IS THERE REALLY A BETTER WAY TO SELL? Straight from the work of two expert sales consultants comes "decision intelligence," a genuinely customer-centric approach tailor-made for social enterprises. DR. ROY WHITTEN and SCOTT ROY are the founders of Whitten & Roy Partnership. WRP maintains a global consultant network and has served organizations in over 40 countries. Inside Sell Well, Do Good, you'll discover how transformative science exposes a root problem in sales: the belief - held by salespeople and clients alike - that selling is fundamentally a process of pitching, persuading, and pressuring people to buy. This single conviction leads to individual behaviors and organizational systems that become self-perpetuating, dysfunctional, and unproductive for everyone involved, creating conditions that undermine the mission of social enterprises and limit their impact. Using real stories from over a decade of field work, the authors put you into the training room to break through old habits and fixed mindsets. Follow in the footsteps of thousands of salespeople and executives as you learn to transform your team. Get to the heart of customer-centric selling and explore how to: - Master your attitude to produce your best work - Lead compelling conversations that result in committed action - Educate your customers to help them make the right buying decision - Build a selling system that changes the behavior of sales agents and their customers. No hype or hyperbole - just actionable insight from two seasoned executives who believe that selling is the heartbeat of business and who know that how a social enterprise sells will determine its ultimate value to the customers it serves.

IS THERE REALLY A BETTER WAY TO SELL?Straight from the work of two expert sales consultants comes "decision intelligence," a genuinely customer-centric approach tailor-made for social enterprises. DR. ROY WHITTEN and SCOTT ROY are the founders of Whitten & Roy Partnership. WRP maintains a global consultant network and has served organizations in over 40 countries.Inside Sell Well, Do Good, you'll discover how transformative science exposes a root problem in sales: the belief?-?held by salespeople and clients alike?-?that selling is fundamentally a process of pitching, persuading, and pressuring people to buy. This single conviction leads to individual behaviors and organizational systems that become self-perpetuating, dysfunctional, and unproductive for everyone involved, creating conditions that undermine the mission of social enterprises and limit their impact.Using real stories from over a decade of field work, the authors put you into the training room to break through old habits and fixed mindsets. Follow in the footsteps of thousands of salespeople and executives as you learn to transform your team. Get to the heart of customer-centric selling and explore how to: ? Master your attitude to produce your best work ? Lead compelling conversations that result in committed action ? Educate your customers to help them make the right buying decision ? Build a selling system that changes the behavior of sales agents and their customers.No hype or hyperbole?-?just actionable insight from two seasoned executives who believe that selling is the heartbeat of business and who know that how a social enterprise sells will determine its ultimate value to the customers it serves.

- An easy guide to selling your company - This book helps private business owners and CEOs navigate the many issues related to the sale of their company. In this non-technical guide to the sale process, the three authors provide real-life examples of lessons learned and mistakes to avoid. Business students will also get tools to think about company valuation and the many factors that enhance value from a buyer's perspective.This handbook will help you understand the steps others have taken to successfully sell their company. It includes . . . - issues to consider in order to best meet all of your goals in the sale process - tips on how to maximize the exit value - helpful information to prepare business people for life after the saleThis easy-to-read book about mergers and acquisitions comes highly recommended by very successful business people like Dave Dillon, retired Chairman and CEO of Kroger Companies, and Larry Stevenson, Chairman of SNC-Lavalin. The sale of your company may be the most important business decision an owner can make. Read this book before you decide to sell!

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

True or false? In selling high-value products or services: 'closing' increases your chance of success; it is essential to describe the benefits of your product or service to the customer; objection handling is an important skill; open questions are more effective than closed questions. All false, says this provocative book. Neil Rackham and his team studied more than 35,000 sales calls made by 10,000 sales people in 23 countries over 12 years. Their findings revealed that many of the methods developed for selling low-value goods just don‘t work for major sales. Rackham went on to introduce his SPIN-Selling method. SPIN describes the whole selling process: Situation questions Problem questions Implication questions Need-payoff questions SPIN-Selling provides you with a set of simple and practical techniques which have been tried in many of today‘s leading companies with dramatic improvements to their sales performance.

“Abbey’s latter-day Luddites, introduced in his novel The Monkey Wrench Gang, are back—and not a moment too soon” (The New York Times). George Washington Hayduke, ex-Green Beret, was last seen clinging to a rock face in the wilds of Utah as an armed posse hunted him down for his eco-radical crimes. Now he’s back, with a fiery need for vengeance . . . This sequel to Edward Abbey’s cult classic brings back the old gang of environmental warriors, as they battle a fundamentalist preacher intent on turning the Grand Canyon into a uranium mine—in “a fine novel, combative and comic, anarchistic and ultimately redemptive” (Albuquerque Journal). “I laughed out loud reading this book.” —Los Angeles Times Book Review