The Accidental Sales Manager: How to Take Control and Lead Your Sales Team to Record Profits Review

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The Accidental Sales Manager: How to Take Control and Lead Your Sales Team to Record Profits ReviewChris Lytle has outdone himself again.
I first learned about his work and sales leadership philosophy with his first book "The Accidental Salesperson" in 2000.
The range of topics covered is very comprehensive for rookies and veterans alike.
His work is refreshing, and most importantly effective in gaining results and teaching new and experienced sales representatives new approaches to advancing suspects to prospects and ultimately to highly qualified prospects. His new book does not disappoint, and is delivered with highly practical and actionable strategies and tactics will develop a new Sales Manager, and strengthen the results of any seasoned veteran of sales leadership and management. Thanks Chris for continuing to share your perspectives, experience and insights with the rest of us.
Miguel A. de Jesus
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The Gifted Boss Revised Edition: How to Find, Create and Keep Great Employees Review

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The Gifted Boss Revised Edition: How to Find, Create and Keep Great Employees ReviewI have worn out several of these little books, how can you not once you start reading. This is yet another one of Dauten's Diamonds!!The Gifted Boss Revised Edition: How to Find, Create and Keep Great Employees Overview

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Jewish Wisdom for Business Success: Lessons from the Torah and Other Ancient Texts Review

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Jewish Wisdom for Business Success: Lessons from the Torah and Other Ancient Texts ReviewI don't say that lightly. I have read many business advice books and this tops them all. What you find in this book are nine pivotal lessons and wisdom teachings that are applicable to both business and life. What others authors might spend an entire book on are presented in this book in an engaging and concise manner in one chapter. In this sense you are getting nine books in one.
This book is heavily based on the Old Testament and uses stories from Moses, Abraham, Isaac, Jacob and Pharaoh to teach important business lessons.
The premise of the book is that the Old Testament is a repository of timeless wisdom and Jewish people have made use of that wisdom throughout the ages leading to their success in business and other areas. The authors of Jewish Wisdom for Business Success decipher that wisdom and share it with the readers in an engaging and practical manner.
Each wisdom teaching is followed by an interesting and relevant contemporary business story and then two pearls of wisdom that the authors entitle "insight for business" followed by an equally pertinent "wisdom for life" which shows how the same lesson can be used to improve the readers personal life.
The book starts off with lesson about how to overcome fear using the story of the Israelites at the Sea of Reeds being chased by the Egyptian army. The lessons from that chapter, as well as from all the other chapters in the book, are extremely relevant and timely as the current financial crisis unfolds.
The next chapter talks about the importance of finding one's authentic inner will power and gives important pointers how to find it. This chapter will really help the reader in a concrete manner find their unique niche in life and work.
Chapter three deals with humility and business and gives a refreshing take on the concept of ego and humility offering four models of ego.
Chapter four deals with the need to balance one's management style both in business and in life. Chapter five gives the reader invaluable tips for negotiating--one of the best chapters on the subject I have ever read.
Chapter six deals with the all important concept of failure and gives concrete steps how to avoid failure including a regular "audit of the soul" and maintains that when seen from the proper perspective their really in no such things as failure.
Chapter seven stakes out three models of entrepreneurship and offers its own unique concept of an especially fulfilling manner of doing business that it coins "spiritual entrepreneurship." Immense wisdom for how to view the money making process.
Chapter eight gives an impressive overview of the power of attraction and how it works. In this chapter you get "The Secret," "Think and Grow Rich" and numerous other Power of Attraction books in one.
The final chapter deals with the importance of having an intellectual emotional balance in one's life and business dealings.
Each chapter ends with a meditation and a guide how to use the meditations is also provided at the back of the book.
This book is packed full with great advice and wisdom packaged in an interesting an engaging manner. I give it a full five stars because there aren't six stars available.Jewish Wisdom for Business Success: Lessons from the Torah and Other Ancient Texts Overview

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Start with NO...The Negotiating Tools that the Pros Don't Want You to Know Review

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Start with NO...The Negotiating Tools that the Pros Don't Want You to Know ReviewJim Camp is new to me but will most likely become quite a bright albeit controversial figure in management circles. Mr. Camp's new offering, START WITH NO, specifically debunks the methodology we were all taught in Negotiation 101...achieve "win-win" at all costs. Mr. Camp says NO, with a capital N, to this weak, antiquated negotiating objective.
Mr. Camp introduces his theory, "...I believe win-win is hopelessly misguided as a basis for good negotiating, in business or in your personal life or anywhere else." So begins his treatise encapsulated in contrarian thinking toward negotiations of any type. Win-win, posits Mr. Camp, is an invitation to lose. While conventional tutelage is grounded in give-and-take compromise, Mr. Camp's negotiating foundation begins with giving or taking a No. Empowering an opponent to say No is power, according to Camp.
Mr. Camp quotes the ever-popular negotiating gem, GETTING TO YES, and its basic definition of a "wise agreement." A wise agreement meets the legitimate interests of each side to the extent possible, resolves conflicting interests fairly, is durable, and takes community interests into account. Camp's theory is that compromise is implicit within this definition, perhaps explicit. His question: Why in the world compromise before you're certain you have to?
Mr. Camp offers the reader an indepth view of why saying No is beneficial to a negotiator amongst an abundance of wisdom, tactics and observations from years of negotiation coaching. In the end, Mr. Camp leaves us with "The Thirty-three Rules" of negotiating. A few of these, which fly in the face of the conventional win-win theory:
- Your job is not to be liked. Its to be respected and effective.
- Never enter a negotiation-never make a phone call-without a valid agenda.
- You do not need it. You only want it. {a very key attribute regardless the theoretical camp in which one resides}
- The value of the negotiation increase by multiples as time, energy, money, and emotion are spent.
- "No" is good, "yes" is bad, "maybe" is worse.
- "Our greatest strength is our greatest weakness (Emerson).
All this said, Mr. Camp has presented an extremely cogent view of why win-win is outdated and outmoded. However, there are always situations wherein weakness is the position in which one begins providing a gauntlet of hurdles to clear before reaching the proprietary level of success. Consequently, it is my conclusion that, while Mr. Camp's methods are unorthodox and unconventional, they can be of great assistance to a negotiator who understands that each negotiation has its own set of facts and circumstances. No single negotiation exists in a vacuum.
Commingled utilization of Mr. Camp's methodology along with emotion-neutral theories should prove valuable to the negotiating professional. A good solid read that should be part of any negotiators' library.Start with NO...The Negotiating Tools that the Pros Don't Want You to Know Overview

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The Little Book of Leadership: The 12.5 Strengths of Responsible, Reliable, Remarkable Leaders That Create Results, Rewards, and Resilience (Jeffrey Gitomer's Little Book) Review

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The Little Book of Leadership: The 12.5 Strengths of Responsible, Reliable, Remarkable Leaders That Create Results, Rewards, and Resilience (Jeffrey Gitomer's Little Book) ReviewOver the years I've read a wide assortment of leadership books and I've certainly learned from each and every one of them. But every now and then, you pick up a leadership book and something about it just grabs you and won't let go. You find yourself drinking in knowledge and ideas and become totally absorbed in the author's message. Such is the case with Jeffrey Gitomer's LITTLE BOOK OF LEADERSHIP. I am very passionate about leadership and therefore passionate about books on leadership, but it's been a long time since I've held a book that captured my interest like this one has. I've also read several books by Gitomer and he always manages to capture my interest, but this one even exceeded my expectations. I think this is the best work he has put out in quite some time.

This is really a leadership training manual. If you were tasked with training a new leader, you could literally use this as a textbook. There are 13 chapters (okay, 12.5 chapters), but the book will grab your attention even before you get to the actual chapters. The intro itself contains insight on how best to use the book, defining leadership and how to define your role as leader and the forward by Doc Hershey that explains situational leadership and the four quadrants and bell curve.
I'm sure some critics will belittle the fact that Gitomer uses this book to encourage readers to buy some of his other books, such as the Little Gold Book of Yes Attitude. Personally, I have no issue with this tactic, especially in this context. You see, the "Yes Attitude" is a subchapter in Chapter 2 on Mental Leadership, so why wouldn't he offer a resource for you to use for further development?
Those familiar with Gitomer's books will recognize the familiar formatting, different and unique and I must admit, not readily accepted by all readers. The first Gitomer book I ever read almost drove me crazy with the formatting, but once I got used to it, it all started to make sense. You'll find the same thing here, links to more information and other online resources, a liberal disbursement of quotes, self evaluations and numbered lists. Also each chapter and subchapter concludes with 2 major elements; Key Points of Understanding and Key Action to Take.

I've just about worn out a mechanical pencil underlining and making margin notes. You're going to find an incredible amount of information here that you will want to put to work for you. We all want to become the best leader we can possibly be. This book will help to become just that. Make this the next priority on your reading list.
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Never Eat Alone: And Other Secrets to Success, One Relationship at a Time Review

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Never Eat Alone: And Other Secrets to Success, One Relationship at a Time ReviewIt seems like much of the efficacy of Ferrazzi's tactics lies in blurring the distinction between the personal and the professional connections. Not even church-going remains sacred.
At what point does a close-knit network become more invaluable than acquaintanceships struck during in-flight snackbreaks? Are 500 people willing to answer your calls (after the umpteenth time you've attempted to ambush them on the phone during their off hours) really an asset? Readers should keep in mind that one will not be able to fool all of the people all of the time with false pretenses of friendship. Ferrazzi's work would be more effective if he differentiated between intensities of friendship and the tactics most appropriate for each.
Further difficulties include:
-Networking Plan of Action (unfortunately acronymed NAP) includes scarcely a page of information about how to construct one.
-The arguments are often internally inconsistent: receiving an invitation to a 15 min coffee break is an affront, while sending one tops the personal arsenal list. Katharine Graham is eulogized as a champion of both "somebodies" and "nobodies." Yet Ferrazzi's lists of "people he'd like to meet" and his incessant extolling of the virtues of name-dropping seems to indicate "nobodies" are nobodies in his book. Finally, the distinction between a "networking jerk" and commendable behavior is, at best, subtle.
-For an individual so concerned with connectedness, it is curious that a bibliography or appendix of suggested reading is entirely absent.
May I suggest:
*How to Win Friends and Influence People: soft skills development
*Big Fish (a novel of "mythic proportions" by Daniel Wallace): a more sympathetic view on spin, for contemplating your own self-marketing plan or why Ferrazzi really left Deloitte.
*The Tipping Point: Chapter 2 is a more rigorous exploration of the roles the uber-connected play in social networks.
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Visionary Selling: How to Get to Top Executives and How to Sell Them When You're There Review

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Visionary Selling: How to Get to Top Executives and How to Sell Them When You're There ReviewI read all books on selling as soon as they are released as part of my responsibilities at Rockwell Automation. I really like this book. It reads well,(And fast)and is full of great ideas, as well as a processs to call on executive level buying influences. It is exactly what salespeople selling today need to access the high level executives that control the money to sponsor visionary ideas. I liked the book so much I have hired Barbara to spend two days with her visionary Selling class with our 100 top sales people. All our sales managers and top sales people have read and evaluated this book as excellent.Visionary Selling: How to Get to Top Executives and How to Sell Them When You're There Overview

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A Seat at the Table:How Top Salespeople Connect and Drive Decisions at the Executive Level Review

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A Seat at the Table:How Top Salespeople Connect and Drive Decisions at the Executive Level ReviewA Seat at the Table is a book for the ages: A volume of advice designed for the modern salesperson who wants to distinguish himself/herself and offer potential customers cutting -edge service and competitive advantage. This book takes a different approach to selling- an approach that shifts the emphasis away from trying to offer the most product for the lowest price, over to a strategy that involves creating the most value possible for the customer.
Making connections with the people that matter most is important to any salesperson and this book effectively demonstrates what it takes to get your message across to the executives and other decision makers in any business. The executives are the ones who need to be swayed and this book effectively shows how to talk to them and how to prove to them that your product or service will create value for both your company and theirs, creating a win- win situation. Customers nowadays consider value paramount to any buying decision and this book effectively shows how a salesperson can build a partnership with customers that benefits all parties involved.
A Seat at the Table recommends taking several steps to cement the deal and the book offers many different bits of advice for the determined salesperson to follow. The book includes specific questions to ask and even samples of statements to make to a potential customer in order to improve the odds that you, the salesperson, will seal the deal. The book includes some tables and graphs as well, to illustrate key points, and it is written in an outline format, making it easy to refer back to as a reference guide and training tool for salespersons of all ages. I like the format of this book and I like that it includes examples showing exactly what approaches to take in order to complete a sale. Too often, books about selling talk a great talk, but they don't offer enough examples that explain exactly how to carry out the book's message. A Seat at the Table explains everything quite nicely, with solid organization and clear wording.
Selling has changed over the years and today's salesperson needs to approach the sale from a different perspective. The most important lesson to take from this book is that customers nowadays want more than just the best price. Customers want business assistance from the salesperson and they want to know how a particular product or service they purchase is going to add value. Salespeople can achieve this by becoming businesspeople who sell. Doing all of these things will earn the salesperson the much- coveted seat at the table; building a lasting relationship with the customer that provides benefits to all involved.
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The Marketing Gurus: Lessons from the Best Marketing Books of All Time Review

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The Marketing Gurus: Lessons from the Best Marketing Books of All Time ReviewI had to pick a book and write a review as part of an assignment of for may graduate marketing class. Having no marketing experience I took a shot in the dark and picked this book.
I am so glad I did. Although the authors of the original full-text versions would disagree, Mr. Murray "readers digest" summaries of the book were terrific. This book allowed me a great overview of 17 marketing books in one.
For someone new to marketing it was so quick and excellent reading to get me up to speed. You'll have to wait for a experienced marketing major for their judgment.
I felt it should be required reading for anyone who wants to know more about marketing but don't have the time to read all the full-text versions.
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The Real Story of Informix Software and Phil White: Lessons in Business and Leadership for the Executive Team Review

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The Real Story of Informix Software and Phil White: Lessons in Business and Leadership for the Executive Team ReviewThis is an interesting, if sterile, dissection of the rise and fall of one-time Silicon Valley darling Informix and their charismatic CEO, Phil White. Author Steve Martin was an Informix employee in the critical years from 1991 through 1997, and therefore speaks with the authority and insider's knowledge not found in the perspective of an outside journalist, burdened by the baggage of an interviewee's selective recall. Martin couples with the history a series of business lessons, which, while not profound, provide a succinct primer of management basics that are broadly applicable. Not the least of these lessons is the danger in allowing personal rivalries to cloud sound business judgment. In the case of Informix, an irrational focus on beating Oracle and it's obnoxious CEO, Larry Ellison, could be traced to Informix's eventual demise. While Martin is admittedly a Phil White sympathizer, he is not an apologist, and does a good job of presenting the other side of the story that was so negatively twisted by a scandal-crazed press and a US Justice Department which, in the days of Enron and WorldCom, was chomping at the bit to get a major CEO in handcuffs doing the perp walk wearing stripes. Even the most cynical critic of Informix and White must concede that the offense that ultimately sunk the Informix ship was disproportional to the consequences delivered by Judge Breyer.This book will be most appreciated by those who have lived and worked in Silicon Valley during the days immediately preceding the Internet boom and subsequent bust, as well as those not intimidated by a fairly heavy dosage of product-related technical jargon. Having been a Silicon Valley CEO at the time with some familiarity with White and the team, I was hoping for more specifics in the disastrous Illustra acquisition - especially more of the personalities involved - but that in no way impacts a solid story that deserves to be chronicled. In summary, if you're looking for an orgy of Informix gossip and dirty laundry, this isn't it. But for a quick and insightful history of an important chapter in Silicon Valley, "The Real Story of Informix Software..." is worth the time.
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Heavy Hitter Sales Psychology: How to Penetrate the C-level Executive Suite and Convince Company Leaders to Buy Review

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Heavy Hitter Sales Psychology: How to Penetrate the C-level Executive Suite and Convince Company Leaders to Buy ReviewI'm a little biased because I did enjoy good results from Steve Martin's last two books. He has unique vision that I suspect will transform the sales process and will be incorporated by the other sales training gurus in the industry. Like most sales thinkers there are stronger and weaker areas, but the specific focus on psychology of upper level prospects is excellent. I've personally found even if my official target is a lower level buyer, I often should be selling to the upper level decision makers anyway.Heavy Hitter Sales Psychology: How to Penetrate the C-level Executive Suite and Convince Company Leaders to Buy Overview

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The Key to the C-Suite: What You Need to Know to Sell Successfully to Top Executives Review

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The Key to the C-Suite: What You Need to Know to Sell Successfully to Top Executives Review"C-level executives make buying decisions based on the strategic effect that a purchase will have on a set of key financial metrics or levers." The book makes a compelling case for using Metrics when selling- things like Return on Assets, Return on Investment, Earnings, Debt to Equity ratios etc.
Nick suggests that you need to know how your product or service impacts these metrics. And understanding your strengths in those areas will help you make a more compelling case to help you sell.
As a former CEO, I have strong opinions of my own on how to sell to CEO's. My top 5 rules include:
1 - Respect the executives' time in all interactions. Most CEOs get hundreds of emails so keep any emails short. Most CEOs get invited to lunch or dinner daily so keep those short. Most CEOs have fairly aggressive schedules so be on time and stick to the time granted.
Anything you can do to save the executive time will help make the sale. I recall one creative sales person who offered to give me a ride to the airport so had my uninterrupted attention for 50 minutes.
2 - Make sure the CEO is the one you need to sell to. Sure it helps if the CEO is onside but many CEOs delegate decisions in many areas to their staff. I recall sitting through a detailed presentation on trucking complete with glossy brochures. After wasting an hour of my time, I simply put a post-it note on the brochure and passed it to my shipping manager "these guys presented to me - call them if you want".
3 - Treat everyone well. How you treat the receptionist, the assistant and the person doing research for the CEO will get back to the CEO. And besides, they are just doing their job and it is lower stress to be nice anyways.
4 - Do your homework. The internet makes it easy to know a lot about the company. Wasting a CEOs time asking questions that are on the web site or that can be readily obtained elsewhere is not a good way to start the sales call.
Use your valuable question time to probe for hot buttons and problems you can help solve.
5 - And after reading The Key to the C-Suite, I do think it is a great idea to know your metrics. This would fall in the category of saving the CEO time. It would also help the CEO make the case for buying from you.
People have the mistaken idea that the CEO makes decisions without having to "sell" anyone themselves. This is not true. CEOs need the buy-in of their staff to ensure good implementation of any purchase.
And finally, like all marketing, there is not only one way to sell to the C-Suite. Situations vary, people make decisions differently, companies are organized differently etc. So use multiple approaches to make the sale.
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The Hidden Factor: Executive Presence Review

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The Hidden Factor: Executive Presence ReviewAs a CEO, I'm an avid reader of business books--this one stands out:
1) It's short and to the point--I hate business books that drone on with long messages. This one cuts right to it.
2) It's experience-based. Author Sally Williamson has been helping executives connect for decades, and her experience shines through.
3) The experience is validated with research. But not content with one perspective, Williamson opens up dozens of researched facts about how executives "win friends and influence people" in real life. A lot of her research is surprising, and emphasizes the experience.
4) She pulls no punches. My jaw dropped on the chapter around women and executive presence--I won't spoil it for you, but she pulls no punches.
All in all--you'll come away from this read more poised and polished, and with a greater understanding of what it takes tactically to enhance your own executive presence. One of the key take aways for me as a leader in my organization was also that you CAN train executive presence--it's not an inborn characteristic. It can be coached, it can be enhanced, and Williamson reveals the research and experience around how in an accessible and straightforward manner.The Hidden Factor: Executive Presence Overview

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Coaching Salespeople into Sales Champions: A Tactical Playbook for Managers and Executives Review

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Coaching Salespeople into Sales Champions: A Tactical Playbook for Managers and Executives ReviewI heartily recommend this book for your library. The author's one-on-one coaching style makes it an easy to read, yet highly informative text. A "must read" for the career sales person, whether you're the manager looking for help or on the front line of sales working those opportunities. Keith Rosen outlines a framework for successful coaching, including key tips, the "Fatal Mistakes" a coach makes, and how to establish a long term coaching environment. The nuggets of wisdom I found in the chapter titled "Nine Barriers to Coaching a Sales Team" were immeasurable. This is not rehashed material - it's fresh, easy to read, and packed with insight you will use everyday.Coaching Salespeople into Sales Champions: A Tactical Playbook for Managers and Executives Overview

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The B2B Executive Playbook: The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth Review

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The B2B Executive Playbook: The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth ReviewThe insights and the guidance that the B2B Playbook offers rest on the simple, yet insightful observation that, for companies that sell to other companies, it's often the case that a handful of customers comprise the bulk of their revenues and a large share of their profits.
Losing a customer in this context can be catastrophic. Growing one can be transformative.
From this premise, the playbook explores the approaches that a B2B company can pursue in order to meaningfully engage and develop thought leadership with the critical stakeholders on the client side who ultimately decide the scope and nature of the business relationship that they will support with the organization.
This book enjoys two strengths. The author has taken great pains to discern and elaborate on the different challenges and opportunities B2B firms face, relative to their B2C brethren. The author has likewise practiced what he preaches in the playbook from having helped B2B firms develop their customer engagement strategies for a number of years. His experience allows him to ground his insights in reality and to provide a number of illuminating examples from his own practice.
Anyone who has a hand in guiding and developing their organization's approach to customer engagement in the B2B realm would benefit from reading this book and allowing the author's perspective to influence their approach for growing the business with their key accounts. The lessons learned here can serve as a competitive weapon for those who take the time to thoughtfully apply them to their own circumstances.
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Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top Review

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Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top ReviewIn tough times, spending limits are always curtailed with the effect that more decisions are made or need approval by someone in the C-Suite. The age old recommendation of "calling high" is therefore of high actuality. Yet many sales people struggle to get access to the senior executives and even more so to hold meaningful conversations at this level. In today's economic environment this capability gap can become career threatening.
« Selling to the C-Suite » by Nicholas A.C. Read and Stephen J. Bistritz offers very practical advise how to close this gap. It is not one of those thousands of books flooding the business book market written in the style of "This is what I did, I was successful, there is no reason it should not work for you." Instead, "Selling to the C-Suite" is packed with research based concepts that have successfully been applied by thousands of practitioners. Instead of looking what people did who were successful to sell to the C-suite, the research focused on how senior executives want to buy.
With the concept of the relevant executive, the authors help salespeople to understand exactly what "calling high" means for a particular client. This relevant executive cannot be identified by just looking at an organization chart. The relevant executive is not only defined by his/her high rank but also by his/her high influence. The book gives good clues how to determine this influence.
The authors are also helping us to understand , based on their research, when senior executive are involved in a buying decision. It is not when they actually sign the contract. They are involved early when a problem surfaces where "work-arounds" do no longer contain the consequences caused by the problem and a project needs to be defined for finding a new way of how to address this problem. Usually when the vision is clear how the problem can be solved by buying something, the selection of the vendor offering suitable solutions is delegated. The executive's interest in the project increases again once the solution is in place. At this point in time they want to know what value the solution actually delivers to their business.
Calling to executives early, requires a higher proficiency of selling. Indicators are given helping an individual to check his/her actual level of sales proficiency and throughout the book practical advice can be found what it takes to close the gap.
Preparation is key in selling to the C-Suite. There is a chapter in the book helping to gain an understanding what executives want. In an appendix of the book, there is a very practical guide to customer research how to find clues of what a particular executive wants specifically.
How to gain access and how to establish credibility with executives are other important topics. It also has been said many times, that sellers today are no longer "messengers of value" they have to be "providers of value". How this can be achieved is also very clearly explained? The explanation that value is to be articulated differently depending on the status of the customer project is particularly insightful. It is recommended to use a Value Hypothesis to articulate the problem, a Value Proposition to help with the buying decision and a Value Message, to confirm the value that has been delivered through the solution. However the structure recommended for the Value Proposition seems to be a bit to rigid. I doubt that the template where just some blanks are to be filled in is still effective today.
Knowing when executives are involved in a project is also a key concept how to cultivate loyalty.
To help the reader to transition from knowing to doing, there is an appendix with worksheets providing a tool box how to apply the concepts in daily practice.
This description of the content does not represent the flow of the chapters in the book. Not mentioned yet is Chapter 2 of the book.
This is one of the most concise discussions on B2B Marketing, how it differs from B2C Marketing and how the Internet has changed the role of selling I have ever seen. This chapter alone is an alternative reason for buying the book. Understanding its contents is not only relevant for people wanting to sell to the C-Suite. It is essential for anyone who seeks to have a lasting career in direct sales.
For people wanting to sell to the C-Suite this book is a must read anyhow.
Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top Overview

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Recruiting on Social Media with LinkedIn, Facebook and Twitter: High-impact Strategies - What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors Review

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Recruiting on Social Media with LinkedIn, Facebook and Twitter: High-impact Strategies - What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors ReviewFor the price of the book, I was looking forward to receiving THE definitive work on the subject of using social media for recruiting. Unlike the title promises, however, the book gives NO STRATEGIES on how to use LinkedIn, Facebook or Twitter for recruiting. At the back of the book, it only offers Wikipedia-like definitions of the three sites, not related at all to recruiting.Recruiting on Social Media with LinkedIn, Facebook and Twitter: High-impact Strategies - What You Need to Know: Definitions, Adoptions, Impact, Benefits, Maturity, Vendors Overview

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Dalrymple's Sales Management: Concepts and Cases Review

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Dalrymple's Sales Management: Concepts and Cases ReviewThe projects are very realistic. All though some of the cases are long and they have unecesary scenes, they give you the big picture of a sales manager's every day life situations.Dalrymple's Sales Management: Concepts and Cases Overview

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Perks and Parachutes: Negotiating Your Best Possible Employment Deal, from Salary and Bonus to Benefits and Protection Review

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Perks and Parachutes: Negotiating Your Best Possible Employment Deal, from Salary and Bonus to Benefits and Protection ReviewThis is a good clear overall glimpse of the battleground of executive compensation strategies and guidlines. For most executives looking for some strategies, this will be helpful reading. For the CEO/Pres candidate or company looking to construct an complex package this helps but falls slightly short of being able to put the most cutting edge deal together. I recommend this book. It seems to be the best all around one available. It must, however, be augmented with executive compensation trend reports from consulting groups. Required for the library of anyone dealing daily within the business of HR or recruiting. A must for the executive candidate looking to negotiate his own package.Perks and Parachutes: Negotiating Your Best Possible Employment Deal, from Salary and Bonus to Benefits and Protection Overview

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