Sales Training Books

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Books Sales Professionals might like to Read

While developing out new website for Sales Training Consultants, we thought it would be a good idea to provide a reading list for sales people wanting to develop their sales skills and knowledge. So, here it is, divided into various sub-categories for ease of use:

Selling Skills

* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know, Kevin Davis. New York: Random House, 1996. (ISBN 0-8129-2628-5)
* Stop Selling and Start Partnering, Larry Wilson
* Changing the Game, Larry Wilson. New York: Simon and Schuster, 1987.
* SPIN Selling, Rackham, Neil. New York: McGraw Hill, 1988.
* Solution Selling by Michael T. Bosworth (Irwin Publishing, 1995).
* Samurai Selling: The Ancient Art of Service in Sales by Chuck Laughlin, Karen Sage and Marc Bockmon (St. Martin’s, 1993).
* The 25 Sales Habits of Highly Successful Salespeople , by Stephan Schiffman (Adams Publishing, 1994).
* The AMA Handbook of Successful Selling, by Bob Kimball (NTC Publishing Group, 1993).
* The Selling Bible: For People in the Business of Selling, by John L. Lawton (Council Oaks Distribution, 1995)
* Closing Tactics, Andoni Lizardi
* Negotiate to Close, Gary Karass
* Ziglar on Selling, Zig Ziglar. Nashville, TN: Ziglar Corporation, 1991.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. ISBN: 0-7863-0738-2.
* Selling to VITO: the Very Important Top Officer, Anthony Parinello, Massachusetts, Bob Adams, 1994.
* Selling to the Top, David A. Peoples. New York, John Wiley & Sons, 1994.
* Sales Reengineering From the Outside In, Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* Strategic Selling, Stephen Heiman and Robert Miller.
* Conceptual Selling, Stephan Heiman and Robert Miller. Berkeley, CA: Miller Heiman, 1987.
* Selling the invisible, Harry Beckworth
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, Jay Conrad Levinson, Orvel Ray Wilson and Bill Gallagher (Houghton Mifflin, 1992).

Business Acumen

* The One to One Future: Building Relationships One Customer at a Time, by Don Peppers and Martha Rogers (Doubleday, 1993).
* The Monster Under the Bed by Stan Davis & Jim Bodkin. (Simon and Schuster, 1994).
* Corporate Life Cycles: How and Why Corporations Grow and Die and What to Do about It by Izak Adiches. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Little Black Book of Business Math, by Michael C. Thomsett. (New York: Anacom, 1988).
* The Art of War, by Sun-Tzu (Delacorte, 1989).
* The Goal, by Eliyahu M. Goldratt (North River Press, 1992).
* The E Myth: Why Most Small Businesses Don’t Work and What to Do About It by Michael E. Gerber (Harper-Business, 1990).
* The Popcorn Report: The Future of Your Company, Your World, Your Life by Faith Popcorn (Harper-Business, 1992).
* Finance and Accounting for Non-Financial Managers by William G. Droms, (Reading MA: Addison Wesley, 1990).
* The Vital Difference: Unleashing the Powers of Sustained Corporate Success, by Frederick G. Harmon and Garry Jacobs, (AMACOM, 1985).
* What They Don’t Teach You at Harvard Business School, Mark H. McCormack, (Bantam Books, 1984).
* Zap, the Power of Empowerment by Jeff Cox.
* Marketing, by Robert D. Hisrich (Barron’s Educational Series, 1990).
* Multi-Level Marketing: The Definitive Guide to America’s Top MLM Companies (Summit Group, 1993).
* Relationship Marketing: Successful Strategies for the Age of the Customer, by Regis McKenna (Addison Wesley, 1993).
* How to Drive Your Competition Crazy, Guy Kawasaki.
* The Ten-Day MBA : A Step-By-Step Guide to Mastering the Skills Taught in America’s Top Business Schools @amazon.com
* The Complete MBA For Dummies @amazon.com
* Financial Statements : A Step-By-Step Guide to Understanding and Creating Financial Reports @amazon.com
* Business Planning : 25 Keys to a Sound Business Plan (The New York Times Pocket MBA Series) @amazon.com
* Tracking & Controlling Costs : 25 Keys to Cost Management (The New York Times Pocket MBA Series) @amazon.com
* Forecasting Budgets @amazon.com

Strategic Sales Planning

* The Magic Lamp: Goal Setting for People Who Hate Setting Goals, Keith Ellis, Three Rivers Pr., 1998, ISBN: 060980166X.
* Achieving Individual and Team Goals, Terry R. Bacon, Thomas Doggett, International Learningwork, 1996, ISBN: 1577400135.
* The Agile Manager’s Guide to Goal-Setting and Achievement (The Agile Manager Series), Walter Wadsworth, Velocity Pub., 1998, ISBN: 0965919323.
* All About Goals and How to Achieve Them, Jack Ensign Addington, Devorss and Co (Txp), 1977, ISBN: 0875162371.
* 10 Minute Guide To Planning (10 Minute Guides), Edwin E. Bobrow, IDG Books Worldwide, 1997, ISBN: 0028618181.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. (ISBN 0-7863-0738-2)
* Sales Reengineering From the Outside In, by Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* First Things First, Steven Covey, Roger Merrill and Rebecca R. Merrill (Simon & Schuster, 1994)
* Winning the Fight between You and Your Desk by Jeffrey J. Mayer (Harper Business, 1994)
* Strategic Selling, Heiman, Stephen and Miller, Robert.
* Conceptual Selling, Heiman, Stephen and Miller, Robert. Berkeley, CA: Miller Heiman, 1987.
* Successful Large Account Management, by Robert Miller
* Major Account Sales Strategies, by Neil Rackham. New York: McGraw Hill, 1989.
* Managing Major Accounts, Neil Rackham
* Stop Selling and Start Partnering, Larry Wilson
* Power of Consultative Selling, Bryce Webster
* Organizational Capability: Competing from the Inside Out, by Dave Ulrich and Dale Lake, (John Wiley and Sons, 1990).
* Getting to Yes: Negotiating Agreement without Giving In, Fisher and Uri.
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, by Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, by Jay Conrad Levinson, Orvel Ray Wilson, and Bill Gallagher (Houghton Mifflin, 1992).

Customer Focus

* Discipline of Market Leaders, Treachy, Michael and Wiersema, (Addison Wesley, 1995)
* Brain Power: Learn to Improve Your Thinking Skills , Karl Albrecht. Prentice Hall, 1987.
* Seven Habits of Highly Effective People. Stephen R. Covey. New York: Simon & Schuster, 1990.
* Raving Fans: A Revolutionary Approach to Customer Service , Ken Blanchard and Sheldon Bowles. New York, William Morrow & Co., 1993. ISBN 0-688-12316-3.
* Stop Selling and Start Partnering, Larry Wilson & Hersch Wilson.
* One-to-One Marketing, Martha Rodgers and Don Peppers.
* The Customer Driven Company: Moving from Talk to Action , Richard C. Whiteley. Addison Wesley, Reading, MA, 1991. ISBN 0-201-57090-4.
* Customer Centered Growth: 5 Strategies for Building Competitive Advantage, Dianne Hessen and Richard Whitely. Addison Wesley, Reading, MA, 1996. ISBN: 0-201-47967-2.
* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know , Kevin Davis. New York, Random House, 1996. ISBN 0-8129-2628-5.
* Changing the Game, Larry Wilson, New York, Simon & Schuster, 1987.
* Solution Selling, Michael T. Bosworth. Irwin Publishing, 1995.
* Customer Visits: Building a Better Market Focus , Edward F. McQuarrie, Sage Pubns., 1998, ISBN: 0761908838.
* Customer Focus: A Strategy for Success, Roger Langevin, Bill Christopher, Crisp Pubns., 1998, ISBN: 1560524855.
* The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market , Michael Treacy, Frederik D. Wiersema, Perseus Pr., 1997, ISBN: 0201407191.
* Implementing Quality With a Customer Focus , David N. Griffiths, Quality Resources, 1991, ISBN: 0873891104.

End User Effectiveness

* All Consumers Are Not Created Equal, Garth Hallberg. John Wiley & Sons, 1996. 320 pages.
* Real Time, Regis McKenna. Harvard Business School Press, 1998.
* Enterprise One to One, Don Peppers and Martha Rogers, Ph.D. Currency Doubleday, 1997.
* Keeping the Edge, Dick Schaaf. Dutton, 1995.
* Customer-Centered Growth, Richard Whiteley and Diane Hessan. Addison-Wesley, 1996.
* Strategic Customer Alliances : How to Win, Manage, and Develop Key Accounts @amazon.com
* Key Accounts Are Different : Sales Solutions for Key Account Managers @amazon.com
* Account Management (Building Service Management Program) @amazon.com
* Successful Large Account Management by Tad Tuleja(Contributor), et al @amazon.com
* Key Account Management: The Route to Key Supplier Status by Peter Cheverton @amazon.com
* Key Account Management: Maximizing Profitability from Major Customers by John Rock @amazon.com

Negotiation Skills

* Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and Bill Ury (Viking Penguin, 1991).
* Getting Past No, Bill Ury (Viking Penguin, 1993)
* The Tao of Negotiation by Joel Edelman and Mary Beth Crain (Harper Business, 1993).
* How to Out-Negotiate Anyone (Even a Car Dealer) by Leo Reilly (Adams Publishing, 1993).
* Major Account Sales Strategies, by Neil Rackham (McGraw Hill, 1989).
* The Complete Negotiator, Gerard Nierenberger, (Berley Books, 1986).
* The Negotiation Toolkit: How to Get Exactly What You Want in Any Business or Personal Situation @amazon.com
* Deal Power: 6 Foolproof Steps to Making Deals of Any Size by Marc Diener @amazon.com
* The Power of Negotiating: Strategies for Success by Mike R. Stark @amazon.com
* The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success by Deborah M. Kolb, Judith Williams @amazon.com

Channel Partner Effectiveness

* The channel advantage, Lawrence Friedman and Timothy Furey
* Market-Based Management: Strategies for Growing Customer Value and Profitability, 2nd edition, (Prentice Hall, 2000) – Roger Best – Part III Tactical Marketing Strategies Chapter 9
* Make Your Dealers Your Partners Harvard Business Review, March-April 1996, pp. 89-96.
* Rethinking Distribution: Adaptive Channels Harvard Business Review, July-August 1996, pp. 112-120. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Sales Rep Navigator: How to Find the Perfect Sales Rep or Distributor for Your Business, @amazon.com
* How to Market Your Product Through Distributor sales Networks, @amazon.com
* Planning Telephone Sales: Handbook for Distributor Management, @amazon.com
* The Channel Advantage : Going to Market With Multiple Sales Channels to Reach More Customers, Sell More Products, Make More Profit @amazon.com
* Channel Champions: How leading companies build new strategies to serve customers @amazon.com

Computer Skills

* Lotus Notes for Dummies, @amazon.com
* PowerPoint for Dummies, @amazon.com
* Excel for Dummies, @amazon.com
* Word for Dummies @amazon.com

Marketing Management Process

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Marketing Management is a business discipline which is focused on the practical application of marketing techniques and the management of a firms marketing resources and activities.

Marketing trend is the most of the business units make the production in the anticipation of demand. In these circumstances, if the insist dose not takes place according to the expectations in the fixed period, and then individual efforts are to be made for this. It is clear that the extent to which the sale is more to that extent the working capital cycle will also be speedy and the profitability of the unit also increases. In short, the power of the business unit and long life depend on the sales. In the same way the employment opportunity arises due to growth of the business.

The activity of entire useful services necessary for the business activities increases and as a result the economic development of the country also becomes possible. Thus, the sales activity has a special importance. In the developed countries about 50% and in developing countries about 20 to 40% of employed personals are engaged in marketing activity. So, it is necessary to put special weight age on the marketing management process.

2. Meaning of Marketing Management process: Marketing is not just an advertisement or a process of sales or distribution. Actually, the analysis of market opportunities and formation of marketing strategy are also included in marketing management process.

In a simple definition The process related with the formation of marketing strategy and implementation means marketing management process.

As said by Philip kilter, the marketing process consists of marketing opportunities, researching and selecting target markets designing marketing strategies, planning marketing programmes and organizing, implementing and controlling the market efforts.

Marketing Management process is a part of business activity related to the sale of profitable products in the targeted market. It includes the analysis of business opportunities, selection of targeted market, formation and effective implementation of the marketing strategy.

3 Stages of marketing management process:

Following stages are included in the marketing management process:

[1] Examine marketing opportunities.
[2] Searching and selecting target markets and audience.
[3] Formation of marketing strategy.
[4] Preparation of marketing programme
[5] Implementing and controlling the marketing efforts

Actually large totes are generally bothersome within style with Bottega Veneta Sales

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Actually large totes are generally bothersome within style with Bottega Veneta Sales

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How To Convince A Recruiter That You Are The Perfect Fit

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A lot of people have a negative stigma on the term “salesman.” When we think about that word, we conjure an image of that pesky door-to-door salesman in the worn suit, trying desperately to get you to answer the door so that you listen to him for 30 seconds because he can change your life when you buy his Tupperware (Whew, that was a mouthful!)

Well, no, that’s not the way it works. In the real world, everyone is a salesperson of some kind or another, you just don’t realize it. Salespeople are good. Matter of fact, salespeople are great! They make the world go around!

So why are you a salesperson? Well, you sold your university on admitting you to their institution. You might have sold your parents on paying for it. These “sales” may not have been too difficult, but you did them anyway.

Your next big sale is to sell a company on hiring your services! The point I’m trying to make here is that you really need to prepare for your Career fair and for your interviews like you might prepare for a sales call:

Finding out what the company is looking for, what their “ideal candidate” attributes are, and then by explaining how you match those to a T.

Ask questions like:

“What kind of attributes are you looking for in your ideal candidate for this position?”

“Describe for me your ideal candidate.”

“What kinds of specific skills are you looking for?

Use these questions to get them talking, and then probe them with follow up questions for clarification and more detail as you see fit. Asking these questions will give you a great picture of what they’re looking for in the candidate they want to hire. After that, you need to “sell” them on how you match their needs.

Now that you know what recruiters look for, it’s time to talk about how you can convince them that you are their ideal college student candidate.

For some people, this may be difficult, for others, this may be easy. Something that was brought up at a conference recently was the example of an Olympic athlete who was quite nervous before competing. His coach simply said to him “this is just like we did in practice. Nothing different, just another practice.” This athlete went on to win the gold medal.

If we apply that principle to our interviewing, it’s very easy to see that a bit of planning and practice on your interview responses can make all the difference in your outcome.

Planning properly is the key to the whole game, and since you’ve already gotten the answers from your recruiters, it’s all laid out for you! With the end in mind of showing a recruiter that you have “xyz skill,” work backwards from there. If they are looking for those set of skills, what kind of questions would you anticipate them asking during an interview?

For example, if a recruiter wants to see that you are technically competent, they’ll probably ask you questions along the lines of “tell me a time you were challenged by a technical problem, and what you did to overcome it.”

If they are looking for leadership, they might ask “Tell me about a time when you showed leadership.”

Once you have a few questions you think they’ll ask lined up, then you can formulate your answers. Answers should be in the STAR format as my book discusses and shows you how to formulate.

With all of your answers, you want to make sure that every example relates somehow to the attributes they are looking for. If it doesn’t directly relate, but you still have to use it anyway, make sure you can somehow explain to the recruiter how that attribute is transferable to their position.

Now you just need to practice running through your answers a few times, and you’re all set!

Why Pennsylvania Needs Sunday Hunting

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Few states have a stronger hunting tradition than Pennsylvania.

As the firearms deer season approaches, for example, whole neighborhoods smell like Hoppes #9. Wives search vainly for husbands, who have quietly disappeared to get in a few hours of pre-hunt scouting. On Opening Day, schools close because so many students, not to mention teachers, are absent anyway. By nightfall, deer camps are full of bucks hanging from meat poles and every other pickup you see on the road has deer hooves or antlers sticking up over the tailgate.

At least thats the way it used to be.

But the number of hunters in Pennsylvania is dropping, as it is nationwide. In Pennsylvania, there has been a 28 percent decline in license sales between 1981 and 2006. There is a long list of reasonsurbanization, expense, lack of time, overly restrictive regulations, anti-hunting attitudes, etc.

Of these reasons, lack of time, might actually be one of the easier problems to solveby allowing citizens to hunt on Sunday.

Currently, all Pennsylvanians can hunt on Sunday is coyotes, foxes and crows, and it is one of just seven states with such a severe restriction. Arguments against Sunday hunting usually focus on supposed safety concerns, clashes with landowners, church disruption or the idea that hikers and horseback riders need one day a week they can be in the woods without worrying about hunters.

All of these arguments can be debated, but for the moment lets not even bother. They were the same arguments used in 43 other states where Sunday hunting was debatedbut reason prevailed and now it is allowed. None of the predicted calamities in those stateswhether regarding human safety, religious upheaval, landowner relations, privacy invasion or run-ins between hunters and hikershas occurred significantly. Not one of the states where lawmakers allowed Sunday hunting has seen any reason to change its policy due to any of those claims.

Whos Against It and Why?
Among the most vocal opponents of Sunday hunting in the state is the Pennsylvania Farm Bureau. Some of their stated positions include:
Farmers do not get weekends off. Sunday is the one day they tend to relax their schedule to spend time with the families.

Many farmers only get Sundays to use their own land for recreation.

Posted land does not mean hunters will obey the signs. Trespassing hunters can endanger others who are not expecting to see them.

Farmers need one day they can move about without getting between a hunter and the target.

For the record, farmers who let people hunt their property do a great service for hunters, and they deserve our thanks for it. Even farmers that dont let hunters in often enhance habitat to support various kinds of game. Whether you know it or not, NRA has a Hunters Code of Ethics, and its very first point is, I will consider myself an invited guest of the landowner, seeking his permission, and conduct myself so that I will be welcome in the future.

That said, its worth remembering that hunters perform a service for farmers, too, by controlling the number of deer and bears that would otherwise damage crops. A 1997 Penn State University study estimated crop damage by deer at $75 million. And farmers are not the only people who work long hours anymore. Thats why the average guy needs Sunday it may be his only day to hunt. Regardless, farmers who dont agree could always put up a NO SUNDAY HUNTING sign. Maybe there would be some trespassing and maybe there wouldnt be any at all.

What Are the Benefits?
Many of the benefits to Sunday hunting in Pennsylvania are economic. Studies show that if Sunday hunting were allowed during all seasons, it would:

Stimulate $629 million in additional spending
Create 5,300 new jobs
Generate $18 million in additional state sales and income taxes.

Plus, 38 percent of Pennsylvanias hunters (both lapsed and active) said they would hunt more or hunt again if Sunday hunting were allowed.

But we dont really need a study to tell us that Sunday hunting would give people more time to hunt. Nonresidents would obviously be more willing to hunt Pennsylvania given the extra days. Kids who cant hunt on Saturday because of school functions, football or jobs would at least have one weekend day to get out. And parents and kids would get an additional opportunity to hunt together.

And all of this connects to the most important point made at the outsetthat license sales have dropped 28 percent in a state with a powerful hunting tradition. Giving people more time to hunt is one of the easiest ways to start turning that trend around and breathing new life into that tradition.

Voice Your Opinion

Pennsylvania Rep. Edward Staback, chairman of the House Game and Fisheries Committtee, has introduced House Bill 779, which would allow the Pennsylvania Game Commission to regulate Sunday hunting, instead of the General Assembly. Visit: http://www.pahouse.com/staback and click on “Sunday Hunting Still Under the Cross Fire” to voice your opinion.