описание книги

“Make sure your students follow your instructions.” That sounds like a straightforward instruction, but in fact, it’s fairly abstract. What does a teacher actually have to do to make sure students are following? Even the leader delivering this direction may not know, and the first-year teacher almost certainly doesn’t. The vast majority of teachers are only observed one or two times per year on average—and even among those who are observed, scarcely any are given feedback as to how they could improve. The bottom line is clear: teachers do not need to be evaluated so much as they need to be developed and coached. In Get Better Faster: A 90-Day Plan for Coaching New Teachers, Paul Bambrick-Santoyo shares instructive tools of how school leaders can effectively guide new teachers to success. Over the course of the book, we break down the most critical actions leaders and teachers must enact to achieve exemplary results. Designed for coaches as well as beginning teachers, Get Better Faster is an integral coaching tool for any school leader eager to help their teachers succeed. It’s the book’s focus on the actionable—the practice-able—that drives effective coaching. By practicing the concrete actions and micro-skills listed here, teachers will markedly improve their ability to lead a class, producing a steady chain reaction of future teaching success. Though focused heavily on the first 90 days of teacher development, it’s possible to implement this work at any time. New and old teachers alike can benefit from the guidance of Get Better Faster and close their existing instructional gaps. Packed with practical training tools, including agendas, presentation slides, a coach’s guide, handouts, planning templates, and 35 video clips of real teachers at work, Get Better Faster will teach you: The core principles of coaching: Go Granular, Make Feedback More Frequent, Top action steps to launch a teacher’s development in an easy-to-read scope and sequence guide The four phases of skill building: Phase 1 (Pre-Teaching): Dress Rehearsal Phase 2: Instant Immersion Phase 3: Getting into Gear Phase 4: The Power of Discourse

Оглавление

Baumgartner Thomas. Sales Growth

Foreword

Preface

Strategy 1. Find Growth Before Your Competitors Do

Chapter 1. Look Ten Quarters Ahead

Surf the Trends

Invest Ahead of Demand

Make It a Way of Life

Chapter 2. Mine Growth beneath the Surface

Find the Pockets of Growth

Look beyond Sales

Keep It Easy for the Sales Team

Chapter 3. Find Big Growth in Big Data

Harvest Every Source of Big Data

Get Personal in Selling

Put Big Data at the Heart of Sales

Strategy 2. Sell the Way Your Customers Want

Chapter 4. Master Multichannel Sales

Blend Remote Sales and Field Sales

Integrate Online and Offline

Orchestrate Direct and Indirect Channels

Bring Service Channels into the Fold

Chapter 5. Power Growth through Digital Sales

Optimize Fanatically and Often

Get Mobile to Drive Growth

Integrate Digital in a Great Omnichannel Experience

Chapter 6. Innovate Direct Sales

Engage Customers Early

Unlock Growth in Key Accounts

Pursue New Prospects Relentlessly

Chapter 7. Invest in Partners for Mutual Profit

Manage Partners as an Extension of Your Sales Force

Confront Channel Conflict Head-On

Chapter 8. Sell Like a Local in Emerging Markets

Get on the Ground

Overinvest in the Right Partners

Build Talent for the Long Term

Strategy 3. Supercharge Your Sales Engine

Chapter 9. Tune Sales Operations for Growth

Give Sales Teams More Time to Sell

Use Sales Operations to Benefit Customers

Chapter 10. Pay More Attention to Presales

Focus on Quality, Not Quantity, of Leads

Use Expertise Appropriately Before and During the Sale

Chapter 11. Get the Most out of Marketing

Capitalize on a Company-Wide Understanding of Buyers’ Needs

Smooth the Flow of Insights Between the Field and Marketing

Collaborate to Influence the Journeys that Drive Repurchase and Loyalty

Chapter 12. Build a Technological Advantage in Sales

Arm Sales Teams with Insights

Enable Channel Partners

Gear Up for Analytics

Strategy 4. Focus on Your People

Chapter 13. Manage Performance for Growth

Coach Rookies into Rainmakers

Set the Tempo of Performance

It’s Not Just about Pay

Chapter 14. Build Sales DNA

Create a Culture for the Long Term

Give Middle Managers a Starring Role

Put Together the A-Team

Strategy 5. Lead Sales Growth

Chapter 15. Drive Growth from the Very Top

Challenge the Status Quo

Galvanize Sales Teams

Role Model Change

Demand Results, Results, Results!

Chapter 16. Make It Happen

Start a Dialogue about Change

Implement the Vision

Epilogue. Reimagine Sales Growth

Go From Street-Smart to AI-Smart

Get Someone Else to do the Selling

About the Authors

Thomas Baumgartner

Homayoun Hatami

Maria Valdivieso

Acknowledgments

WILEY END USER LICENSE AGREEMENT

Отрывок из книги

SALES GROWTH

Five Proven Strategies from the World’s Sales Leaders

.....

The ability to commit in advance helped one Asian auto company crack the Indian market. As it assessed India in the late 1990s, the prospects for success for foreign manufacturers were not clear-cut. There was little doubt that the nation’s rapidly expanding middle class would boost demand for cars, but tapping into that growth from the outside was not going to be simple. A big constraint was the need to develop the right distribution network, since many of the best dealers were already tied to existing local manufacturers.

The conventional approach would be to piggyback on a local manufacturer’s network and partner with dealers in the largest cities first to gain presence quickly. This is the least expensive and fastest way to attack a new region. However, it had limited upside for the carmaker. The leading dealers tended to put their domestic brands first, and only dealers in the big cities could afford to support a second brand. Without real focus from dealers, the prospects of becoming a market leader were far from certain.

.....

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