Читать книгу Media Selling - Warner Charles Dudley - Страница 120

AttitudeHonestPositive/OptimisticCommittedConfidentCourageousCompetitiveCoachable (Open/Non‐defensive)CuriousSelf‐motivatedAssertiveFlexibleCooperativeNurturingEmotional IntelligenceSelf‐awarenessSelf‐managementSocial awarenessRelationship management InternalExternalSkillsCommunicating InternalExternalListeningUnderstanding peoplePresenting IndividualGroupsCreating Value Missionary sellingService sellingPersuasionNegotiating/ClosingAccount managementTeam leadershipKnowledgeFinancial/economic/business/categoryMarketing/Advertising/ResearchMarketProduct (your medium)CompetitorsCompetitive mediaProgrammaticPricingSales processContract terms and conditionsOpportunityProspecting/Getting appointmentsIdentifying problems (Discovery)PreparationResearching insightsSolving advertising and marketing problemsOrganizationPlanningTime managementCreating proposals and presentationsPersistenceGetting feedback on areas of needed improvement Internal feedback from bosses such as sales managersExternal feedback from clients and buyersExpertly structured deliberate practice scheduleIncredibly hard workGrit to keep going after being rejected or losing a sale

Each of the seven AESKOPP elements will be defined and explained much more thoroughly in subsequent chapters.

To use the AESKOPP approach effectively, you need to evaluate yourself based on your degree of expertise on each of the core competencies as listed in Exhibit 4.1. These AESKOPP elements and their corresponding core competencies will change with the type of media selling job, but the AESKOPP elements and core competencies in Exhibit 4.1 are a good place to start in order to define and evaluate a media salesperson’s job.

Then, salespeople should study their modified list, evaluate themselves, and then develop a plan to improve those competencies in which they lack experience or have a deficit.

The term salesperson is used because it is inclusive of a wide variety of titles salespeople in the media are assigned by their organizations: sales representative, account executive, account manager, sales consultant, radio marketing consultant, business development director, director of new business, and many more. The preferred title is account executive or account manager, which implies managing customers’ accounts, schedules, and campaigns according to what is best for a customer. Also, titles that include “consultant” should be avoided because customers need results more than advice. In this modern age of insight and solutions selling, “results generator” might be a suitable title. but this euphemism is akin to calling a janitor a maintenance engineer, so account executive or account manager are more appropriate titles. However, in this book, to avoid confusion, salesperson will be used in order to encompass all titles.

The most effective way to use this list of core competencies is to download it from the book’s website (www.mediaselling.us) and use it as a coaching instrument.

The AESKOPP approach to selling provides salespeople with an excellent way to keep track of their strengths and opportunities for improvement. A positive way to say weakness or shortcoming is to frame it as an opportunity for improvement. The core competencies list is also a valuable tool for managers because, by using a modified core competencies checklist, sales managers will have an excellent coaching tool and snapshot of a salesperson’s strengths and weaknesses and of who has high potential to become a manager.