By Mahan Khalsa, Randy Illig
The hot method to rework a revenues tradition with readability, authenticity, and emotional intelligence.
Too usually, the revenues strategy is all approximately fear.
Customers are afraid that they are going to be talked into creating a mistake; salespeople dread being not able to shut the deal and make their quotas. not anyone is happy.
Mahan Khalsa and Randy Illig supply a greater method. Salespeople, they argue, do most sensible once they concentration 100% on aiding consumers be successful. while shoppers are profitable, either purchaser and vendor win. once they aren?t, either lose. It?s not enough to get consumers to buy?a salesclerk also needs to support the buyer decrease expenses, raise sales, and enhance productiveness, caliber, and consumer satisfaction.
This e-book stocks the original FranklinCovey revenues functionality crew technique that may support readers:
? commence new enterprise from scratch in a fashion either salespeople and consumers can consider solid about
? Ask demanding questions in a delicate way
? shut the deal by way of commencing minds
Read or Download Let's Get Real or Let's Not Play: Transforming the Buyer/Seller Relationship PDF
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Extra resources for Let's Get Real or Let's Not Play: Transforming the Buyer/Seller Relationship
Recently, by applying transaction cost theory, Hussain et al. (2012, 2013) show that high environmental uncertainty favors single-unit franchising because of the stronger entrepreneurial orientation of the single-unit franchisees compared to multi-unit outlet managers, and high transaction-specific investments increase the proportion of MUF due to bonding and economies of scale effects. We can conclude that resource scarcity, agency and transaction cost theories explain MUF as governance mode that helps to mitigate franchisor’s resource scarcity problems and to reduce agency and transaction costs.
Integrating the dynamic process, we are interested in estimating: À Á yi, t À yi, tÀ1 ¼ α yÃi, t À yi, tÀ1 ð2Þ Where α is a (inverse) measure of the adjustment costs. e. α ¼ 1) the adjustment is immediate, if costs are high (α near to 0) the adjustment is very slow. Once developed, the model aims to estimate: yi, t ¼ ð1 À αÞyi, tÀ1 þ αβXi, t þ γ i þ δt þ εi, t ð3Þ Panel data analysis allows studying the dynamic process at the firm level, but the classical fixed or random effect models lead to inconsistent and biased estimations when there is, as in our model, a lagged independent variable.
2 Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Limitations and Future Research . . . . . . . . . . . . . . . . . . . . . . . . . . . Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Appendix: Measures of Variables . . . . . . . . . . . . . . . . . .