: Bob Moesta, Greg Engle, Jason Fried
: Demand-Side Sales 101 Stop Selling and Help Your Customers Make Progress
: Lioncrest Publishing
: 9781544509976
: 1
: CHF 10.50
:
: Werbung, Marketing
: English
: 224
: kein Kopierschutz
: PC/MAC/eReader/Tablet
: ePUB
For a lot of us, selling feels icky. Our stomachs tighten at the thought of reciting features and benefits, or pressuring customers into purchasing. It's really not our fault. We weren't taught how to sell, plus we've been sold before, leaving us with a bitter taste. Here's the truth: sales does not have to feel icky for you or your customers. In fact, with the right approach, sales can be an empowering experience for all. Bob Moesta, lifelong innovator and coarchitect of the 'Jobs to be Done' theory, shares his approach for flipping the lens on sales. Bob shifts the focus of sales from selling, to helping people buy and make progress in their lives-demand-side sales. Now, in Demand-Side Sales 101, you'll learn to really see what your customers see, hear what they hear, and understand what they mean. You'll not only be a more effective and innovative salesperson-you'll want to help people make progress.

Chapter One


1.Two Perspectives on the World: Supply and Demand


“Experience by itself teaches nothing…Without theory, experience has no meaning. Without theory, one has no questions to ask. Hence, without theory, there is no learning.”

William Edwards Deming, statistician and business consultant

Through the years of developing new products and selling them, I have come to believe there are two dominant perspectives that drive the language and process for a business: thesupply-side anddemand-side. The notion of supply and demand drive how we see the world, what is important, and the metrics of success. Yet, they are two very different perspectives. As you will see, we need them both, but traditional sales are mostly focused onsupply-side thinking.

Let’s contrast supply and demand with something we can all relate to—purchasing a new mattress. Traditionally, buying a mattress sucks, right? There’s foam, spring, pillowtop, and hybrids. There are also different sizes, cooling features, and adjustability.Commissions-based salespeople approach you in an empty store—it’s just you, them, and hundreds of beds—and they blatantly push their products using confusing jargon. What are they even saying? So, you stare at hundreds of different models, one costs $1,500 and another $4,000…

“Lay down and pick one,” they say.

“I have no idea how to pick one,” you think.

It’s intimidating! There’s almost no way to judge; you’re not a mattress expert. How many people want to buy a new mattress but are intimidated by this process?

In 2014, entrepreneur Philip Krim, CEO of Casper, set out to build a different type ofmattress-buying experience. He wanted to make purchasing a mattress simple. Instead of variety, Krim decided to only build a few, high quality, foam mattresses. Then the truly novel part, he sucked the air out of his mattresses and shipped them directly to customer’s doors. No bigbox-stores, no aggressive salespeople and jargon, just a few clicks and voila, abed-in-a-box sitting on your doorstep. And if you don’t like it, you have one hundred days to return it. And no, you do not have to get that bed back into the box; they’ll come take it away. At the time, industry experts paid little attention to Krim.

Five years later, Casper now has 3.2 percent of the US market share for mattresses—ranking seventh. They’ve sold to over one million customers with sales topping $400 million and are at a valuation of $1 billion. Meanwhile, industry leaders are barely increasing their market share, some are even losing market share. So, how did this startup come into awell-established industry with lots of competition and beco