What the Customer Wants You to Know: How Everybody Needs to Think Differently about Sales

by Ram Charan

Book Overview

An eye-opening book from bestselling business author Ram Charan, which shows readers that sales is everyone's business - not just the sales department's. Charan turns the sales process on its head - asking readers to stop thinking about sales as a war about price and to start focusing on solving your customers' problems. This powerful book teaches readers how to help their customers in a variety of ways, driving growth revenue whilst making price...

• Format: Hardcover
• Language: English
• ISBN: 1591841658
• ISBN13: 9781591841654
• Release Date: December 2007
• Publisher: Portfolio
• Length: 178 Pages
• Weight: 0.65 lbs.
• Dimensions: 0.7" x 5.8" x 8.3"
• Age Range: 18 years and up
• Grade Range: Postsecondary and higher

Customer Reviews

Support Engineering Project Manager

I finished the book and scribbled all over. I love this book and the book makes a lot of sense to me. What Ram Charan did was just took the common sense approach to create value in individuals and their approaches. A must have book for all the sales team of any organization of modern times.

Author Hits a Home Run With This Book!

Ram Charan is outstanding at presenting the customer's perspective in the sales process. Often times sales people get hung up selling themselves, their company and on product features rather than focusing on customer needs. Turning things around and having sales people focus on how they can help a customer solve improve their business or process can change the sales process completely. Consultive selling is greatly appreciated by nearly all customers.

Your customer wants strategic value not commodities

I really enjoyed this book on sales. It is a topic with forests of books in print. Many cover the same core principles, while others have found ways of putting swamp gas in print. This is one of those that has something good to say and does it concisely. We have all heard and experienced the vastly increased competition, the compressed product life cycles, the adoption and dismissal of business strategy fads, and much more. Here Ram Charan introduces his idea about the Value Account Plan and not trying to compete on lower prices and thinner margins. The idea is to get to know your customer intimately. You have to use everyone in your organization and gather everything anyone knows about your customers. What does their org chart and reporting structure look like? How do they make decisions? Who are the strategic decision makers? What are their key concerns? There is obviously much more to know and the point is to gather it all, put it together and the look at it to see your customer clearly. Where there are gaps, work to fill them in. Once you really understand your customer, you can match and tailor your resources to provide value in ways that your customer does not yet expect or understand. You can match your expertise and products to help your customers accomplish their most strategic goals and make yourself a partner in their success instead of a purveyor of commodities at the lowest prices. I think it is a terrific book and approach. But it means organizing your sales effort through the WHOLE company rather than just beating up on the account rep and his or her boss. Are you up for it? Reviewed by Craig Matteson, Ann Arbor, MI

A Radically New Selling Solution For Today's Hyper-Competition

Best selling author, Ram Charan, has trained his sights on the selling process in "What the Customer Wants You to Know." A process, according to Charan, that has dates back one hundred years and is in dire need of a makeover. He begins with historical review of the selling process: * The early 1900s - supplies were tight, suppliers held the cards, and salesmen were order takers. * The 40s, 50s, 60s and continuing well into the 70s - the traditional, product oriented sales approach, where the salesperson was a presenter of information and the product was more important than the client. * The 60s and 70s - the concept of needs-benefit selling developed. Salespeople worked to find client needs, then showed how their products or services filled those needs. * The 70s until today - consultative selling in which the salesperson conducts a needs analysis, investing time to listen to the potential buyer and asking questions to uncover financial ability to buy as well as primary needs and wants, attitudes and concerns. But today we have a different world, one in which we have a glut of supplies and suppliers and an Internet which corrects an imbalance of information making access easier and pricing more competitive. There is need for a radical change in the sales process, one that can free the supplier from today's commoditization and low prices. The radical change Charan proposes and outlines in "What Your Customer Wants You to Know" is centered an intense focus on the prosperity of the customer; what the customer is focused on - accelerating growth and cash flow to fuel growth. Today, the measure of success should be measured by how well the customer is doing. To accomplish this, Charan details Value Creation Selling, the Value Account Plan, and a Sales Apprenticeship program. Value Creation Selling focuses on what the selling organization must know, the capabilities and tools required, and how success should be tracked to make it effective. The Value Account Plan provides an organizational framework to insure information is communicated consistently and that the value proposition attached to each account is front and center. And the Apprenticeship Program provides a structure for successful implementation. Examples (Mead Westvaco, Anheuser-Busch, General Mills, Thomson Financial, and EDS) of successful adoption of are included. Charan's plan while radical, leads to differentiation, better pricing, better margins and higher revenue growth. The program builds on what customers want us to know today - a desire to have suppliers help them accomplish their objectives by acting as partners, not as one-time transactors. "What Your Customer Wants You To Know" is organized around the following eight headings: * The problem with sales * Fixing the broken sales process. * How to become your customer's true partner. * The Value Proposition Account Plan * Developing the Value Creation Sales Force. * Making the sale * Sustaining the process: Top m

How Value Creation Can Transform the Selling Process

In all of his previous books (notably Execution co-authored with Larry Bossidy and then Know-How), Ram Charan focuses his attention on how to achieve and then sustain superior organizational performance. Another earlier work, What the CEO Wants You to Know, is an excellent companion for What the Customer Wants You to Know because it helps those in sales - as well as those who supervise them -- to understand the customer's business more broadly. In fact, the inspiration for the Customer book came from the CEO book. Charan explains in it why traditional sales approaches are unable to satisfy what customers want salespeople to know: How their business works and how they can make it work better. "The heart of the new approach to selling is an intense focus on the prosperity of your customers." Value Creation Selling (VCS) is the foundation of what Charan recommends. He notes that VCS is "sweepingly different from how most companies sell today in these five ways: "First, you as a seller and your organization devote large amounts of time and energy - much more than you do today - to learning about your customers' businesses in great detail...Second, you use capabilities and tools that you've never used before to understand how your customers do business and how you can help them improve that business...Third, you're going to make it your business to know not only your customers but also your customers' customers...Fourth, you have to recognize that the execution of this new approach will require much longer cycle times to produce an order and generate revenue...Finally, top management in your company will have to reengineer its recognition and reward system to make sure that the organization as a whole is fostering the behaviors that will make the new sales approach effective." In this volume, Charan examines these and other issues in great detail and with meticulous care. Having briefly identified the "what," he then devotes most of his attention to HOW. For example: 1. How to fix "the broken sales process" 2. How to become a customer's trusted partner 3. How to formulate the "Value Account Plan" 4. How to create a Vale Creation Sales Force 5. How to make the sale 6. How to sustain the VCS process 7. How to take VCS to the next level Earlier I referred to Charan's somewhat more narrow focus as he explains why traditional sales approaches are unable to satisfy what customers want salespeople to know. That's true but it should be noted that Charan views the VCS process - if properly formulated and then effectively implemented - should directly or at least directly involve everyone within the given enterprise. In fact, because the VCS process is information-driven, he strongly recommends that external sources also be utilized to obtain the information needed about each customer and its business. Those sources include online and electronic business media as well as vendors and research analysts within the given marketplace. Thorough as always, Char