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The Innovative Sale: Unleash Your Creativity for Better Customer Solutions and Extraordinary Results

Overview

“Success in sales requires a unique level of creativity and innovation, as all marketers aspire to deliver completely unique and compelling experiences for their customers. Until now, we lacked a roadmap to guide sales teams through the process of creative thinking. In The Innovative Sale, Mark defines the key principles from the world of art and design that can be used to exceed the expectations of our most demanding customers.”

Bob Dillon, Director, SMB Agency Sales, Google

...
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The Innovative Sale: Unleash Your Creativity for Better Customer Solutions and Extraordinary Results

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Overview

“Success in sales requires a unique level of creativity and innovation, as all marketers aspire to deliver completely unique and compelling experiences for their customers. Until now, we lacked a roadmap to guide sales teams through the process of creative thinking. In The Innovative Sale, Mark defines the key principles from the world of art and design that can be used to exceed the expectations of our most demanding customers.”

Bob Dillon, Director, SMB Agency Sales, Google

“In a world that is constantly changing, sales professionals at all levels must think about how to change themselves and how to solve their customers’ problems. In The Innovative Sale, Mark has done an amazing job of pulling the covers back to allow us all to reflect on creativity in a way that is seldom discussed and even less frequently deemed to be truly creative. His unique approach empowers us all to be creative in our own way and to challenge the way things have been done, while dealing with the realities associated with ‘owning a number.’”

Greg Johnson, Vice President, Product Delivery and Consulting, LexisNexis

“Mark Donnolo has written an innovative sales book that makes sense. Dollars and sense.”

Jeffrey Gitomer, author of 21.5 Unbreakable Laws of Selling and Little Red Book of Selling

“Great sales organizations long ago mastered driving value through a disciplined, analytic-based sales approach. The Innovative Sale provides an engaging, step-by-step roadmap for how to seamlessly marry in innovation and creativity to win in today’s competitive marketplace.”

Amanda Eisel, Senior Vice President, Bain Capital

“Sales has always been defined as part science and part art. Over the past decade, ‘the science’ has improved immensely with new studies, better data analytics, and highly effective technology. Mark’s book, The Innovative Sale, is the first that I have read that focuses on new thinking on ‘the art’ side of the equation.”

Ian Levine, Senior Vice President, Sales Strategy & Operations, Iron Mountain

“Innovation has terrific power in the sales process. Clients often consider both innovation and the organization’s ability to sustain innovation as key differentiators. This book gives you the ability to learn and develop that repeatable process–and that is priceless.”

Jeff Connor, Chief Growth Officer, ARAMARK Corporation

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Editorial Reviews

From the Publisher

“You, your sales staff…will find this book chock-full of proven strategies for shaking things up and moving your sales to a new level. “ --Anna Jedrziewski, Retailing Insight

"This book arms you with everyday tools you can use to push your thinking and develop better ideas, create winning strategies, and grow revenue." --New Equipment Digest

"The Innovative Sale does a great job of coming up with a logical framework for generating creativity, while simultaneously keeping that creativity within useful bounds." --About.com/Sales

"…makes a clear and compelling case to place creativity inside your sales organization...must have book for the sales leader with a large sales team." --Knights on the Road

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Product Details

  • ISBN-13: 9780814433478
  • Publisher: AMACOM
  • Publication date: 2/20/2014
  • Pages: 288
  • Sales rank: 930,324
  • Product dimensions: 6.00 (w) x 9.10 (h) x 1.20 (d)

Meet the Author

MARK DONNOLO is a managing partner of SalesGlobe and founder of the SalesGlobe Forum. He has over 25 years of experience as a leading sales effectiveness consultant with companies such as IBM, Office Depot, LexisNexis, Comcast, KPMG, Iron Mountain, AT&T, and Accenture.

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Read an Excerpt

INTRODUCTION From Art School to MBA CREATIVITY HAS ALWAYS COME EASILY TO ME. From an early age, I was the kid who could draw just about anything. I took all the art classes I could, starting with Saturday morning instruction from a television cartoonist and later progressing to regular classes at a local art museum, sitting among students who were two to three times my age. So going into a design profession was natural for me. To get there, I had to battle my way through a top art school where the level of talent and intellect initially overwhelmed me. It taught me that, despite any innate abilities we may have, there is much to be learned in order to be competitive. A few years later, I had worked my way into a highly regarded design firm in New York and later progressed into a design role with one of the top branding agencies in the world. Working there, I crossed over the creative line and learned about how design integrates with marketing and sales to help companies grow. Fascinated with the intersection of business and design and inspired by my Wall Street stockbroker roommates who had decided to enroll in business school after a few years in the work world, I wanted to learn more. Instead of furthering my design education through a master of fine arts degree, I, too, went to business school to get a master's degree in business administration (MBA). My artsy friends thought I was nuts. My Wall Street friends agreed. At the time, the business schools accepted a few of what they called "dance students" into their rigorous programs to bring some innovative thinking to all the left brainers with engineering, finance, and other business backgrounds. As a hybrid right and left brainer, I got my shot . . . and it worked. I discovered that the practice of sales demands creativity and innovation. After earning my MBA, I did the straight business thing by playing down my design background. Most companies that recruit newly minted MBAs can't see the relationship between creativity and business. It was safer to play by the ­left-­brained rules. But over the years, working with leading sales organizations around the world, I noticed an interesting pattern in the solutions we were developing in highly competitive sales environments. The work we were doing on sales strategy and sales process design was different than the companies that were making decisions simply by the straight analytics or by copying industry practices. The analytics and industry practices provided a foundation for the next level of creative thinking. We were bringing together the analytics of sales effectiveness with the creative processes I had learned and honed in the design field. And something new was happening. We were coming up with solutions the teams ­wouldn't have otherwise found, and we were getting performance results the teams ­hadn't seen before. We were essentially teaching sales leaders and salespeople to think differently . . . to think as sales innovators. We were unleashing the creativity they had within themselves and applying it in ways that helped them differentiate from the competition. As sales organizations, we can track leads and dollars sold until our pipelines burst. But the sale happens when we connect to the buyers and offer something they need in a way that our competitors cannot. And often, that sale is ultimately made through thinking that is more difficult to measure. It includes listening, understanding the customer, gaining new insight, getting beyond our standard offer, creating divergent ideas, pushing the customer's thinking, and coming up with an answer that leads the customer ahead rather than simply meeting a requirement. Without creative thinking, salespeople are reduced to the roles of order takers and replicators of the competition. Sales creativity is not an elusive quality. It's not for the few with natural ­talent--­we all have it. It's not only for salespeople working in companies labeled by the business press as innovative. It's not about eureka moments. Sales creativity follows a clear approach to get results. In The Innovative Sale, I share some of these approaches for how you and your team can become sales innovators to create new ideas you ­wouldn't have normally conceived and to improve your sales performance. And since predictability and results are keys to sales success, I share a thinking method to develop ideas, not just in moments of inspiration, but through a predictable process that you and your team can rely upon. I've also drawn upon the experiences of a range of innovators from the world of sales to the world of design, and shared a few stories from the front line, to illustrate creativity in action. The first six chapters of the book explain the Innovative Sale principles and process. Chapters 7 through 9 include a few examples of the Innovative Sale applied to developing a value proposition, improving the sales process, and coaching the sales team. Chapter 10 gives you a glimpse of the Innovative Sale assessment to understand your Creative Quotient for Sales. We also have a comprehensive version of the Innovative Sale assessment that provides a detailed profile and actions for you and your team on six dimensions of sales creativity that you can request at SalesGlobe.com. I hope you enjoy the book and put the Innovative Sale approaches into action. As you make them a natural part of your work, they can change the way you think and the way you create sales strategies and customer solutions. I believe you'll find the results very rewarding.
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Table of Contents

C o n t e n ts

Acknowledgments v

Introduction ix

Chapter 1 The Sales Innovation Dilemma 1

The Dilemma of Perception 6

The Dilemma of Constraints 12

The Dilemma of Personality 19

How Sales and Innovation Work Together 23

Chapter 2 The Innovative Sale Principles 27

Principle One: Pattern 31

Principle Two: Variety 38

Principle Three: Unity 43

Principle Four: Contrast 49

Principle Five: Movement 54

Principle Six: Harmony 61

Chapter 3 What’s Your Problem? Laying

the Foundation and Gathering Insight 67

The Innovative Sale Process: An Overview 71

Step 1: Define the Challenge and Constraints 85

Step 2: Gather Insight 88

Chapter 4 Breaking Down Barriers 99

Breaking Down Brainstorming 102

Step 3: Create Initial Approaches 108

Step 4: Destroy False Constraints 110

Chapter 5: Where Are All the New Ideas? 119

Step 5: Combine Parallels 122

Step 6: Explore Horizontally 134

Chapter 6: The Attraction of Rejection 143

Step 7: Develop Vertically 148

Step 8: Implement and Communicate 156

Chapter 7: The Innovative Sale in Practice:

Delivering a Better Value Proposition 169

Working Through the Innovative Sale Process 170

Chapter 8: The Innovative Sale in Practice:

Designing Your Sales Process

and Customer Experience 197

Working Through the Innovative Sale Process 198

Chapter 9: The Innovative Sale in Practice:

Coaching Your Team 219

The Innovative Sale Assessment: Understanding Your

Sales Team’s

Creative Quotient for Sales 222

Putting It into Action 239

Chapter 10: What’s Your Creative Quotient for Sales? 245

Get Your Creative Quotient for Sales 246

Building Your Innovative Sale Muscles 247

Appendix: Your Revenue Roadmap: A Powerful

Left-Brained Approach for Connecting

the Sales Effectiveness Disciplines 259

Index 267

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