The must-read summary of Keith Eades and Robert Kear's book: "The Solution-Centric Organization: Transform Your Revenue Engine to Market and Sell High Value Solutions".This complete summary of Keith Eades and Robert Kear's book "The Solution-Centric Organization" shows that, as globalisation proceeds, more and more companies are trying to differentiate themselves by offering “solutions” – loose bundles of products and services lumped together in an attempt to offset being viewed as commodities. However, this isn't enough and something more fundamental needs to change. In their book, the authors explain that in order to move from being product-centered to becoming solution-centered, there are six systemic drivers which need to be aligned. This summary presents the competitive advantage of becoming solution-centric, and gives essential concepts and principles to solution-centricity.Added-value of this summary:• Save time• Understand key concepts• Expand your knowledgeTo learn more, read "The Solution-Centric Organization" and discover the key to creating products that customers really want.
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Book Presentation:The Solution-Centric Organizationby Keith Eades and Robert Kear
About the Author
Important Note About This Ebook
Summary of The Solution-Centric Organization (Keith Eades and Robert Kear)
As globalization proceeds, more and more companies are trying to differentiate themselves by offering “solutions” – loose bundles of products and services lumped together in an attempt to offset being viewed as commodities. That’s all well and fine, but actually being solution-centric involves much more. Something much more fundamental needs to change. Solution-centric organizations define themselves not by the products or services they offer but in terms of how effectively they solve customer problems.
To move from being product-centered to becoming solution-centered, there are six systemic drivers which need to be aligned:Value framework and messaging – you need to show customer’s you want to solve their problems, not just push products.Go-to-market approach – your value propositions need to be aligned with the customers’ needs and problems.Communications alignment – all marketing messages need to convey you are a problem-solving organization.Management support systems – management actions must reinforce this solution emphasis, not dilute it.Sales processes and methodologies – must be aligned with the way customers want to buy and not the company’s own needs.Individual skills and knowledge – salespeople must be able to diagnose customer problems in order to create solutions.
“After years of training thousands of salespeople in hundreds of companies to sell solutions, we’ve discovered there is much more to effectively selling real solutions than simply educating the sales force. Solution-centricity is a significant organizational transformation, and realistically, most established companies have decades of product-centric DNA to overcome. We are immersed in a world of product-centric dinosaurs, many of who are in denial about the impending ‘commodity wars’ of the global economy. We provide a practical means for understanding what it takes to begin the transition to solution-centricity. The demand-rich era has past-the time to begin this transformation is now.”
– Keith Eades and Robert Kear
About the Author
KEITH EADES is the founder, chairman and senior managing partner of Sales Performance International, one of the largest sales improvement companies in the world. A graduate of Clemson University, Mr. Eades is the author of The New Solution Selling and coauthor of The Solution Selling Fieldbook. Over a thirty year career, Mr. Eades has worked with many top performing global organizations to help them enhance their marketing and sales productivity.
ROBERT KEAR is senior partner and chief marketing officer at Sales Performance International. He has more than twenty-five years’ experience in all facets of technology industry management. Mr. Kear, a graduate of East Carolina University, has previously founded his own software company and served as vice president of marketing for JD Edwards & Company.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
1. The competitive advantages of becoming solution-centric
Being solution-centric means your organization defines itself by the problems it solves for customers rather than by the products you sell or the services you provide. Solution-centered companies deliver value to customers by solving their immediate and long-term problems. In an era where decisions about capital expenditures are increasingly being made at higher levels within customer corporations, being solution-centered lifts your company out of the masses and elevates you to the status of a trusted partner. That is a very good foundation from which more business can be done in the future.
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