Sell to Any Company in Any Industry...
Better and Faster than a Harvard MBA
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Introduction

I am incredibly excited to write the introduction to this book, because I’ve seen first hand how the concepts outlined here work, and work well. You see, my company purchased a software package from Mark Kuta, and I was the C-Level executive in charge of the purchase. After reading Think Like a CEO, I now clearly see how Mark executed his sales strategy. By the time the project got to me for final approval, everyone on my team was behind it because it was aligned with the overall direction I was driving. Capital investment decisions come to me, and rest assured that when these projects are aligned with my Profit Strategies it makes the decision much easier to make. Too many potential supplier sales representatives are selling what they believe the sale is centered on – the product. Others attempt to sell their products based on the solution sets – which is primarily based, once again, on the attributes of the product. If I were to give advice to the sales teams that call on me – and other C-Level executives – it would be to understand the company’s Profit Strategies, and get your product aligned with them. It would also be to read Think Like a CEO. The tools outlined in this book make for a powerful presentation, and you will increase your chances of closing the sale. And never forget - you are providing a better service for your customer, as chances are, your product will drive their profitability. By the way, the deal we did with Mark proved of tremendous value to our organization.

As a senior executive of a multinational company, I face challenges every day. It was interesting reading in Think Like a CEO about the Fundamental Football Profit Strategy, because this concept is something that I strive to execute to. I drive results by having everyone in my organization understand our strategy, as well as the value that each of them can individually drive within it. Only when we are all on board and looking at the same scorecards can we collectively achieve the ever higher goals that management hands us. I will use Mark’s book as a key resource to organizing and aligning my team for success.

Finally, I believe that after reading Think Like a CEO, you don’t have to be in sales to get tremendous value from this book. I can tell you from experience that in today’s global world, many managers have a difficult enough time just keeping up. Ten years ago, a supply chain manager was responsible for buying a commodity of parts, keeping his supplier on schedule, and minimizing the cost of the commodity. Today, with suppliers all over the globe, and companies outsourcing more manufacturing, that supply chain manager must deal with a whole new set of problems. Profitability now lies in the hands of the lowest levels of the organization. That same supply chain manager is the first to develop strategies to increase value and must be able to analyze these strategies, and fight for budget to get them implemented. Losing this internal battle means losing market share, and by the time a senior executive like me recognizes what is happening, well, it may be too late. Someone else sitting across the globe has acted faster and captured the business, the capacity, or the market share. That is something that is absolutely unacceptable to me and my organization.

So, no matter where you work in your organization, buy this book on a Friday, read it over the weekend, and walk into work the next Monday better prepared to deliver value.

David Clarke

 

 

 
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