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How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients
Rainmakers are not born. They are made. And Jeffrey Fox's powerful How to Become a Rainmaker will get you there.
Now Updated and with New Success Tips!
Filled with smart tips given in the Fox signature style, counter-intuitive, controversial, and practiced, this hard-hitting collection of sales advice shows readers how to woo, pursue, and finally win any customer. In witty, succinct chapters, Fox offers surprising, daring, and totally practical wisdom that will help readers rise above the competition in any company in any field. A terrific resource for CEOs, as well as anyone looking to distinguish themselves in sales--be it books, cars, or real estate--How to Become a Rainmaker offers the opportunity to rise above the competition in any company, in any field.
Now Updated and with New Success Tips!
Filled with smart tips given in the Fox signature style, counter-intuitive, controversial, and practiced, this hard-hitting collection of sales advice shows readers how to woo, pursue, and finally win any customer. In witty, succinct chapters, Fox offers surprising, daring, and totally practical wisdom that will help readers rise above the competition in any company in any field. A terrific resource for CEOs, as well as anyone looking to distinguish themselves in sales--be it books, cars, or real estate--How to Become a Rainmaker offers the opportunity to rise above the competition in any company, in any field.
192 pages, Hardcover
First published January 1, 2000
319 people are currently reading
6289 people want to read
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Displaying 1 - 30 of 193 reviews
October 16, 2016
It is a book that is easy to read and follow.
There are many good ideas on sales and how to become a better seller.
One point that I picked up in the book, is to have 4 points sales measurement system.
1. Getting a new lead, a referral or an introduction to a decision maker. (1 point)
2. Getting an appointment with the decision maker. (2 points)
3. Meeting the decision maker. (3 points)
4. Getting a commitment to close. (4 points)
The KPI of a sales person is to hit a daily 4 points of any combination of the above.
WOW, I found this is fantastic to measure our selling progress.
There are many good ideas on sales and how to become a better seller.
One point that I picked up in the book, is to have 4 points sales measurement system.
1. Getting a new lead, a referral or an introduction to a decision maker. (1 point)
2. Getting an appointment with the decision maker. (2 points)
3. Meeting the decision maker. (3 points)
4. Getting a commitment to close. (4 points)
The KPI of a sales person is to hit a daily 4 points of any combination of the above.
WOW, I found this is fantastic to measure our selling progress.
September 16, 2020
How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients .epub (Highlight: 64; Note: 0)
The Rainmaker, in american Indian tradition, used magical powers to bring the rain to nourish the crops to feed the people. Without the rain, the people would weaken, die, or have to move elsewhere.
Today, a Rainmaker is a person who brings revenue into an organization, be it profit or notfor-profit. That revenue comes from customers and donors. That revenue is the aqua viva—the lifeblood—of the organization. Without it the organization will die.
This is good "How to " book, short and straight to the point. It is must read for every sales person or enterprenour.
So this is my assessment of the book How to Become a Rainmaker by Fox Jeffrey according to my 8 criteria:
1. Related to practice - 5 stars
2. It prevails important - 4 stars
3. I agree with the read - 5 stars
4. not difficult to read (as for non English native) - 5 stars
5. Too long (more than 500 pages) - short and concise (150-200 pages) - 5 stars
6. Boring - every sentence is interesting - 4 stars
7. Learning opportunity - 4 stars
8. Dry and uninspired style of writing - Smooth style with humouristic and fun parts - 4 stars
Total 4.5 stars
───────────────
Here are some highlights and excerpts from the book that I find worth remembering (Complete highlights and excerpts from the book you can find at https://antoniozrilic.com/myblog):
───────────────
◆ I - The Rainmaker’s Credo
▪ The Rainmaker’s Credo Cherish customers at all times. Treat customers as you would your best friend. Listen to customers and decipher their needs. Make (or give) customers what they need. Price your product to its dollarized value. Show customers the dollarized value of what they will get. Teach customers to want what they need. Make your product the way customers want it. Get your product to your customers when they want it. Give your customers a little extra, more than they expect. Remind customers of the dollarized value they received. Thank each customer sincerely and often. Help customers pay you, so they won’t be embarrassed and go elsewhere. Ask to do it again
◆ II - Always Answer the Question, “Why Should This Customer Do Business with Us?”
▪ The customer should do business with you because you will make him feel good, or you will solve his problem, or both. There must be a business benefit and a personal benefit—often interlinked—for the customer
◆ III - Obey Marketing’s First Commandment
▪ When you are the upset customer, you want a full, uninterrupted hearing, you want to deal with someone with the authority to fix the problem, and you want a fair resolution.
▪ Deliver on your promise and you’ll bring rain
◆ IV - Customers Don’t Care About You
▪ You are in front of the customer only because the customer believes, if only a little bit, that you might be able to better his or her situation
▪ You do not talk about yourself; rather, you ask probing, preplanned questions. You listen to what the customer says. Clarify. Summarize. Determine how you can help the customer and how your product solves the customer’s concern
◆ V - Always Precall Plan Every Sales Call
▪ Meetings with decision makers are crucial to getting the sale. Because of this, meetings with a decision maker must be carefully preplanned. Precall planning is particularly important when making the first call on a new customer and when making the last call—the one that concludes with an order.
▪ A precall planning checklist should include: Written sales call objective. Needs analysis questions to ask. Something to show. Anticipated customer concerns and objections. Points of difference vis-à-vis competitors. Meaningful benefits to customers. Dollarization approach; investment return analysis. Strategies to handle objections and eliminate customer concerns. Closing strategies. Expected surprises.
◆ VI - Fish Where the Big Fish Are
▪ Rainmakers talk to customers who are familiar with their product, or who already use the product, or who have a high probability of using the product. Don’t waste your time trying to convince dairy farmers to buy horseshoes. And don’t waste your time selling hospital beds to hotels
▪ Big companies in an industry are generally better prospects than small companies in the same industry. Successful customers are generally better prospects than struggling customers. Customers who want your product are better targets than customers who need your product. (Customers who need your product may not know it. They must be educated, persuaded. This takes time and money. Customers who want your product are partially sold before they see you.)
◆ VII - Show Them the Money!
▪ Customers buy for only two reasons: to feel good or to solve a problem
▪ Rainmakers don’t sell fasteners or valves or washing machines or double-paned windows or tax audits or irrigation systems or training programs or golf clubs. Rainmakers sell money! They sell reduced downtime, fewer repairs, better gas mileage, higher deposit interest, increased output, decreased energy usage, more wheat per acre, more yardage per swing
▪ Always show the customer the money. Always dollarize (see “A Rainmaker Extra,” page 148). Quantify the customer’s return on his investment in your product. Calculate the financial consequences to the customer—the cost of going without your solution.
◆ IX - Killer Sales Question #1
▪ Do the homework. Dollarize the reason why the customer should do business with you. Send a four- or five-sentence letter to the customer detailing the dollarized benefit of the product and promising a follow-up phone call. The objective of the letter is to get the customer to take the follow-up phone call. Good customers don’t ignore a compelling dollarization. They will take your call. When you have the customer on the phone, suggest a meeting, and then ask, “Do you have your appointment calendar handy?”
◆ XIV - Killer Sales Question #2
▪ The Rainmaker asks the customer, “Based on analysis, it looks like you can save $180,000 per year with the solution. Can I assume there are probably a number of things that have to be done before you are completely comfortable with this approach? OK, so before we get into this in any depth, can I get your agreement on the analysis? Will you look at the facts and decide for yourself if they make sense?” This is a killer sales question
◆ XV - Rainmakers Turn Customer Objections into Customer Objectives
▪ The Rainmaker knows that when the customer says, “Your price is too high,” the customer’s goal is to get the proper value for the money invested. The objection tells the Rainmaker that the customer does not yet have enough information to make a positive buying decision
▪ The Rainmaker always turns a customer objection into a mutual—customer/Rainmaker— objective. The Rainmaker, in question form, restates the customer’s objection as an objective. To illustrate: The customer says, “Your delivery time is too long.” The Rainmaker responds, “So our objective is to get you the product when you want it, correct?”
▪ if the sale is not made, Rainmakers always ask, “Is there anything else that concerns you?” Or, “What else may be prohibiting us from moving ahead?” Rainmakers always probe for objections. Rain-makers love objections.
◆ XVI - Always Make a “Mid-Job, Next-Job” Recommendation
▪ Midway through one project with a customer, the Rainmaker proposes another way in which the Rainmaker’s company can help the customer. This is the “mid-job, next-job” memo or recommendation letter. Presenting a “mid-job, next-job” memo is a Rainmaker rule
◆ XVII - Treat Everybody You Meet as a Potential Client
▪ Rainmakers treat nonclients as they do existing customers. They are polite to everyone. Rain-makers view everyone as influential. They know that business can come from unexpected places. They know that something they did ten years ago might result in business today
◆ XVIII - Heed the Biggest Buy Signal
▪ The biggest buy signal is the sales call appointment
▪ You find out what the customer wants on a sales call. When the customer agrees to see you, he or she knows it is a sales call, knows that you are a salesperson. The customer knows something about your product. The customer knows something about your competition. Consequently, the agreement to see you is a setting of the table to do business.
◆ XIX - Killer Sales Question #3
▪ The customer is actually saying, “Tell me why I should buy from you.”
▪ You answer exactly as follows: “Yes, that is a good company. Would you like to know our points of difference?” This is a killer sales question
▪ Your answer, your point of difference, will be forever what the customer thinks about you visà-vis the competitor. You will own that position. Your point of difference (P.O.D.) should be an offset to the competitor. It need not be better or worse than what the competitor does—just different. Your P.O.D. should be information— or a new slant—that the customer doesn’t know. With new and different information, the customer can change his mind without loss of face or criticism.
◆ XXI - Learn the “Miles Per Gallon” of Selling
▪ Selling is a timed journey. The seller’s destination is usually a quota, a goal, a necessary amount of revenue. The timing of the journey is often a fiscal year, a deadline to bring in revenue (e.g., to meet next month’s payroll), or the sales cycle of the product
▪ This timed journey is like an automobile trip. The length of the auto trip is the number of miles between the start and the arrival. The sales journey is the dollar revenue to generate from the beginning of the selling period to the end
▪ The gas tank is the seller’s available number of sales calls. The miles per gallon is the seller’s call-to-close ratio. If the car has 25 gallons of gas, and gets 20 miles per gallon, the car can travel 500 miles. If the seller has 300 available sales calls in a year (number of selling days times average number of calls per day), and has a call-to-close ratio of 20:1* (i.e., 20 calls for every sale), the salesperson can make 15 sales. If the seller, in this example, cannot increase the total available sales calls, or improve his call-to-close ratio, then the sales potential is fifteen closes . . . not sixteen
▪ The Rainmaker fishes where the big fish are. This means the Rainmaker calls on customers with large enough sales potential that, if closed, the resultant revenues will hit goal.
◆ XXIV - Dare to Be Dumb
▪ Hearken to the hotshot criminal detective who related her biggest fear while conducting an investigation: “I am always afraid I will not ask the one important question that unlocks the case.”
▪ Despite his years of experience and ability to instantly sort out a problem, he asks what his colleagues think are dumb questions: “How do you make this part?” “Why do you make it this way?” “How do you assemble the part?” “Why do you put that bolt there?” “How much do the bolts cost you?” “If you could eliminate one bolt per assembly with a less expensive method, that would save you money, correct?” “If I can show you how to fasten the assembly as well as it’s fastened now, but with less cost to you, would you be interested?”
◆ XXV - Always Do an Investment Return Analysis
▪ Showing the customer what it costs per month, week, or day to go without the solution shortens the sales cycle
◆ XXVIII - “Onionize”
▪ This is how a Rainmaker onionizes the customer:
“Tell me how the current situation is worrisome to you.”
“Why is that important to you?”
“How is that important to you?”
“What are the consequences if this continues unimproved?”
“Can we try to find a solution that costs less than the problem?”
“How often does the machine go down or stop working?”
“What is the failure mode?”
“Why do you think that?”
“So the present seal occasionally loses its tolerance and then leaks, correct?”
“If you could get a new seal design that would eliminate leaks, would that be an answer?”
“Here’s your new seal. If, after testing, it works as promised, is there any other reason prohibiting you from recommending it for full production?”
◆ XXX - Never Be in a Meeting
▪ Customers don’t care with whom you are meeting—with one exception: It is OK if you are meeting with another customer. It’s OK because being with customers, and taking care of customers, is what you and everyone else in your company is supposed to do.
▪ You are never on vacation. You are traveling,
▪ The Rainmaker is not “in a meeting,” she is in court, on a job site, traveling to a customer, on a photo shoot, giving a talk at a convention, doing research . . .
◆ XXXII - Advice to a Baby-sitter
▪ Once a customer hires you to do a job, they don’t want to know your problems doing the job. They don’t care. Do a wonderful job, do it on time, do it on budget, don’t complain, and give the customer a little extra. This is the blueprint for customer satisfaction and for continued sales success.
◆ XXXIII - Killer Sales Question #4
▪ When a customer asks for a product demonstration, the Rainmaker responds as follows: “We would be happy to give you a demonstration. If the demo is successful, is there anything else prohibiting you from going ahead?” This is a killer sales question.
▪ Rainmakers never do a test or demo without first getting an agreement from the customers to go ahead with the sale if the test is successful. Rainmakers never let the customer do the demo in his or her absence. If the customer makes an error, the salesperson suffers
▪ Rainmakers get buying commitments before they give selling demonstrations.
◆ XXXIV - Give and Get
...
The Rainmaker, in american Indian tradition, used magical powers to bring the rain to nourish the crops to feed the people. Without the rain, the people would weaken, die, or have to move elsewhere.
Today, a Rainmaker is a person who brings revenue into an organization, be it profit or notfor-profit. That revenue comes from customers and donors. That revenue is the aqua viva—the lifeblood—of the organization. Without it the organization will die.
This is good "How to " book, short and straight to the point. It is must read for every sales person or enterprenour.
So this is my assessment of the book How to Become a Rainmaker by Fox Jeffrey according to my 8 criteria:
1. Related to practice - 5 stars
2. It prevails important - 4 stars
3. I agree with the read - 5 stars
4. not difficult to read (as for non English native) - 5 stars
5. Too long (more than 500 pages) - short and concise (150-200 pages) - 5 stars
6. Boring - every sentence is interesting - 4 stars
7. Learning opportunity - 4 stars
8. Dry and uninspired style of writing - Smooth style with humouristic and fun parts - 4 stars
Total 4.5 stars
───────────────
Here are some highlights and excerpts from the book that I find worth remembering (Complete highlights and excerpts from the book you can find at https://antoniozrilic.com/myblog):
───────────────
◆ I - The Rainmaker’s Credo
▪ The Rainmaker’s Credo Cherish customers at all times. Treat customers as you would your best friend. Listen to customers and decipher their needs. Make (or give) customers what they need. Price your product to its dollarized value. Show customers the dollarized value of what they will get. Teach customers to want what they need. Make your product the way customers want it. Get your product to your customers when they want it. Give your customers a little extra, more than they expect. Remind customers of the dollarized value they received. Thank each customer sincerely and often. Help customers pay you, so they won’t be embarrassed and go elsewhere. Ask to do it again
◆ II - Always Answer the Question, “Why Should This Customer Do Business with Us?”
▪ The customer should do business with you because you will make him feel good, or you will solve his problem, or both. There must be a business benefit and a personal benefit—often interlinked—for the customer
◆ III - Obey Marketing’s First Commandment
▪ When you are the upset customer, you want a full, uninterrupted hearing, you want to deal with someone with the authority to fix the problem, and you want a fair resolution.
▪ Deliver on your promise and you’ll bring rain
◆ IV - Customers Don’t Care About You
▪ You are in front of the customer only because the customer believes, if only a little bit, that you might be able to better his or her situation
▪ You do not talk about yourself; rather, you ask probing, preplanned questions. You listen to what the customer says. Clarify. Summarize. Determine how you can help the customer and how your product solves the customer’s concern
◆ V - Always Precall Plan Every Sales Call
▪ Meetings with decision makers are crucial to getting the sale. Because of this, meetings with a decision maker must be carefully preplanned. Precall planning is particularly important when making the first call on a new customer and when making the last call—the one that concludes with an order.
▪ A precall planning checklist should include: Written sales call objective. Needs analysis questions to ask. Something to show. Anticipated customer concerns and objections. Points of difference vis-à-vis competitors. Meaningful benefits to customers. Dollarization approach; investment return analysis. Strategies to handle objections and eliminate customer concerns. Closing strategies. Expected surprises.
◆ VI - Fish Where the Big Fish Are
▪ Rainmakers talk to customers who are familiar with their product, or who already use the product, or who have a high probability of using the product. Don’t waste your time trying to convince dairy farmers to buy horseshoes. And don’t waste your time selling hospital beds to hotels
▪ Big companies in an industry are generally better prospects than small companies in the same industry. Successful customers are generally better prospects than struggling customers. Customers who want your product are better targets than customers who need your product. (Customers who need your product may not know it. They must be educated, persuaded. This takes time and money. Customers who want your product are partially sold before they see you.)
◆ VII - Show Them the Money!
▪ Customers buy for only two reasons: to feel good or to solve a problem
▪ Rainmakers don’t sell fasteners or valves or washing machines or double-paned windows or tax audits or irrigation systems or training programs or golf clubs. Rainmakers sell money! They sell reduced downtime, fewer repairs, better gas mileage, higher deposit interest, increased output, decreased energy usage, more wheat per acre, more yardage per swing
▪ Always show the customer the money. Always dollarize (see “A Rainmaker Extra,” page 148). Quantify the customer’s return on his investment in your product. Calculate the financial consequences to the customer—the cost of going without your solution.
◆ IX - Killer Sales Question #1
▪ Do the homework. Dollarize the reason why the customer should do business with you. Send a four- or five-sentence letter to the customer detailing the dollarized benefit of the product and promising a follow-up phone call. The objective of the letter is to get the customer to take the follow-up phone call. Good customers don’t ignore a compelling dollarization. They will take your call. When you have the customer on the phone, suggest a meeting, and then ask, “Do you have your appointment calendar handy?”
◆ XIV - Killer Sales Question #2
▪ The Rainmaker asks the customer, “Based on analysis, it looks like you can save $180,000 per year with the solution. Can I assume there are probably a number of things that have to be done before you are completely comfortable with this approach? OK, so before we get into this in any depth, can I get your agreement on the analysis? Will you look at the facts and decide for yourself if they make sense?” This is a killer sales question
◆ XV - Rainmakers Turn Customer Objections into Customer Objectives
▪ The Rainmaker knows that when the customer says, “Your price is too high,” the customer’s goal is to get the proper value for the money invested. The objection tells the Rainmaker that the customer does not yet have enough information to make a positive buying decision
▪ The Rainmaker always turns a customer objection into a mutual—customer/Rainmaker— objective. The Rainmaker, in question form, restates the customer’s objection as an objective. To illustrate: The customer says, “Your delivery time is too long.” The Rainmaker responds, “So our objective is to get you the product when you want it, correct?”
▪ if the sale is not made, Rainmakers always ask, “Is there anything else that concerns you?” Or, “What else may be prohibiting us from moving ahead?” Rainmakers always probe for objections. Rain-makers love objections.
◆ XVI - Always Make a “Mid-Job, Next-Job” Recommendation
▪ Midway through one project with a customer, the Rainmaker proposes another way in which the Rainmaker’s company can help the customer. This is the “mid-job, next-job” memo or recommendation letter. Presenting a “mid-job, next-job” memo is a Rainmaker rule
◆ XVII - Treat Everybody You Meet as a Potential Client
▪ Rainmakers treat nonclients as they do existing customers. They are polite to everyone. Rain-makers view everyone as influential. They know that business can come from unexpected places. They know that something they did ten years ago might result in business today
◆ XVIII - Heed the Biggest Buy Signal
▪ The biggest buy signal is the sales call appointment
▪ You find out what the customer wants on a sales call. When the customer agrees to see you, he or she knows it is a sales call, knows that you are a salesperson. The customer knows something about your product. The customer knows something about your competition. Consequently, the agreement to see you is a setting of the table to do business.
◆ XIX - Killer Sales Question #3
▪ The customer is actually saying, “Tell me why I should buy from you.”
▪ You answer exactly as follows: “Yes, that is a good company. Would you like to know our points of difference?” This is a killer sales question
▪ Your answer, your point of difference, will be forever what the customer thinks about you visà-vis the competitor. You will own that position. Your point of difference (P.O.D.) should be an offset to the competitor. It need not be better or worse than what the competitor does—just different. Your P.O.D. should be information— or a new slant—that the customer doesn’t know. With new and different information, the customer can change his mind without loss of face or criticism.
◆ XXI - Learn the “Miles Per Gallon” of Selling
▪ Selling is a timed journey. The seller’s destination is usually a quota, a goal, a necessary amount of revenue. The timing of the journey is often a fiscal year, a deadline to bring in revenue (e.g., to meet next month’s payroll), or the sales cycle of the product
▪ This timed journey is like an automobile trip. The length of the auto trip is the number of miles between the start and the arrival. The sales journey is the dollar revenue to generate from the beginning of the selling period to the end
▪ The gas tank is the seller’s available number of sales calls. The miles per gallon is the seller’s call-to-close ratio. If the car has 25 gallons of gas, and gets 20 miles per gallon, the car can travel 500 miles. If the seller has 300 available sales calls in a year (number of selling days times average number of calls per day), and has a call-to-close ratio of 20:1* (i.e., 20 calls for every sale), the salesperson can make 15 sales. If the seller, in this example, cannot increase the total available sales calls, or improve his call-to-close ratio, then the sales potential is fifteen closes . . . not sixteen
▪ The Rainmaker fishes where the big fish are. This means the Rainmaker calls on customers with large enough sales potential that, if closed, the resultant revenues will hit goal.
◆ XXIV - Dare to Be Dumb
▪ Hearken to the hotshot criminal detective who related her biggest fear while conducting an investigation: “I am always afraid I will not ask the one important question that unlocks the case.”
▪ Despite his years of experience and ability to instantly sort out a problem, he asks what his colleagues think are dumb questions: “How do you make this part?” “Why do you make it this way?” “How do you assemble the part?” “Why do you put that bolt there?” “How much do the bolts cost you?” “If you could eliminate one bolt per assembly with a less expensive method, that would save you money, correct?” “If I can show you how to fasten the assembly as well as it’s fastened now, but with less cost to you, would you be interested?”
◆ XXV - Always Do an Investment Return Analysis
▪ Showing the customer what it costs per month, week, or day to go without the solution shortens the sales cycle
◆ XXVIII - “Onionize”
▪ This is how a Rainmaker onionizes the customer:
“Tell me how the current situation is worrisome to you.”
“Why is that important to you?”
“How is that important to you?”
“What are the consequences if this continues unimproved?”
“Can we try to find a solution that costs less than the problem?”
“How often does the machine go down or stop working?”
“What is the failure mode?”
“Why do you think that?”
“So the present seal occasionally loses its tolerance and then leaks, correct?”
“If you could get a new seal design that would eliminate leaks, would that be an answer?”
“Here’s your new seal. If, after testing, it works as promised, is there any other reason prohibiting you from recommending it for full production?”
◆ XXX - Never Be in a Meeting
▪ Customers don’t care with whom you are meeting—with one exception: It is OK if you are meeting with another customer. It’s OK because being with customers, and taking care of customers, is what you and everyone else in your company is supposed to do.
▪ You are never on vacation. You are traveling,
▪ The Rainmaker is not “in a meeting,” she is in court, on a job site, traveling to a customer, on a photo shoot, giving a talk at a convention, doing research . . .
◆ XXXII - Advice to a Baby-sitter
▪ Once a customer hires you to do a job, they don’t want to know your problems doing the job. They don’t care. Do a wonderful job, do it on time, do it on budget, don’t complain, and give the customer a little extra. This is the blueprint for customer satisfaction and for continued sales success.
◆ XXXIII - Killer Sales Question #4
▪ When a customer asks for a product demonstration, the Rainmaker responds as follows: “We would be happy to give you a demonstration. If the demo is successful, is there anything else prohibiting you from going ahead?” This is a killer sales question.
▪ Rainmakers never do a test or demo without first getting an agreement from the customers to go ahead with the sale if the test is successful. Rainmakers never let the customer do the demo in his or her absence. If the customer makes an error, the salesperson suffers
▪ Rainmakers get buying commitments before they give selling demonstrations.
◆ XXXIV - Give and Get
...
May 5, 2016
This book is full of concrete, easy to follow advice! A quick read, but I would love to see more books like this.
Read
July 21, 2019"Rainmakers don't sell products; they sell the dollarized value the customer gets from the products. Rainmakers sell money" (20).
"To be successful, the Rainmaker must first get to the essence, the core, of what the customer needs. The Rainmaker must find the problem. The Rainmaker must understand all the customer's concerns, desires, fears, and limits. The Rainmaker cannot prescribe until he or she diagnoses. The Rainmaker cannot turn the customer's need into a want until he or she knows how to put value on the customer's desired state" (63-64).
"'Why don't you give it a try?' is a killer sales question" (91). +
"To be successful, the Rainmaker must first get to the essence, the core, of what the customer needs. The Rainmaker must find the problem. The Rainmaker must understand all the customer's concerns, desires, fears, and limits. The Rainmaker cannot prescribe until he or she diagnoses. The Rainmaker cannot turn the customer's need into a want until he or she knows how to put value on the customer's desired state" (63-64).
"'Why don't you give it a try?' is a killer sales question" (91). +
May 22, 2021
Sur le fond, quelques points intéressants :
- revendre à mi projet
- ne parler qu’au décisionnaire final
- avoir un système de points : 1 pour un lead ou une introduction, 2 pour un meeting calé avec un décisionnaire, 3 pour avoir le meeting, 4 pour un commitment et chercher à avoir 4 points par jour
- toujours chercher à dollariser son produit
- Faure du closing son obsession en face d’un client : ne rien donner sans retour, ne pas le laisser se déconcentrer
Sur la forme, je trouve l’auteur assez pédant et certains chapitres d’une autre époque. Enfin, l’auteur parle que très rarement de « satisfaction client », le end game c’est le closing. Je pense que je n’achèterais pas le produit d’un sales qui se comporte à 100% comme l’explique l’auteur.
- revendre à mi projet
- ne parler qu’au décisionnaire final
- avoir un système de points : 1 pour un lead ou une introduction, 2 pour un meeting calé avec un décisionnaire, 3 pour avoir le meeting, 4 pour un commitment et chercher à avoir 4 points par jour
- toujours chercher à dollariser son produit
- Faure du closing son obsession en face d’un client : ne rien donner sans retour, ne pas le laisser se déconcentrer
Sur la forme, je trouve l’auteur assez pédant et certains chapitres d’une autre époque. Enfin, l’auteur parle que très rarement de « satisfaction client », le end game c’est le closing. Je pense que je n’achèterais pas le produit d’un sales qui se comporte à 100% comme l’explique l’auteur.
November 1, 2019
В свое время я начинал знакомство с техниками продаж именно с этой книги. Лучшее начало для введения в профессию продавца. Кратко, четко и по делу. До сих пор во всех компаниях даю экземпляр этой книги каждому сотруднику в отделе продаж)
February 1, 2021
Great introductory Book about sales
Great book about how to sell things. Gives very specific examples and direction. Perhaps not so great about digital sales, but an excellent primer for a beginner.
Great book about how to sell things. Gives very specific examples and direction. Perhaps not so great about digital sales, but an excellent primer for a beginner.
Read
October 8, 2024midterm ready //////3
July 6, 2025
Short read, easy to follow, but did not learn much. I only found one chapter insightful. It is also a bit dated, in my opinion.
January 18, 2020
I first saw How to Become a Rainmaker by Jeffrey Fox in my friend's office, not far from boxes of Girl Scout cookies. This reminded me of how I used to sell Girl Scout cookies; always top sales in my troop. I was under the impression that I was a great salesperson. But the cookies in my friend's office made me realize that she was the one selling the cookies, not her daughter. This in turn, made me realize that most likely my father sold the cookies, not me. My father was an excellent salesperson. This book helped reinforce how much sales stresses me out and how much sales does not seem conducive to my personality.
Rainmaker reinforced the timeless fact that not only should the sales staff assure that customers want what they buy, but everyone in a business establishment must make sure that each sale was not completed just for the sake of promoting the company. When a business goes bottom-up, employees lose their jobs. It is the duty of every employee to get customers and keep them; everyone involved in a particular business needs to promote its own company. If a salesperson sold something, and the buyer didn’t really want it, that customer may blame not only the salesperson, but whole the company when they are not happy. You may lose customers that way. As a manager, this is something I would reinforce during in-service training.
Fox tells us that customers purchase for two reasons: to feel good or to solve a problem. I wasn't clear about whether feeling good included feeling good about solving a problem. I did understand that one should never make sales calls on customers unless the salesperson can answer why any particular customer should do business with you and your company. The answer must always benefit the customer. Selling just to make money may lead customers to never return. “Quantify the customers’ return on his investment in your product,” in other words, show concern for financial consequences. I add to this, mind that customers don’t always think in terms of cost, rather, think in terms of value. Therefore, Rainmakers always point out value.
“The Rainmaker shows the chain, makes it clear how the phases in the sale are linked,” meaning one should make sure the perspective buyers understand the process in its entirety. A salesperson may lose a customer if the customer buys something he wants or needs or likes, but everything about the transaction becomes a hassle afterwards. For example, a warranty was not clear, a delivery was not smooth, or a size was smaller than “small.”
A good salesperson is organized, calls only on decision-makers, (I feel as if I would not be able to identify decision makers right off the cuff) details pre-call planning, listens, encourages and takes financing into consideration. These common-sense practices are for all salespersons. They are the most important aspects of sales. The great salesperson sells more. I am too spontaneous and distracted with creative ideas for this.
Fox discusses when a receptionist uses the word “meeting” at times the salesperson cannot talk to somebody, some may perceive the term “meeting” as a euphemism and feel as the salesperson just does not want to speak with the caller. How many meetings can one person have in a day and still get things accomplished? I always feel this way hearing the word “meeting.”
Fox recommends devote time to plan your call to your customers at least 15 minutes prior to the call: create a sales objective, analyze the questions that needed to be asked, determine the closing strategy and predict surprises that might occur. When you are ready for the face-to-face, plan to have a show and tell. Fox claims you should be flexible. Having a good logistical strategy to plan your sales according to your available resources is smart. “You must determine how many sales calls ─ or gallons of gas ─ you have in your tank. You must maximize your miles per gallon, your call-to-close-ratio.” This is brilliant, says the logical side of me.
“The Rainmaker presents and helps the customer decide.” When trying to make a decision, I know I often asks friends or relatives what they think. A good salesperson should anticipate and answer questions before someone like me gets their view contaminated by the outside. If the salesperson acts friendly, and advises, he has a better chance to make the sale.
“The Rainmaker asks enough dumb questions to become the highest paid salesperson in the company.” I love that salespeople must know how to answer all kinds of questions about little details that a potential customer may ask.
“Rainmakers are akin to investigative reporters, detectives, psychiatrist, doctors, and archaeologists. They ask, probe, dig, diagnose, and listen. Rainmakers onionize to understand.” You may teach prospective salespeople how to look for these things and understand these things, but someone who does this naturally, will always be better than someone who has been taught.
“Rainmakers sell that which is different,” therefore always compare your product to the competitors’, without belittling them, and without repeating the competitors’ name. I like the example Fox gives of the Headmaster in the all-boy, private, prep-school in Connecticut, who always asks potential students with whom else they are applying, then make comparisons.
I like how Fox talks about selling when there's a likelihood of least interruptions, such as, according to Fox, Friday afternoons and in the mornings. But in today's economic environment, it could really be any time of day, or any day of the week, for any specific individual.
I found it intriguing when Fox said not to take a seat with your back to the wall in a restaurant. If you have a government position that requires clearance, you are trained that the safest place in a restaurant is far from the windows, with your back to the wall. This gives you the opportunity to view who's coming into the restaurant and to see if you might be in danger. The best seat in the restaurant is not the one with the nicest window view. It’s the one in a corner, with your back covered, where you can see everything, and may run to the exit in an emergency.
Fox advises not to drink coffee at a sales call because of distracting consequences, such as spillage. I agree, but amend this recommendation, reminding people that some people don’t like coffee nor it’s smell. Modern coffee shops have a variety of ingredients, which mean more smells. One must be careful not to offend a customer’s olfactory senses. Same with restaurants. Don’t take a vegan to a steak joint. The smells will literally sicken them and make them imagine dead, dying and tortured animals; they will associate this experience with you and your product.
The objectives of the book are to keep customers. Fox says “Rainmakers know that the sale cannot be made until every customer concern, no matter how trivial it seems, is satisfactorily handled.” One of the weaknesses of this book is that it jumps around from how to keep customers to how to get customers. I think it would be better if it were organized.
The important things Rainmaker teaches are to always put yourself in the customer's shoes, to be knowledgeable of your product and your competitor’s product, not to make excuses. Fox suggests to plan ahead and to take pride in yourself, in your work and in your product. Although this book most likely spurred on many sales for many salespeople, I shudder at the thought of making a direct pitch to people. I love coming up with new ideas and designs. I like designing and writing presentations, scripts, short films, posters etc. I even like coming up with pitch ideas. But, I don't like to sell myself. Reading this book didn't change that. I wish it did.
Rainmaker reinforced the timeless fact that not only should the sales staff assure that customers want what they buy, but everyone in a business establishment must make sure that each sale was not completed just for the sake of promoting the company. When a business goes bottom-up, employees lose their jobs. It is the duty of every employee to get customers and keep them; everyone involved in a particular business needs to promote its own company. If a salesperson sold something, and the buyer didn’t really want it, that customer may blame not only the salesperson, but whole the company when they are not happy. You may lose customers that way. As a manager, this is something I would reinforce during in-service training.
Fox tells us that customers purchase for two reasons: to feel good or to solve a problem. I wasn't clear about whether feeling good included feeling good about solving a problem. I did understand that one should never make sales calls on customers unless the salesperson can answer why any particular customer should do business with you and your company. The answer must always benefit the customer. Selling just to make money may lead customers to never return. “Quantify the customers’ return on his investment in your product,” in other words, show concern for financial consequences. I add to this, mind that customers don’t always think in terms of cost, rather, think in terms of value. Therefore, Rainmakers always point out value.
“The Rainmaker shows the chain, makes it clear how the phases in the sale are linked,” meaning one should make sure the perspective buyers understand the process in its entirety. A salesperson may lose a customer if the customer buys something he wants or needs or likes, but everything about the transaction becomes a hassle afterwards. For example, a warranty was not clear, a delivery was not smooth, or a size was smaller than “small.”
A good salesperson is organized, calls only on decision-makers, (I feel as if I would not be able to identify decision makers right off the cuff) details pre-call planning, listens, encourages and takes financing into consideration. These common-sense practices are for all salespersons. They are the most important aspects of sales. The great salesperson sells more. I am too spontaneous and distracted with creative ideas for this.
Fox discusses when a receptionist uses the word “meeting” at times the salesperson cannot talk to somebody, some may perceive the term “meeting” as a euphemism and feel as the salesperson just does not want to speak with the caller. How many meetings can one person have in a day and still get things accomplished? I always feel this way hearing the word “meeting.”
Fox recommends devote time to plan your call to your customers at least 15 minutes prior to the call: create a sales objective, analyze the questions that needed to be asked, determine the closing strategy and predict surprises that might occur. When you are ready for the face-to-face, plan to have a show and tell. Fox claims you should be flexible. Having a good logistical strategy to plan your sales according to your available resources is smart. “You must determine how many sales calls ─ or gallons of gas ─ you have in your tank. You must maximize your miles per gallon, your call-to-close-ratio.” This is brilliant, says the logical side of me.
“The Rainmaker presents and helps the customer decide.” When trying to make a decision, I know I often asks friends or relatives what they think. A good salesperson should anticipate and answer questions before someone like me gets their view contaminated by the outside. If the salesperson acts friendly, and advises, he has a better chance to make the sale.
“The Rainmaker asks enough dumb questions to become the highest paid salesperson in the company.” I love that salespeople must know how to answer all kinds of questions about little details that a potential customer may ask.
“Rainmakers are akin to investigative reporters, detectives, psychiatrist, doctors, and archaeologists. They ask, probe, dig, diagnose, and listen. Rainmakers onionize to understand.” You may teach prospective salespeople how to look for these things and understand these things, but someone who does this naturally, will always be better than someone who has been taught.
“Rainmakers sell that which is different,” therefore always compare your product to the competitors’, without belittling them, and without repeating the competitors’ name. I like the example Fox gives of the Headmaster in the all-boy, private, prep-school in Connecticut, who always asks potential students with whom else they are applying, then make comparisons.
I like how Fox talks about selling when there's a likelihood of least interruptions, such as, according to Fox, Friday afternoons and in the mornings. But in today's economic environment, it could really be any time of day, or any day of the week, for any specific individual.
I found it intriguing when Fox said not to take a seat with your back to the wall in a restaurant. If you have a government position that requires clearance, you are trained that the safest place in a restaurant is far from the windows, with your back to the wall. This gives you the opportunity to view who's coming into the restaurant and to see if you might be in danger. The best seat in the restaurant is not the one with the nicest window view. It’s the one in a corner, with your back covered, where you can see everything, and may run to the exit in an emergency.
Fox advises not to drink coffee at a sales call because of distracting consequences, such as spillage. I agree, but amend this recommendation, reminding people that some people don’t like coffee nor it’s smell. Modern coffee shops have a variety of ingredients, which mean more smells. One must be careful not to offend a customer’s olfactory senses. Same with restaurants. Don’t take a vegan to a steak joint. The smells will literally sicken them and make them imagine dead, dying and tortured animals; they will associate this experience with you and your product.
The objectives of the book are to keep customers. Fox says “Rainmakers know that the sale cannot be made until every customer concern, no matter how trivial it seems, is satisfactorily handled.” One of the weaknesses of this book is that it jumps around from how to keep customers to how to get customers. I think it would be better if it were organized.
The important things Rainmaker teaches are to always put yourself in the customer's shoes, to be knowledgeable of your product and your competitor’s product, not to make excuses. Fox suggests to plan ahead and to take pride in yourself, in your work and in your product. Although this book most likely spurred on many sales for many salespeople, I shudder at the thought of making a direct pitch to people. I love coming up with new ideas and designs. I like designing and writing presentations, scripts, short films, posters etc. I even like coming up with pitch ideas. But, I don't like to sell myself. Reading this book didn't change that. I wish it did.
September 12, 2017
Rainmaker, theo định nghĩa của tác giả thì chẳng có gì đặc biệt lắm. Cơ mà lên wiki đọc thì thấy để trở thành rainmaker, quả thực ko dễ tí nào:
"In business, a rainmaker is a person who brings in new business and wins new accounts almost by magic, since it is often not readily apparent how this new business activity is caused." Vậy đó, đã là người cầu mưa thì phải cầu được mưa giữa trời quang mây tạnh thì ngta mới gọi là cầu mưa đúng ko. ^^
Tác giả viết rất cô đọng trong 45 mục cùng 1 case study tổng thể, theo mình cũng đã nêu lên được như những việc mà các salesperson cần làm để có thể trở thành một salesperson xuất sắc hay một rainmaker của cty. Một số điểm chính:
- Lên kế hoạch toàn diện trước khi gặp khách hàng.
- Hỏi những câu hỏi quan trọng để (1) hiểu thêm về nhu cầu của khách hàng, và (2) đưa khách hàng mỗi lúc một gần hơn đến việc ra quyết định.
- Quy đổi lợi ích thành tiền.
Cuốn này như kiểu sách giáo khoa Sales 101, dễ đọc dễ thực hành. Mình nghĩ là cuốn này helpful đấy vì ai trong đời mà chả có lúc phải chào bán cái gì đó, hoặc là phải thuyết phục người khác về ý tưởng nào đó của mình, ha. ^^
"In business, a rainmaker is a person who brings in new business and wins new accounts almost by magic, since it is often not readily apparent how this new business activity is caused." Vậy đó, đã là người cầu mưa thì phải cầu được mưa giữa trời quang mây tạnh thì ngta mới gọi là cầu mưa đúng ko. ^^
Tác giả viết rất cô đọng trong 45 mục cùng 1 case study tổng thể, theo mình cũng đã nêu lên được như những việc mà các salesperson cần làm để có thể trở thành một salesperson xuất sắc hay một rainmaker của cty. Một số điểm chính:
- Lên kế hoạch toàn diện trước khi gặp khách hàng.
- Hỏi những câu hỏi quan trọng để (1) hiểu thêm về nhu cầu của khách hàng, và (2) đưa khách hàng mỗi lúc một gần hơn đến việc ra quyết định.
- Quy đổi lợi ích thành tiền.
Cuốn này như kiểu sách giáo khoa Sales 101, dễ đọc dễ thực hành. Mình nghĩ là cuốn này helpful đấy vì ai trong đời mà chả có lúc phải chào bán cái gì đó, hoặc là phải thuyết phục người khác về ý tưởng nào đó của mình, ha. ^^
September 22, 2018
It's a short - really short! - practical sales techniques book that I generally liked although it seems silly at times, thus four rather than five stars.
First, I love that it's written in a succinct practical style. So many business books are long just to hit the quota and make an impression of "seriousness", not because they actually have much to say.
Second, the book preaches all the simple but hard to do values, not cutting corners or wrapping sales process into mystique. It all comes down to preparation, thinking hard what customer really needs, listening, following up and closing. The book addresses all of them in a clear practical manner.
However, in some places it goes overboard. Some of the chapters are titled (no joke): "Don't drik a coffee on a sales call" (because you can't take notes with a cup in your hand) or "Never wear a pen in your shirt pocket" (because some day it will leak and ruin your sale). This is what I call going overboard with practicality :)
Otherwise: solid sales book
First, I love that it's written in a succinct practical style. So many business books are long just to hit the quota and make an impression of "seriousness", not because they actually have much to say.
Second, the book preaches all the simple but hard to do values, not cutting corners or wrapping sales process into mystique. It all comes down to preparation, thinking hard what customer really needs, listening, following up and closing. The book addresses all of them in a clear practical manner.
However, in some places it goes overboard. Some of the chapters are titled (no joke): "Don't drik a coffee on a sales call" (because you can't take notes with a cup in your hand) or "Never wear a pen in your shirt pocket" (because some day it will leak and ruin your sale). This is what I call going overboard with practicality :)
Otherwise: solid sales book
May 29, 2025
I read this book on the recommendation of another individual. It’s a book written by a sales professional, for sales professionals. Mr. Fox outlines a number of lessons devised to help those who work in sales be successful.
I’ll be honest I don’t work in sales, but there were several lessons that I took from the book and have been trying to implement in my own career of Human Resources.
It’s a quick read and the author might seem a bit fanatical but given his successful business he must be doing something correct.
I’ll be honest I don’t work in sales, but there were several lessons that I took from the book and have been trying to implement in my own career of Human Resources.
It’s a quick read and the author might seem a bit fanatical but given his successful business he must be doing something correct.
October 27, 2014
Эта одна из лучших книг о продажах, которые мне доводилось когда-либо прочесть.
Вообще у Джефри Фокса уже не в первый раз замечаю очень хорошую тенденцию писать небольшие, лаконичные, легкие для прочтения, неординарные, и самое главное очень полезные книги.
Книгу очень рекомендую для всех предпринимателей, владельцев бизнеса, топ-менеджеров, ну и конечно же для самих продавцов, агентов, торговцев и всех-всех, кто непосредственно занимается теми или иными продажами.
Вообще у Джефри Фокса уже не в первый раз замечаю очень хорошую тенденцию писать небольшие, лаконичные, легкие для прочтения, неординарные, и самое главное очень полезные книги.
Книгу очень рекомендую для всех предпринимателей, владельцев бизнеса, топ-менеджеров, ну и конечно же для самих продавцов, агентов, торговцев и всех-всех, кто непосредственно занимается теми или иными продажами.
January 11, 2025
Goal for 2025: read more nonfiction, classic literature, memoirs, and educational books (mixed in with my silly little romance and fantasy books of course!)
This book was given to me by an MD at my company— finally decided to read it. Some of the advice was good, liked that the book was super short, easy to digest and implement, and practical. The book is definitely dated though. Some of this would not be good advice anymore.
This book was given to me by an MD at my company— finally decided to read it. Some of the advice was good, liked that the book was super short, easy to digest and implement, and practical. The book is definitely dated though. Some of this would not be good advice anymore.
June 24, 2019
Seems dated (getting customer to keep saying yes, letting a rainmaker disrupt company culture if they're producing) but maybe it does work like that.
I'll at least recommend it to some sales people I know and maybe it will help them.
I'll at least recommend it to some sales people I know and maybe it will help them.
January 16, 2025
Timeless Sales lessons
Timeless lessons of selling condensed in a very simple and straightforward fashion. While the lessons themselves are easy to understand, the real challenge is putting them to practice.
Timeless lessons of selling condensed in a very simple and straightforward fashion. While the lessons themselves are easy to understand, the real challenge is putting them to practice.
August 25, 2014
Pretty easy read
August 3, 2016
You might notice that some of the language is a bit dated. But this book is chalk full of some very good advice on how to be successful in business.
August 9, 2018
Don't both reading this. It is quick and light, but feels old fashioned. There may be a good tip or two but generally didn't find this deeply insightful in making sales or keeping clients.
December 19, 2024
It's a great one to have in your "I've read" pile.
January 23, 2025
One of the best in the genre.
January 1, 2025
Nice book to read for an outsider. Some of the techniques might be useful not just in sale.
January 30, 2025
Great basics for making it rain. The concepts are easy to grasp and apply to one's own situation.
March 10, 2025
Make rain or perish.
May 13, 2025
If you’re in sales or any commission based job, this is a great book on how to craft your skills as a sales person and understanding that sales is everything
Read
November 5, 2020Cuốn sách Để trở thành người bán hàng xuất sắc sẽ cung cấp cho người đọc những nấc thang để đi từ người bán hàng bình thường tới vị trí của một người bán hàng phi thường. Thành công lớn bắt đầu từ những bước đi nhỏ, dù bạn là ai, bất kỳ bạn đang ở vị trí nào, bạn cũng cần bắt đầu với những phẩm chất cơ bản của một nhà bán hàng.
Trong cuốn Để trở thành người bán hàng xuất sắc tác giả có một câu châm ngôn hết sức ý nghĩa “nhân viên bán hàng bậc thầy sẽ bán hàng và kiếm tiền cho mình bằng cách đem đến cho khách hàng những khoản lợi nhuận khổng lồ”. Sách không tập trung vào việc việc cung cấp những chiêu trò hay mánh khóe để người bán hàng có thể tiêu thụ nhiều sản phẩm nhất có thể. Sách tập trung vào việc xây dựng một người bán hàng xuất sắc với đầy đủ những phẩm chất đáng có.
Ngành nghề nào cũng vậy, ở những bước bắt đầu chúng ta bắt buộc phải kiên nhẫn. Tác giả nói tới rất nhiều phương châm của một nhân viên bán hàng bậc thầy. Đó là ngủ sớm dậy sớm, siêng năng bán hàng và quy đổi các giá trị thành tiền mặt. Nếu ngài không cộng tác với tôi, chúng ta sẽ cùng thất bại. Tôi bán hàng ngay khi tỉnh giấc. Cạnh tranh từng ly từng tấc. Tương lai là ngay lúc này.
Với câu chuyện không thể bán bia mà chỉ ngồi một chỗ, các tác giả đã minh họa cho người đọc thấy câu chuyện của nhà quản lý bán hàng huyền thoại Modelo. Ông đã yêu cầu nhân viên của mình phải bán hàng trên đường phố và tiếp xúc trực tiếp với khách hàng. Muốn bán được hàng, người làm sale phải lăn xả, tiếp xúc trực tiếp với những khách hàng tiềm năng.
Nội dung sách Để trở thành người bán hàng xuất sắc
Tính độc đáo trong Để trở thành người bán hàng xuất sắc
Bên cạnh những phẩm chất cơ bản đó tác giả cũng gợi ý cho người đọc các cách thức để trở thành một nhà bán hàng độc đáo. Những người làm sale chắc chắn đã quen thuộc với những khái niệm trong ngành, ví dụ như những cuộc gọi chào hàng.
Để trở nên độc đáo, những người bán hàng phải biết cách biến những việc bình thường trở thành những công việc có tính sáng tạo. Làm thế nào để bắt đầu một cuộc gọi chào hàng, các bí mật về thư chào hàng, giới thiệu khách hàng, bí quyết để có khách hàng tự nhiên.
Trong cuốn Để trở thành người bán hàng xuất sắc, tác giả đã dành cho những người bán hàng xuất sắc một cái tên là rainmaker, tức là người tạo ra những cơn mưa. Để tạo ra những cơn mưa về doanh thu, người bán hàng xuất sắc đương nhiên phải biết bán hàng một cách tinh tế.
Dù bán mặt hàng nào họ cũng phải lưu tâm những chi tiết nhỏ nhặt. Đó là những lưu ý như đừng gửi thư chào hàng quá nhiều, hay là cách làm khuyến mãi, hoặc làm thế nào để đặt câu hỏi một cách khôn khéo.
Có rất nhiều sách sách dạy về bán hàng nhưng cuốn Để trở thành người bán hàng xuất sắc của Jeffrey Fox vẫn trở thành cái tên ấn tượng bởi sách cung cấp rất nhiều câu chuyện thực tế. Tác giả đưa ra câu chuyện về người bán hàng thu được 60 nghìn đô chỉ với 6 chiếc khuy. Ông cũng dùng nhiều hình ảnh ẩn dụ trong cuốn sách của mình. Ví dụ những khái niệm như người đi dạo, người đi câu sẽ cho bạn một bức tranh sống động về hình ảnh người bán hàng tầm thường hay xuất sắc.
Những bí quyết trong Để trở thành người bán hàng xuất sắc
Tại sao cần đọc Để trở thành người bán hàng xuất sắc
Tại sao chúng ta nên đọc cuốn Để trở thành người bán hàng xuất sắc? Cuốn sách này cần thiết bởi nó sẽ cung cấp cho bạn một cái nền căn bản về công việc làm sales. Có thể bạn đã là dân quen trong nghề nhưng chưa chắc bạn đã biết hết những phẩm chất cần thiết của một người bán hàng thực sự xuất sắc.
Những ví dụ về công việc bán hàng trong sách sẽ giúp bạn làm mới kiến thức của mình. Đừng dừng lại ở những công thức hay lý thuyết sáo rỗng chung chung. Sách sẽ cho bạn những minh họa gần gũi trong công việc đòi hỏi sự năng động và rất lắm cạnh tranh này.
Sách hay nên đọc: Review sách Không đến Một (Zero to One) – biến doanh nghiệp của bạn trở thành độc quyền
Lời kết
Cuốn sách Để trở thành người bán hàng xuất sắc chắc sẽ là một món quà quý cho những người mới bước chân vào nghề sale. Hãy đọc để xác định cho mình một tâm thế vững chắc trước khi vào nghề.
Bán hàng không phải là một công việc dễ dàng và đại trà như người ta thường nói. Bán hàng là một công việc rất thú vị và đòi hỏi sự sáng tạo rất lớn cũng như tính kiên trì bền bỉ ở ở người lựa chọn công việc này.
Cuốn sách Để trở thành người bán hàng xuất sắc cũng rất cần thiết cho những chủ doanh nghiệp. Hãy đọc và hiểu cuốn sách rồi dẫn dắt cho nhân viên của mình mình trở thành những người bán hàng vừa có tâm vừa có tầm, tạo được mạng lưới khách hàng trung thành cho công ty. Những người muốn hiểu thêm về kinh doanh, hãy đọc cuốn sách Để trở thành người bán hàng xuất sắc bạn, sẽ có một cái nhìn mới và một tư duy hoàn toàn khác về nghề bán hàng này.
Trong cuốn Để trở thành người bán hàng xuất sắc tác giả có một câu châm ngôn hết sức ý nghĩa “nhân viên bán hàng bậc thầy sẽ bán hàng và kiếm tiền cho mình bằng cách đem đến cho khách hàng những khoản lợi nhuận khổng lồ”. Sách không tập trung vào việc việc cung cấp những chiêu trò hay mánh khóe để người bán hàng có thể tiêu thụ nhiều sản phẩm nhất có thể. Sách tập trung vào việc xây dựng một người bán hàng xuất sắc với đầy đủ những phẩm chất đáng có.
Ngành nghề nào cũng vậy, ở những bước bắt đầu chúng ta bắt buộc phải kiên nhẫn. Tác giả nói tới rất nhiều phương châm của một nhân viên bán hàng bậc thầy. Đó là ngủ sớm dậy sớm, siêng năng bán hàng và quy đổi các giá trị thành tiền mặt. Nếu ngài không cộng tác với tôi, chúng ta sẽ cùng thất bại. Tôi bán hàng ngay khi tỉnh giấc. Cạnh tranh từng ly từng tấc. Tương lai là ngay lúc này.
Với câu chuyện không thể bán bia mà chỉ ngồi một chỗ, các tác giả đã minh họa cho người đọc thấy câu chuyện của nhà quản lý bán hàng huyền thoại Modelo. Ông đã yêu cầu nhân viên của mình phải bán hàng trên đường phố và tiếp xúc trực tiếp với khách hàng. Muốn bán được hàng, người làm sale phải lăn xả, tiếp xúc trực tiếp với những khách hàng tiềm năng.
Nội dung sách Để trở thành người bán hàng xuất sắc
Tính độc đáo trong Để trở thành người bán hàng xuất sắc
Bên cạnh những phẩm chất cơ bản đó tác giả cũng gợi ý cho người đọc các cách thức để trở thành một nhà bán hàng độc đáo. Những người làm sale chắc chắn đã quen thuộc với những khái niệm trong ngành, ví dụ như những cuộc gọi chào hàng.
Để trở nên độc đáo, những người bán hàng phải biết cách biến những việc bình thường trở thành những công việc có tính sáng tạo. Làm thế nào để bắt đầu một cuộc gọi chào hàng, các bí mật về thư chào hàng, giới thiệu khách hàng, bí quyết để có khách hàng tự nhiên.
Trong cuốn Để trở thành người bán hàng xuất sắc, tác giả đã dành cho những người bán hàng xuất sắc một cái tên là rainmaker, tức là người tạo ra những cơn mưa. Để tạo ra những cơn mưa về doanh thu, người bán hàng xuất sắc đương nhiên phải biết bán hàng một cách tinh tế.
Dù bán mặt hàng nào họ cũng phải lưu tâm những chi tiết nhỏ nhặt. Đó là những lưu ý như đừng gửi thư chào hàng quá nhiều, hay là cách làm khuyến mãi, hoặc làm thế nào để đặt câu hỏi một cách khôn khéo.
Có rất nhiều sách sách dạy về bán hàng nhưng cuốn Để trở thành người bán hàng xuất sắc của Jeffrey Fox vẫn trở thành cái tên ấn tượng bởi sách cung cấp rất nhiều câu chuyện thực tế. Tác giả đưa ra câu chuyện về người bán hàng thu được 60 nghìn đô chỉ với 6 chiếc khuy. Ông cũng dùng nhiều hình ảnh ẩn dụ trong cuốn sách của mình. Ví dụ những khái niệm như người đi dạo, người đi câu sẽ cho bạn một bức tranh sống động về hình ảnh người bán hàng tầm thường hay xuất sắc.
Những bí quyết trong Để trở thành người bán hàng xuất sắc
Tại sao cần đọc Để trở thành người bán hàng xuất sắc
Tại sao chúng ta nên đọc cuốn Để trở thành người bán hàng xuất sắc? Cuốn sách này cần thiết bởi nó sẽ cung cấp cho bạn một cái nền căn bản về công việc làm sales. Có thể bạn đã là dân quen trong nghề nhưng chưa chắc bạn đã biết hết những phẩm chất cần thiết của một người bán hàng thực sự xuất sắc.
Những ví dụ về công việc bán hàng trong sách sẽ giúp bạn làm mới kiến thức của mình. Đừng dừng lại ở những công thức hay lý thuyết sáo rỗng chung chung. Sách sẽ cho bạn những minh họa gần gũi trong công việc đòi hỏi sự năng động và rất lắm cạnh tranh này.
Sách hay nên đọc: Review sách Không đến Một (Zero to One) – biến doanh nghiệp của bạn trở thành độc quyền
Lời kết
Cuốn sách Để trở thành người bán hàng xuất sắc chắc sẽ là một món quà quý cho những người mới bước chân vào nghề sale. Hãy đọc để xác định cho mình một tâm thế vững chắc trước khi vào nghề.
Bán hàng không phải là một công việc dễ dàng và đại trà như người ta thường nói. Bán hàng là một công việc rất thú vị và đòi hỏi sự sáng tạo rất lớn cũng như tính kiên trì bền bỉ ở ở người lựa chọn công việc này.
Cuốn sách Để trở thành người bán hàng xuất sắc cũng rất cần thiết cho những chủ doanh nghiệp. Hãy đọc và hiểu cuốn sách rồi dẫn dắt cho nhân viên của mình mình trở thành những người bán hàng vừa có tâm vừa có tầm, tạo được mạng lưới khách hàng trung thành cho công ty. Những người muốn hiểu thêm về kinh doanh, hãy đọc cuốn sách Để trở thành người bán hàng xuất sắc bạn, sẽ có một cái nhìn mới và một tư duy hoàn toàn khác về nghề bán hàng này.
December 30, 2019
(The English review is placed beneath Russian one)
Книга точно устарела. Если в эпоху, когда Интернет ещё не был сильно развит, т.е. когда ещё не было никакого YouTube и Facebook, такая книга могла иметь ценность, то теперь, когда каждый подросток смотрит различные видеоролики на YouTube или просматривает статьи в Facebook, такая книга, скорее всего, будет не нужна.
Я ставлю за скобками, что книга ориентирована на тех, кто занимается продажами. Т.е. я не думаю, что человек не связанный с продажами найдёт эту книгу полезной для себя.
Но в любом случаи, у меня вопрос к содержанию книги и кому такое содержание может пригодиться. Вот возьмём самые яркие советы, или советы которые запомнились лично мне. Так, автор долго объясняет, почему при переговорах не стоит соглашаться выпить чашечку кофе (прольётся и всё испортит). Звучит странно, не так ли? Возьмём другой совет: не кладите шариковую ручку в карман рубашки, ибо, когда и если она потечёт, клиент не будет слушать (или слышать) что вы говорите, а его внимание будет приковано к пятну чернил на вашей рубашке. По мне, так эти советы подходят для брошюры, которые могли бы раздаваться всем новым продавцам, чем в качестве содержания для полноценной книги. Возьмём другой совет: клиент не должен слышать от вас, что при решении его – клиента – проблемы у вас возникли какие-либо трудности (автор приводит в качестве примера историю девушки, которая подрабатывала в качестве няни). Вот ещё один: вы должны всегда быть доступны для связи с клиентом, единственный вариант, когда делается исключение, это если вы занимаетесь с другим клиентом. Ну и так далее, в подобном духе. Ценны такие советы? У меня есть сомнения. Не сказать, что я не согласен с ними, но опять же, какие-то самоочевидны, какие-то спорны (как например, с примером с кофе). Т.е. как я сказал, в XX веке они могли бы пригодиться, т.к. источников получения информации было не так уж и много. Хотя, думаю даже тогда такие советы, вполне можно было получить либо с помощью брошюры для начинающих продавцом, либо старшие коллеги поделились бы парочкой подобных историй. Так что ценность книги очень и очень спорная, а уж для сегодня и подавно.
The book is definitely out of date. If at a time when the Internet was not yet very developed, i.e. when there was no YouTube or Facebook yet, such a book could have value, but now, when every teenager watches various videos on YouTube or browses articles on Facebook, such a book is most likely not needed.
Not to mention the fact that the book is completely aimed at salespeople. I mean, I don't think a person who isn't involved in sales will find this book useful for himself.
But anyway, I have a question about the content of the book and who could use it. Let's take the most vivid advice. So, the author is explaining for a long time why you should not agree to have a cup of coffee during negotiations (it will spill and spoil everything). Sounds weird, doesn't it? Let's take another advice: do not put a ballpoint pen in your shirt pocket, because when and if it leaks, the client will not listen (or hear) what you are saying, but his attention will be fixed to the stain of ink on your shirt. To me, these tips are suitable for a brochure that could be distributed to all new sellers, rather than as content for a book. Let's take another tip: the client shouldn't hear from you that you have any difficulty in solving his - the client's - problems (the author gives the story of a girl who worked as a nanny as an example). Here's another tip: you should always be available to be in touch with the client, the only option when an exception is made is if you are dealing with another client.
Are these tips valuable? I have my doubts. Not to say that I disagree with them, but again, some are self-evident, some are argumentative (like with the example of coffee). That is, as I said, in the XX century they could be useful because there were not so many sources of information. Although I think, even at that time, such advice could well be obtained either with the help of a brochure for novice sellers, or older colleagues would share a couple of such stories. So the value of the book is very, very questionable and even more so for today
Книга точно устарела. Если в эпоху, когда Интернет ещё не был сильно развит, т.е. когда ещё не было никакого YouTube и Facebook, такая книга могла иметь ценность, то теперь, когда каждый подросток смотрит различные видеоролики на YouTube или просматривает статьи в Facebook, такая книга, скорее всего, будет не нужна.
Я ставлю за скобками, что книга ориентирована на тех, кто занимается продажами. Т.е. я не думаю, что человек не связанный с продажами найдёт эту книгу полезной для себя.
Но в любом случаи, у меня вопрос к содержанию книги и кому такое содержание может пригодиться. Вот возьмём самые яркие советы, или советы которые запомнились лично мне. Так, автор долго объясняет, почему при переговорах не стоит соглашаться выпить чашечку кофе (прольётся и всё испортит). Звучит странно, не так ли? Возьмём другой совет: не кладите шариковую ручку в карман рубашки, ибо, когда и если она потечёт, клиент не будет слушать (или слышать) что вы говорите, а его внимание будет приковано к пятну чернил на вашей рубашке. По мне, так эти советы подходят для брошюры, которые могли бы раздаваться всем новым продавцам, чем в качестве содержания для полноценной книги. Возьмём другой совет: клиент не должен слышать от вас, что при решении его – клиента – проблемы у вас возникли какие-либо трудности (автор приводит в качестве примера историю девушки, которая подрабатывала в качестве няни). Вот ещё один: вы должны всегда быть доступны для связи с клиентом, единственный вариант, когда делается исключение, это если вы занимаетесь с другим клиентом. Ну и так далее, в подобном духе. Ценны такие советы? У меня есть сомнения. Не сказать, что я не согласен с ними, но опять же, какие-то самоочевидны, какие-то спорны (как например, с примером с кофе). Т.е. как я сказал, в XX веке они могли бы пригодиться, т.к. источников получения информации было не так уж и много. Хотя, думаю даже тогда такие советы, вполне можно было получить либо с помощью брошюры для начинающих продавцом, либо старшие коллеги поделились бы парочкой подобных историй. Так что ценность книги очень и очень спорная, а уж для сегодня и подавно.
The book is definitely out of date. If at a time when the Internet was not yet very developed, i.e. when there was no YouTube or Facebook yet, such a book could have value, but now, when every teenager watches various videos on YouTube or browses articles on Facebook, such a book is most likely not needed.
Not to mention the fact that the book is completely aimed at salespeople. I mean, I don't think a person who isn't involved in sales will find this book useful for himself.
But anyway, I have a question about the content of the book and who could use it. Let's take the most vivid advice. So, the author is explaining for a long time why you should not agree to have a cup of coffee during negotiations (it will spill and spoil everything). Sounds weird, doesn't it? Let's take another advice: do not put a ballpoint pen in your shirt pocket, because when and if it leaks, the client will not listen (or hear) what you are saying, but his attention will be fixed to the stain of ink on your shirt. To me, these tips are suitable for a brochure that could be distributed to all new sellers, rather than as content for a book. Let's take another tip: the client shouldn't hear from you that you have any difficulty in solving his - the client's - problems (the author gives the story of a girl who worked as a nanny as an example). Here's another tip: you should always be available to be in touch with the client, the only option when an exception is made is if you are dealing with another client.
Are these tips valuable? I have my doubts. Not to say that I disagree with them, but again, some are self-evident, some are argumentative (like with the example of coffee). That is, as I said, in the XX century they could be useful because there were not so many sources of information. Although I think, even at that time, such advice could well be obtained either with the help of a brochure for novice sellers, or older colleagues would share a couple of such stories. So the value of the book is very, very questionable and even more so for today
June 8, 2020
First thing's first, I am not a salesperson or in any way involved in the selling process—nor am I interested to become one. This book was lent to me by a friend when I was out of ideas of what to read next. However, I do want to be a little more familiar with pretty much all sectors of the business process, so this was still quite a notable read for me. If you're much like me—not in sales, but wouldn't mind finding more things about it—this is probably the review you should read.
This book is pretty basic and it covers a lot of bases. It doesn't deal with terminologies—those it uses are explained eloquently within the book—so even a complete idiot should be able to understand it. For me, this book played as some kind of reflection for how the company I work for is operating right now—and seeing all the flaws in it. It's pretty straightforward and manages to paint being a rainmaker as something doable for everyone—not just people in sales. It's such a quick read, you can most likely finish it in one day—personally, it took me a long time because of other incredibly time-and-mind-consuming commitments.
While I enjoy the tips this book gives out, sadly, they don't all age well. There were some tips that feel a little specific to a certain time and place. For instance, the one about snail mail. It might've stood out in the early 2000—when this book was published—but it will go unnoticed today. Aside from that, some of the tips also have weak arguments, i.e. the one that says you shouldn't drink coffee on a sales call. You could've been more careful with your beverages, shit can happen no matter what. I think this is all due to the lack of any scientific data backing up any of the author's arguments. It feels a little less believable, especially since the examples used by the author also seem hypothetical and/or fictional.
As a basic reading on sales, I think this book could be a good guide, but it really shouldn't be the only book you read on the subject. Now, especially, there's too much information available, that it's a pity not to use them all and read with a grain of salt.
This book is pretty basic and it covers a lot of bases. It doesn't deal with terminologies—those it uses are explained eloquently within the book—so even a complete idiot should be able to understand it. For me, this book played as some kind of reflection for how the company I work for is operating right now—and seeing all the flaws in it. It's pretty straightforward and manages to paint being a rainmaker as something doable for everyone—not just people in sales. It's such a quick read, you can most likely finish it in one day—personally, it took me a long time because of other incredibly time-and-mind-consuming commitments.
While I enjoy the tips this book gives out, sadly, they don't all age well. There were some tips that feel a little specific to a certain time and place. For instance, the one about snail mail. It might've stood out in the early 2000—when this book was published—but it will go unnoticed today. Aside from that, some of the tips also have weak arguments, i.e. the one that says you shouldn't drink coffee on a sales call. You could've been more careful with your beverages, shit can happen no matter what. I think this is all due to the lack of any scientific data backing up any of the author's arguments. It feels a little less believable, especially since the examples used by the author also seem hypothetical and/or fictional.
As a basic reading on sales, I think this book could be a good guide, but it really shouldn't be the only book you read on the subject. Now, especially, there's too much information available, that it's a pity not to use them all and read with a grain of salt.
July 14, 2024
An absolutely fantastic book that gives common sense advice on how to be successful in getting new customers and keeping current customers. The book is over 20 years old, but the common sense and sage advice is timeless.
Love the advice:
1) Set up sales meetings for breakfast or Friday afternoons: its hard for a customer to cancel a breakfast meeting and customers are usually in a good mood on Fridays
2) Use points to scorecard your efforts:
Get away from basic busywork and actually scorecard your day or week based on true results. Lead: 1 pt. , Setting Appointment 2 pts. , Meeting face to face - 3pts, Getting a commitment to close 4 pts.
3) Onionize:
So many of us are trying to monetize. But before we can have a recurring revenue from our customers, we have to "ONIONIZE" . This is essentially asking the right questions to understand the core problem of the customer, the pain of it and what it means. It takes skills to probe and get to the bottom of things.
4) Killer Sales Questions: There are six major sections that are sprinkled throughout the book that address key questions that salespeople should have in their repertoire to professionally work with prospects and clients and get a successfully closed deal. I won't share the details because there is too much to cover in a review, and this is the best part of the book which must be read to truly understood.
Jeffrey J. Fox also wrote 'How to Become a CEO' and 'How to be a Great Boss' which are also great. I don't regret much but this would have been a helpful book if I read it 20 years ago. But I read it in 2024 and will put many of the ideas, concepts and key killer sales questions to practice today!
If you believe that everyone needs to be good at sales (as you should) this is a recommended book. If you are a professional salesperson this is a MUST!
Love the advice:
1) Set up sales meetings for breakfast or Friday afternoons: its hard for a customer to cancel a breakfast meeting and customers are usually in a good mood on Fridays
2) Use points to scorecard your efforts:
Get away from basic busywork and actually scorecard your day or week based on true results. Lead: 1 pt. , Setting Appointment 2 pts. , Meeting face to face - 3pts, Getting a commitment to close 4 pts.
3) Onionize:
So many of us are trying to monetize. But before we can have a recurring revenue from our customers, we have to "ONIONIZE" . This is essentially asking the right questions to understand the core problem of the customer, the pain of it and what it means. It takes skills to probe and get to the bottom of things.
4) Killer Sales Questions: There are six major sections that are sprinkled throughout the book that address key questions that salespeople should have in their repertoire to professionally work with prospects and clients and get a successfully closed deal. I won't share the details because there is too much to cover in a review, and this is the best part of the book which must be read to truly understood.
Jeffrey J. Fox also wrote 'How to Become a CEO' and 'How to be a Great Boss' which are also great. I don't regret much but this would have been a helpful book if I read it 20 years ago. But I read it in 2024 and will put many of the ideas, concepts and key killer sales questions to practice today!
If you believe that everyone needs to be good at sales (as you should) this is a recommended book. If you are a professional salesperson this is a MUST!
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