book

Agile Sales

by Brad Jeavons

April 2020

Intermediate to advanced

208 pages

4h 45m

English

Productivity Press

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The Pareto PrincipleLiving in Their ShoesTools for Understanding Your Customer More DeeplyThe Persona MapThe Contextual InterviewThe Empathy MapService SafariShadowingSuggested Actions for Customer Understanding
Executive Level PlanDivisional Team PlansDepartment (Front-Line) PlansIndividual PlansLead and Lag MeasuresSuggested Actions for Hoshin Kanri
History of the ScrumIn SalesThroughout the Entire OrganizationHow to Establish an RVMAgenda for an RVMCulture Building in an RVMStrategy Execution in an RVMTrend-Line ChartAction Orientation in an RVMSuggested Actions for Scrum
Setting Up a Kanban Board for Sales Opportunities and Improvement IdeasDetermining Kanban Capacity/VolumeSuggested Actions for Kanban
Sprints in SalesImplementing SprintsPrioritizing SprintsSprints for Challenging Opportunities and Out-of-Control KanbansSuggested Actions for Sprints
Leading ChangeSustaining Constant Focus on Important, Not UrgentKey Skills for Conducting Effective Leader Standard WorkEmbracing Early AdoptersDefining Behaviors and Leading ThemCreating the Right EnvironmentDevelop Your Coaching SkillsSuggested Actions for Leader Standard Work
Step 1: Build Your Target CohortStep 2: Build a Foundation of Trust with Your CustomerThe Importance of EmpathyUnderstanding and Relating to CustomersStep 3: Connecting with AbundanceRelatedness When ConnectingMultiple TouchpointsThe “Hard to Get Meeting Process”Developing Your “Why You Want to Meet” StatementSuggested Actions for “Discovery”
What Answers Are Customers Looking For?Asking the Right Questions, the Right WayQuestion PlanningElevate Your ConversationsEmpathic ListeningDeep Dive on Key TopicsThe 5 Whys or RCASuggested Actions for “Research”
Simplify the “Purchase”Limit Barriers to “Purchase”Creating a Holistic, Agile OrganizationUnderstand Your Internal CustomersMotivate the “Purchase”How to Calculate PaybackHow to Calculate ROIBuild Buying Tension through Commercial StorytellingQuote Nashis, Not ApplesLeading the Journey to “Purchase”The Sales Excellence Maturity IndexSales Process Aligned to the Customer’s JourneySelling Toilet Paper with ValueClose with AbundanceCheck-InHandling Objections with AbundanceSuggested Actions for “Purchase”
Collaborating to Achieve Excellence in “Delivery”Collaborating with Internal CustomersCustomer Collaboration – Co-creationSurprise and Delight – The $3 UmbrellaSuggested Actions for “Delivery”
Cyclical Value-Adding Customer Engagement ApproachOngoing Surprise and DelightSuggested Actions for “Devotion”
Leveraging Your Sales ProcessLeveraging CustomersLeveraging PeopleSuggested Actions for Leveraging

Content preview from Agile Sales

Chapter 4 Agile Sales Concept 4: Kanban

The word “Kanban” (meaning signboard or billboard in English) and its model used in production are credited to Taiichi Ohno of Toyota and are a vital part of the Toyota Production System (TPS). Ohno is thought to have discovered the process in the late 1940s by studying supermarket stocking systems. The supermarkets Ohno saw were using a visual min–max inventory system for managing shelf stock. This simple process eliminated stock-outs and minimized stock wastage in these supermarkets which were seen as critical factors in customer satisfaction.

Toyota and many manufacturers since have used a Kanban system to create a visual min–max style inventory system for every aspect of the production process from ...