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Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 7 examines the art of helping your new customer to hit the road running. It's easy to close the sale and lose attention to helping the customer realize all of the business benefits that you sold to them. Whatever your product or service offering, a smooth transition into the customer's existing systems by properly managing the installation process is essential to avoid buyer remorse, customer support problems, and any early damage to a new relationship for which you have long-term ambitions. We'll also examine the importance of successful implementation by the user.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 6 examines how to turn the prospect's awareness into a positive opinion, with sufficient confidence in you, your company, and your solution to give you the order. This is the stage at which many potential complex B2B sales are lost. Managing the customer's detailed assessment of what you are selling is an essential skill that will serve you well and lead to more closed deals. Every potential sale will differ at this stage; so an adaptable, personalized, and tightly managed process is needed. Professional and experienced managers of the sales process will comment on their relevant lessons learned in the field and the chapter draws some conclusions on the most effective approach.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 5 considers how and when to put together the sales proposal or tender and what it might contain. The salesperson must make the case to be the right supplier, in the most professional possible. Many salespeople, under constant pressure to reach quotas, undervalue this communication to the prospective buyer. This chapter examines the importance of value-based selling (VBS), getting the timing right in this part of the sales process, and how to present the proposal to the target audience. Experienced businesspeople will discuss the lessons they learned in the field, and the chapter offers some insights on how to approach this vital part of the sales process.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 4 discusses how to inform, influence, motivate, and sell, which are core to marketing and sales. It examines how to move the prospect identified and analyzed in the previous chapter's work, from awareness, through positive opinion, to consideration, leading on to trial or evaluation and to the point of purchase. When these actions are executed effectively, they will lead to successful sales.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 3 shifts the focus from the marketing team to the sales team. Once specific market segments and target businesses within those segments are identified, sales teams can work with marketing teams to investigate and understand potential customers' business dynamics, how they buy, and whom the company is competing with to get the business. By exploring the market further, identifying specific target prospects, and taking the time to understand competitors, organizations will create and establish a healthy and realistic sales pipeline and reduce the length of their sales cycle. Straightforward tips on prospect analysis and qualification, competitive analysis, and competitive strategy are all provided.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 2 focuses on the need for an organization to establish their brand and a competitive position before they attack target businesses in their market segment. Marketing and sales efforts must be preceded by fixing the company's brand image in the prospective customer's mind. Establishing the brand and positioning is the next step in developing the marketing and sales process. Once that is done, companies can begin a highly focused and effective marketing and sales approach. Upstream marketing is explored, and while it takes time, effort, and expertise, it has many benefits. Several practical suggestions on branding, positioning, and communication in general are offered.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 1 begins with a discussion of target markets, their nature, and their business potential. Traditional primary market research still plays an essential role, as does the internet, in obtaining data for actionable market intelligence. Assessing needs of market segments and understanding their strategic fit with a company's business plan can help a company select their target market no matter the size of the organization. The salesman's curse is also discussed-that is, the need for precision prospecting in order to find the potential customers worth spending time on. How to make use of segmentation to capture an organization's market is explored, along with how to focus the marketing and sales process effectively. If companies underestimate early marketing and sales work, they will eventually hit several obstacles, including hours of wasted effort and the need to revise their marketing and sales strategy.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 2 provides a brief summary of how the concept of platforms came about in the innovation conversation. Two types of platforms are the roots of the platform field: product platforms and innovation platforms. Multiple cases are offered as examples of these platform types-for instance, the Sony Walkman as a product platform and Microsoft Windows as an innovation platform. The chapter then builds on the idea of multisided platforms by discussing transactional, orthogonal, and hybrid platforms. Transactional platforms include groups of customers that are directly linked and value that is agreed upon by the involved groups, such as credit cards. Orthogonal platforms deal with sales of two different services to two different groups who do not directly interact, and hybrid platforms are those that integrate multiple types of platforms.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 1 introduces the idea of platforms and outlines how they have changed daily life. Dozens of regular tasks depend on platforms today-listening to music, driving to a new location, and ordering food, to name a few. While the vast majority of people use these platforms on an everyday basis, they probably do not fully understand them; likewise, managers do not tend to go beyond the surface of platforms. Platforms are not solely another business model. They can enable technological and nontechnological innovation. Platforms are also not just for startups; established companies can become platform thinkers and further their innovation. Multiple real-world examples are offered throughout the chapter.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 3 focuses on transactional platforms and the peculiarities they have in their design phase. Value drivers are discussed and how they impact the relevance of platform providers' work. Early obstacles, such as the launching phase and pricing dynamics, need to be overcome for the platform to be successful; the chicken-and-egg problem is discussed in depth along with tips on how to address it. Strategies to help platforms grow and prosper are offered, including strategies to allow two-sided, transactional platforms to evolve through introducing new transaction lines. For example, businesses could let the two sides interact in new ways or introduce new supply sides.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 7 provides a brief, noncomprehensive list of topics that impact platforms and platform thinking but that were not covered in this text, including regulation, industry dynamics, value sharing, B2B platforms, sustainability, and emerging technologies. Technology is constantly changing at a faster and faster pace; nevertheless, even with future technological changes, the platform thinking mindset will still be relevant and applicable and will allow businesses to find and exploit opportunities within technological advances.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 6 offers a framework for putting platform thinking into action. This framework supports platform thinkers by fostering innovation through a platform lens and is based on four steps: step back and read, where you are; dive in and read, what you have; dive in and write, where you may go; and step back and write, the roadmap to get there. Each of these steps is described in detail. Existing tools (such as the Business Model Canvas and value maps) as well as ad hoc created tools (such as the Idle Asset Canvas and the Platform Thinking Canvas) are used in the framework to support innovators, their ideas, and the structuring process to develop platform thinking.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 5 explores platform thinking as a mindset in and of itself. The platform thinker is an innovator who uses the power of platforms; the concept of idle asset hunting is the primary capability of platform thinkers-they identify idle assets, design value propositions, and then get the players they need on board. Ultimately, companies that are platform thinkers will be able to shape the industry more effectively than those that are not. Cases involving Booking.com, Chiara Ferragni, WhatsApp, and Amazon are described in depth through the lens of platform thinking to demonstrate how these four companies evolved over time. Other cases are also offered throughout the chapter.

Digital platforms have completely reshaped everyday life in the modern world; nevertheless, innovation leaders do not always understand the importance of the digital platform impact or how to use platform-based business models to create value for all businesses, not just digital services and startups. This text provides a framework as well as practical tools to effectively utilize digial transformation in any and all organizations. Platform ecosystems are complicated, but this book will help those interested in the platform world to become platform thinkers-those who are able to put platform-based mechanisms at the center of digital business transformations-by training them to read the platform world around them and then guiding them in writing new platform models. Chapter 4 looks at orthogonal platforms in more detail. The role data plays in orthogonal platforms is explored. Several cases are used to highlight various strategies-such as client-as-a-source and client-as-a-target strategies-that exploit the value of data generated during a digital service, including examples involving Apple, Nike, and Netflix. Nevertheless, these strategies have implications for both privacy concerns and business model transparency. These issues are complex and do not have easy answers, but brief discussions on each are given at the end of the chapter.

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 1 begins by describing a stereotypical engineer's personality: curious, extremely logical, focused, practical, and orderly. An engineer's personality is typically that of an introvert, but we live in an extrovert's world. Rather than changing their personality, engineers need to learn to adapt and temporarily transform into ambiverts in order to succeed. Ambiverts recognize that they may have to set aside their introversion at times and speak up; advice is offered on how to have your voice be heard, including practicing beforehand, making eye contact, and volunteering to speak first. Three case studies are presented. The need to speak up is demonstrated through the NASA Challenger tragedy and a project for NASA's Hypersonic Test Facility. A case focusing on Herbert Hoover is also offered along with questions and discussion points.

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 4 starts by describing the human brain's prefrontal cortex and how it provides humans with a conscience and the ability to intrinsically know ethical behavior. Morals are personal beliefs we try to guide our lives by, and ethics are societal or organizational rules to regulate behavior. While morals and ethics are often complimentary, they can conflict. Morals and ethics, not just data, must be taken into account in an engineer's work. Several questions are offered in order to determine whether or not a situation is a moral issue and to make ethical decisions. The three case studies provided describe the Volkswagen emissions scandal (Dieselgate), NASA's Apollo 12 mission, and Albert Speer's work for Nazi Germany.

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 3 focuses on the need for critical thinking skills. Socrates taught critical thinking skills and techniques; he asked focused questions to confirm the logic and determine the validity of an idea. He would examine the premise, challenge the assumption, examine the logic, consider motivations, and think through the implications. Being aware of our own limitations is also vital to critical thinking skills. Emotion can get in the way of critical thinking, and while intuition is real, it can be dangerous for an engineer to rely on intuition. Recognizing cognitive biases is essential to developing critical thinking skills; several cognitive biases are outlined, including overconfidence bias, hindsight bias, and sunk cost effect bias. Case studies looking at sudden infant death syndrome in the early 1900s and the protection of Allied planes during World War II are offered.

Science, technology, engineering, and math (STEM) students are expected to learn an overwhelming amount of information in order to graduate college; however, in today's job market, it takes more than simply understanding STEM concepts to be successful. In this text, Roger Forsgren-NASA's former chief knowledge officer-offers STEM students critical lessons within four main areas: being an introvert in an extroverts' world, communication skills, critical thinking, and ethics. Each chapter acts as a practical guide and includes actionable strategies and historical case studies-some surrounding engineering topics, some not-demonstrating essential knowledge for STEM graduates as they progress in their careers. While this book is specifically written for individuals in STEM, many college graduates will find value in it regardless of their degree. Chapter 2 discusses the importance of building communication skills. Communication skills are vital for everyone in their careers, but both old and new engineers struggle with this. Suggestions on how to write professionally are outlined, such as including a clear thesis statement, being aware of tone, and avoiding the use of pronouns. Ultimately, professional writing should be as direct and simple as possible. Tips on speechmaking and giving presentations are also offered, including being prepared but not overprepared, sharing something about yourself at the beginning, and recognizing that the audience wants you to be successful. In all communication, concision is key. The three case studies in this chapter share stories of a fire at Mann Gulch, NASA's Mars Surveyor 1998 program, and how Lee's lack of communication skills may have affected the outcome of the Battle of Gettysburg.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 3 explores the emotional life of organizations. Several interviews were conducted with questions focusing on nostalgia and postalgia, both of which can contribute to understanding the existing and desired state of a business. Both concepts are discussed, including how they can affect organizations. Idealization is foundational to nostalgia and postalgia, and a particular type of idealization, "chosen glory," is typically practiced in response to organizational crises. Chosen glory is a collective emotional and mental representation of an event seen as a triumph; the story is repeated to build self-esteem within the group. The organization may not be interested in assessing the entirety of the situation, such as how they contributed to the challenge in the first place. Idealization of purpose and idealization of leadership are also discussed as well as the negative consequences of idealization. In times of crisis, idealization comes through in organizational stories and is highly significant.

The idea that "statistics are enough" is prevalent within stable organizations; however, this framework is not enough to understand organizational change. Data-especially less visible data-is necessary. This book explores the intersecting social systems of organizations and looks at organizational challenges in a new light. Each chapter is written by a different author and provides thoughts useful in context; rather than offering one-size-fits-all solutions, the authors construct pathways for exploration and experimentation, starting with the "why" behind organizational challenges before moving on toward "how:" practical ways to change. Business leaders and followers will benefit from this text, learning to uncover and frame the dynamics that influence change and crisis on all levels-individual, group, and organizational. Businesspeople can and should look into the less visible parts of organizational life; this can change the world of work. Chapter 2 discusses organizational crisis and related systems-psychodynamic concepts, focusing on crises that are ultimately self-inflicted (e.g., underperformance, mismanagement, poor decision-making). Five case examples of recovery are given; a defining characteristic of these cases is their use of a bottom-up approach instead of the more typical top-down approach. A framework based on these cases is described to help organizations recover after a cumulative crisis. Several systems-psychodynamic concepts are woven into this framework-including emotional capital, the relational system theory, and fair process-which call for a more holistic leadership style when facing recovery challenges. The framework is tested on ABN AMRO's recovery, which confirms the theoretical foundation and suggests that it is an effective model for developing a comprehensive recovery strategy.