Blair gets David to admit that he was kind of wrong about open book management being just a fad when he originally wrote about it almost two decades ago, and David offers ways that it can actually improve relationships with both employees and clients when used appropriately.
Blair and David analyze and then look beyond the requests for reassurance potential clients make during the late stage of a sale to address their underlying motivations.
David disagrees with Blair’s model for growing existing accounts in the post-AOR era and then offers his list of 6 ideas on the topic.
The goal of value-based pricing is not to charge more—that’s merely a beneficial consequence. The goal of value-based pricing is to create an organization that is intently focused on creating extraordinary customer value.
David and Blair compare each other’s competitiveness and then offer some specific ways principals can actually collaborate with their competitors as a part of building beneficial business relationships.
To understand selling is to understand that in the pursuit of profitable new clients you have no business trying to convince anyone of anything, ever. To the question, if my job is not to convince, what then, I respond: It is to help the unaware, to inspire the interested and to reassure the intent. This
It is often stated that all buying is emotional. While this is an oversimplification that gets many salespeople into trouble, emotions do play a role in most significant purchases. Knowing how and when emotions come into play allows the seller to employ the emotional tools of inspiration to his advantage. But seller beware: emotions are
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