Now more than ever, company leaders need fresh ideas about how to grow their organization's sales and profits. Growth or Bust! is a manual that can be used by any company leader for finding untapped growth potentials. Whether used by a single member of a management team or as a workbook throughout the company, Growth or Bust! will teach you how to:
Build a growth strategy that will leverage all facets of your ...
【作者简介】
Faust has worked with companies such as P&G, IBM, Monsanto, Apple, Syngenta, Bayer, and John Deere, as well as smaller closely held organizations, second- and third-generation family-owned companies, government agencies, and nonprofits. He has been an adjunct COO, a vice president of sales, advisor on company boards and an adjunct professor at the University of Cincinnati and Ohio University.
【目录】
Foreword Santo J. Costa 19 Introduction 25 Chapter 1 The Echeloned Innovation Process 31 7 Parts of Building an Innovation Culture 7 Principles of Innovation 7 Innovation Skills The 7-Step Echelon Innovation Process 7 Rules for a Productive Idea-Formation Session Leading the Echelon Innovation Process Chapter 2 The Echeloned Strategy Process 53 How to Construct a Vision of Significant Growth Communicating the Growth or Turnaround Vision How a Clear and Focused Mission can Accelerate Growth How to Create and Reinforce a Set of Growth-Oriented Values and Commitments The Read & Rip Method The Echeloned Role Exercise Maintaining Focus With the Semi-Annual Role Focus 12 Letter Facilitating and Building Your Growth Period Chapter 3 Echeloned Growth Objectives 69 The 7 Essential Areas of Objectives Accelerate Innovation and Growth With Stretch Targets for Management and Sales Identify the Critical Success Factor in Every Strategic Growth Objective Set Clear Growth-Focused Metrics for Each of Your Growth Objectives Set Stretch Timelines Behind Each of Your Growth Objectives Set Optimally Balanced Accountabilities Behind Each of Your Growth Objectives Growth Objectives From the Bottom Up Accelerate Growth Management by Turning Managers Into Strategic Growth Coaches Prioritizing or Defining One Central Growth Objective Chapter 4 Growth Strategy and Turnaround as a Continuous Process 85 Focus on Quarter-by-Quarter Progress and Realignment Use Customer Depth Interviews Involve All of Your Team Going Off-Site to Get in Sync and on Course Prioritizing Objectives The Growth Power of Knowing Your Constraints Chapter 5 Echeloned Service Impressions 95 Assess Your Customers' Impressions Know the Potentials-Industry Bests and Averages Set Your Service Objectives Stealing From Your Competition-Legally When Service Quality Is Not Job 1 Marketing Your Distinctive Service Incentivizing Service Excellence Maintaining Service Excellence Fix Internal Service Breakdowns to Stop External Breakdowns Chapter 6 Echeloned Depth Interviews 105 Strategically Mining Customer Potential What Depth Interviews Are and Are Not The Limitations of Traditional Interviewing Techniques The Ideal Interviewer Whom to Interview Use Depth Interviews to Improve Your Positioning and Competitive Awareness Capture New Customer Share With Face-to-Face C-Level Interviews Chapter 7 Growth-Oriented Targeting 121 Ensure Your Team Is Focused on the Best New Growth Potentials Customer and Market Segmentation Knowing Who Your Ideal Customers Are Leveraging the Targeting Process to Increase Sales and Effectiveness With the Three-20s Tactic How to Foster Balance Bewteen Short-Term and Long-Term Business Chapter 8 Growth Through Innovations in Marketing 131 Synergizing and Echeloning Your Marketing and Sales Teams Marketing Drip Strategies That Soften Aggressive Sales Landings A/B Test Getting Testimonials Focus on Value Instead of Pricing A Goal of Marketing Chapter 9 Increasing Sales Productivity 139 Productivity Improvement Is Not the Panacea Wielding Your Strategic Abandonment Sword Echeloned Quiet Hours Using Priority Management to Accomplish the Turnaround Strategy Stretch Days, Weeks, or Months Can Increase Productivity Get Your Team in Front of More Prospective Customers Break the Glass Ceiling of Commission Caps Chapter 10 Echeloning Your Sales Groups for Accelerated Growth 155 Team Selling Calls Get Sales Managers to Better Serve Their Primary Customer Accelerate Sales Innovations With Echeloning Sessions Ensure You Have the Right People on Your Sales Team Chapter 11 Stop Selling Products and Start Selling Profit 171 Creating a Culture Focused on Customer Profit Builds Your Profits Presidential Commitment to a Value-Focused Philosophy Profitability Values and Objectives Foster Innovation in Proposals and Pricing With Options Use Well-Structured Options to Reduce Price Haggling and Protect Profits Using Partnering Plans to Secure the Next Purchase Use the F.O.C.U.S. Questioning Vocabulary An ROI Analysis With Customers Can Improve Customer Retention Top Leaders Set the Focus and Drive the Agenda Chapter 12 Aiming for Growth With Your Sales Team 189 The Stretch Target Concept Get Sales Producers to Think in Terms of Quantum Leaps Build Sales Stretch Plans That Aim for Quantum Leaps Set Blue-Sky Objectives What Matters to the Top Leader Chapter 13 The Role of the Turnaround Leader 201 A Look at the Leader: Five Impediments to Turnaround Growth Humility, the Sire of All Virtue Key Actions of a True Turnaround Leader In Closing 213 Index 215 About the Author 221
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