{"id":1223,"date":"2021-01-31T21:48:00","date_gmt":"2021-01-31T21:48:00","guid":{"rendered":"https:\/\/sellingsherpa.com\/?p=1223"},"modified":"2021-01-31T21:48:05","modified_gmt":"2021-01-31T21:48:05","slug":"sales-insanity-book-summary","status":"publish","type":"post","link":"https:\/\/sellingsherpa.com\/index.php\/2021\/01\/31\/sales-insanity-book-summary\/","title":{"rendered":"Sales Insanity (Book Summary)"},"content":{"rendered":"<div class=\"nolwrap\">\n<p class=\"wp-block-paragraph\"><a href=\"https:\/\/www.amazon.com\/Sales-Insanity-True-Stories-Blunders-ebook-dp-B01N7N9823\/dp\/B01N7N9823\" target=\"_blank\" rel=\"noreferrer noopener\">Sales Insanity: 20 True Stories of Epic Sales Blunders by Jason Jordan<\/a><\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>FOREWORD<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>The goal of doing business is not to prevail on a personal level or to dole out lessons to others \u2014 the point of doing business is to do business.<\/li><\/ul>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>PART I SALES FORCES AND BAD BEHAVIORS<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER ONE SALES, CONSULTING, AND BEST PRACTICES<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>There are, in fact, no global Best Practices with a capital B and capital P. There are simply common business practices that may or may not be applicable, depending on the particular situation.<\/li><li>Executives desperately want to see what other companies are doing \u2014 especially the doings of their competitors<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER TWO INTRODUCING THE WORST PRACTICE<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Worst Practices are universally bad ideas that unquestionably apply to your situation.<\/li><\/ul>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>PART II SALES PERSON INSANITY<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER THREE A FAST PLANE TO NOWHERE<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>The selling environment today is different. Sales cycles are longer. There are more stakeholders involved. The politics are complex. Buyers are sophisticated. Competition is intense.<\/li><li>Today\u2019s professional sellers don\u2019t necessarily succeed because they make ten extra calls a day. They might actually succeed if they make ten fewer calls. It\u2019s all about the quality of the sales effort, not the quantity.<\/li><li>Persuasion has been replaced with collaboration. Speed has been replaced with agility. Strength has been replaced with strategy.<\/li><li>The best salespeople plan.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER FOUR GOT BACKBONE?<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">(no notes in this chapter)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER FIVE I RECEIVED A REQUEST FOR PROPOSAL!<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>RFP processes are rarely objective purchasing decisions.<\/li><li>When you receive an RFP that you didn\u2019t know was coming, the chances are that you\u2019ve already lost.<\/li><li>A Lead is Not Qualified Unless You Can Win It<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER SIX LOOK HOW VALUABLE WE ARE TO YOU<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">(no notes in this chapter)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER SEVEN IT\u2019S THE \u2018 MARKET PRICE \u2019<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">(no notes in this chapter)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER EIGHT LOOK, I\u2019M THE EXPERT<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">(no notes in this chapter)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER NINE I KNOW WHAT MY CUSTOMERS WANT<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Our team proposed that they implement an account planning process for those customers that comprised the top 10%. The plan was for the sellers to approach their biggest customers and ask them these three questions:<ul><li>How satisfied are you with the products that we are providing you?<\/li><\/ul><ul><li>What are your strategic goals for next two years?<\/li><\/ul><ul><li>How can we help you achieve those goals?<\/li><\/ul><\/li><li>Regular communication isn\u2019t the same as meaningful communication.<\/li><li>Even experienced, talented salespeople become comfortable and inattentive in long-term relationships, and your customers eventually begin to wander.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER TEN KILL THE MONSTER WHILE IT\u2019S SMALL<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>I think when customers raise objections, it shows that they don\u2019t like something about the salesperson or the product.<\/li><li>If your buyer raises an objection and you don\u2019t address it, it\u2019s not going away<\/li><li>Don\u2019t Assume You Know What Buyers Are Thinking<\/li><li>Never Raise Objections on Behalf of Buyers: Raising objections on behalf of your prospects won\u2019t make you appear more proactive or credible. You have to uncover objections so you can try to dispel them.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER ELEVEN THE CUSTOMER JUST DOESN\u2019T GET IT<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>The buyer shouldn\u2019t be expected to intuitively grasp the magnitude of the innovation; the seller has to reveal it in incremental doses that keep the buyer\u2019s feet planted in the present while drawing the buyer\u2019s gaze toward the future.<\/li><li>When it\u2019s time to sell a disruptive technology or innovation, \u2018feature-and-function robot\u2019 sales reps will fail miserably.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER TWELVE IT\u2019S ALL OR NOTHING, MR. BUYER<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Buyers go into the marketplace only after they\u2019ve identified that they have an issue that needs to be resolved<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>PART III SALES MANAGEMENT INSANITY<\/strong><\/h3>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER THIRTEEN CRM OR BUST<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Consulting services are not clearly defined products, and there are at least two variables in play until the very end \u2014 the price for the work and the scope of the work.<\/li><li>Take the time to define how you want your business to work before you set about automating it.<\/li><li>If you\u2019re replacing your current CRM tool, start by replicating the existing tool\u2019s functionality<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER FOURTEEN WE\u2019D BE BETTER OFF WITHOUT ALL THESE SELLERS<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>The Sales Force is the Customer Experience<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER FIFTEEN OUR SALESPEOPLE SHOULD ENTER THE DATA<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Sales productivity is the product of two distinct factors:<ul><li>sales efficiency: Efficiency is about knocking on as many doors as possible<\/li><\/ul><ul><li>sales effectiveness: Effectiveness is about what you do when the doors open<\/li><\/ul><\/li><li>Sales efficiency is about the prudent allocation of sales force resources, particularly time.<\/li><li>How skilled your reps are at executing those phone calls is a measure of their effectiveness.<\/li><li>Sales Support Is Cheap: If there\u2019s any way to offload low-value tasks from your sales team to support staff, then do it today.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER SIXTEEN GO CROSS-SELL \u2026 NO, WAIT!<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">(no notes in this chapter)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER SEVENTEEN LET THE SALES FORCE FIGHT IT OUT<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Assign a primary owner for each of your large customers.<\/li><li>Organize Your Sales Force for Your Customers<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER EIGHTEEN YOU CAN HAVE A TEST DRIVE AFTER YOU BUY IT<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>The sales process exists only as a reaction to the buying process.<\/li><li>A salesperson&#8217;s actual job is not to \u2018sell\u2019 anything to customer \u2014 a salesperson&#8217;s job is to shepherd the customer through a buying process.<\/li><li>The Selling Process Must Mirror the Buying Process<\/li><li>The Buyer Is In Control \u2014 Always<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER NINETEEN MOTIVATION THROUGH FAILURE<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Management can fall into the trap of relying on incentives as a replacement for good, attentive management<\/li><li>As a rule of thumb, you should set your sales targets such that two-thirds of your salespeople achieve their quotas.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER TWENTY I DON\u2019T NEED BABYSITTERS<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Salespeople may not necessarily want their sales managers to follow them around nonstop, but they sure want their managers to remove internal barriers, resolve customer issues, and fight for their commissions. They expect their managers to communicate important information, shelter them from the mundane, and procure the resources to help them succeed.<\/li><li>Salespeople Should Not Be Treated as Lone Wolves<\/li><li>A good sales management team is worth its weight in gold, because it drives greater productivity across the entire sales force.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER TWENTY-ONE DO WE HAVE THOSE COMPENSATION PLANS YET?<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Limit the role of compensation to incentives and rewards and forget about compensation as law-enforcement device.<\/li><li>Compensation Plans Must Work for Both Salespeople and Management<\/li><li>Don\u2019t Over-engineer Sales Compensation<\/li><li>Incentive Compensation Should Motivate and Reward, Not Punish<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER TWENTY-TWO YOUR MATH IS WRONG!<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\"><li>Trust the Math: Math is not to be ignored. It is not to be manipulated. In the end, mathematical laws will be enforced, and the underlying reality will prevail. Always.<\/li><li>Open your eyes, identify the problems, and take corrective action. Then your reality will actually improve.<\/li><\/ul>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>PART IV LET\u2019S KEEP THE PARTY GOING<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>CHAPTER TWENTY-THREE THE END \u2026 AND BEYOND!<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">(no notes in this chapter)<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>Sales Insanity: 20 True Stories of Epic Sales Blunders by Jason Jordan FOREWORD The goal of doing business is not to prevail on a personal level or to dole out lessons to others \u2014 the point of doing business is to do business. PART I SALES FORCES AND BAD BEHAVIORS CHAPTER ONE SALES, CONSULTING, AND [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":1224,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_import_markdown_pro_load_document_selector":0,"_import_markdown_pro_submit_text_textarea":"","_monsterinsights_skip_tracking":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[1],"tags":[],"class_list":["post-1223","post","type-post","status-publish","format-standard","has-post-thumbnail","category-uncategorized","entry"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.4 - aioseo.com -->\n\t<meta name=\"description\" content=\"Sales Insanity: 20 True Stories of Epic Sales Blunders by Jason Jordan FOREWORD The goal of doing business is not to prevail on a personal level or to dole out lessons to others \u2014 the point of doing business is to do business. 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