Читать книгу Social Selling Mastery - Shanks Jamie - Страница 12

I have taken two very deliberate steps in creating this book for you:

1. This book is very tactical.

I want you and your organization to have the road map to social selling success. You're going to notice very quickly that we spend little time making the case for social selling in your organization. The why has been beaten to death; there are hundreds of articles online available for your review. My assumption is that you've purchased this book because your organization is stuck at Level 1 or Level 2 and you need the road map to Level 3, Social Selling Mastery. I promise you one thing: This book is very tactical and applies to both an individual, quota-carrying sales professional, all the way to a senior C-level executive rolling out a global training program. I will have accomplished my goal for this book if you feel it becomes your bible for social selling. You're getting a brain dump of four years of expertise with hundreds of customer engagements and an outline of best practices from Sales for Life. I legitimately want to change your life and the success trajectory of your organization.

2. Social selling at Scale

Scale – this is the missing ingredient of every book and training program claiming to be on social selling I've encountered. Their programs have done an admirable job of helping sales professionals kick-start their social selling activities. Unfortunately, they haven't approached social selling as a global initiative, littered with the complexities of multiple departmental stakeholders, training deliverables that reinforce behavioral change, and global KPI measurements that drive a real sales impact to your company's bottom line. Social selling execution based on the individual sales professional's activities is like sailing a ship without a course. Based on an independent study conducted by Feedback Systems with over 300 sales professionals with insight from Sales for Life, PeopleLinx, Sales Readiness Group, VorsightBP, and Sandler Training, we found that 69 percent of social sellers were self-taught, with no formal training, and they couldn't bottle their process.1 These pockets of successful social sellers could hardly articulate what made their process so special. The problem this poses for your organization is simple: Core performers (typically 50 to 70 percent of your sales force) are not executing the same playbook as your high performers. According to the Corporate Executive Board, “Boosting Core Performers' sales performance by 5 % will result in a 60 % higher increase in revenue, than firms that increase their High Performers' sales performance by 5 %.”2 This statement is obvious when you factor in the importance of scale. This is exactly why you need to look at social selling as part of a synergistic ecosystem. In keeping with this approach, all elements of this book are equally important; they are not just tips for sales professionals to execute in their own vacuum. This book has designed a daily sales cadence for every sales professional in your organization. There are also key steps for frontline sales managers, sales operations and sales enablement, and digital marketing. All of these business units must learn, execute, and measure in unison.

Before you dig in, here's an important tip: Don't skip sections, even if they're not part of your current job description. While this book is organized by job-function sections, please read each section in detail. I wrote each section to speak directly to the leader of that applicable job function. If you're in a part that doesn't align to your current role, still read it. Read that part and its applicable chapters as if you were the leader. The only way you'll become the ultimate social seller is if you understand how the entire ecosystem works in unison. I'd like you to gain an appreciation for how each department is critical for social selling success.