Why Killer Products Don’T Sell - How To Run Your Company To A New Set Of Rules如何在新规则中操控你的公司 mobi 下载 网盘 caj lrf pdf txt 阿里云

Coming from conversati*** with executive teams of technology companies, venture capitalists, and M&A advisers, the insights contained in Why Killer Products Don?t Sell are gold dust. First the book lays bare the claim that sales is sales is sales. It exposes the 4 very different ?Buying Cultures? and how they should be approached: Value Offered, Value Added, Value Created, and Value Captured. But it also gives a proven methodology for assessing a company?s product mix (?offering? vs ?buying culture?), and a transformation approach to optimize sales and improve competitiveness.

Acknowledgments

Foreword

Introduction

　What this book is about

　Why we wrote this book

　A bar in Rotterdam

　Who should read this book

　How to read use this book

1: SOME KILLER PRODUCTS REALLY DON’T SELL

　So many products, so few sales

　Heroic failures

　So firstly, what is a failure?

2: IT’S NOT HOW YOU SELL, BUT HOW CUSTOMERS BUY

　Sales is sales is sales - right?

　4 Buying Cultures

　How does this all relate to the Geoffrey Moore’s Chasm?

　WIIFM - so what exactly does this all mean to me?

　How do people buy?

　Momentum = getting the right people on board

3: IF THEY ARE BUYING - ARE YOU SELLING?

　Choosing the correct Buying culture

　Exploring the buying cultures

　Different buying cultures, different operational cultures

　What does a Value Captured Company feel like?

　What does a Value Created Company feel like?

　What does a Value Added Company look like?

　What does a Value Offered Company look like?

4: THE BEST KEPT SECRET - VALUE CREATED SALES

　Why Value Created

　Why do some many companies get it wrong?

　Vital Signs

　Why is Value Created difficult?

　A Value Added salesman in Value Created sales cycle

　A now some good news

5: THE MAGIC OF A VALUE CREATED COMPANY

　The Perfect Storm

　The case for change

　Management

　R&D

　Marketing

　Sales

　Delivery

　Support

　Safety notes

6: SO WHAT CAN I DO ABOUT IT?

　CEO

　CEO of Start-up

　Chief Operati*** Officer

　Sales Director

　Head of M&A

　Head of Marketing

　Investors or VCs 　

　Head of Innovation

7: ALWAYS CHANGE A WINNING TEAM

　Can you have too much success?

　So, are you performing?

　Transformation - the OCA Methodology

　Using the OCA Methodology

　The Final Word: a Summary

　Appendix

　Case Study - Eden Project

　Book summary - Common Approach, Uncommon Results: How adoption and delivers the results you deserve

　Book summary - Crossing the Chasm & Inside the Tornado

　Book summary - The Empty Raincoat: Making Sense of the Future

　Book summary The Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone Starting Anything

　Leading vs lagging metrics

　Running senior management workshops

　Case Study - First Recovery

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Coming from conversati*** with executive teams of technology companies, venture capitalists, and M&A advisers, the insights contained in Why Killer Products Don?t Sell are gold dust. First the book lays bare the claim that sales is sales is sales. It exposes the 4 very different ?Buying Cultures? and how they should be approached: Value Offered, Value Added, Value Created, and Value Captured. But it also gives a proven methodology for assessing a company?s product mix (?offering? vs ?buying culture?), and a transformation approach to optimize sales and improve competitiveness.