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Title: How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients
WonderClub
Item Number: 9780786885121
Publication Date: March 2002
Number: 1
Product Description: How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients
Universal Product Code (UPC): 9780786885121
WonderClub Stock Keeping Unit (WSKU): 9780786885121
Rating: 5/5 based on 2 Reviews
Image Location: https://wonderclub.com/images/covers/51/21/9780786885121.jpg
Weight: 0.200 kg (0.44 lbs)
Width: 0.000 cm (0.00 inches)
Heigh : 0.000 cm (0.00 inches)
Depth: 0.000 cm (0.00 inches)
Date Added: August 25, 2020, Added By: Ross
Date Last Edited: August 25, 2020, Edited By: Ross
Price | Condition | Delivery | Seller | Action |
$99.99 | Digital |
| WonderClub (9294 total ratings) |
James Jacobs
reviewed How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients on September 15, 2020How 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
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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 ):
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◆ 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
â—† II - Always Answer the Question, “Why Should This Customer Do Business with Us?â€
▪ 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
â–ª 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
â–ª 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
â—† 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.
â–ª 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-Ã -vis competitors. Meaningful benefits to customers. Dollarization approach; investment return analysis. Strategies to handle objections and eliminate customer concerns. Closing strategies. Expected surprises.
â—† 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
â–ª 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.)
â—† VII - Show Them the Money!
â–ª 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.
â—† IX - Killer Sales Question #1
â–ª 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?â€
â—† 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
â—† 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
â–ª 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?â€
▪ 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
â—† XVII - Treat Everybody You Meet as a Potential Client
â–ª 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
â—† XVIII - Heed the Biggest Buy Signal
â–ª The biggest buy signal is the sales call appointment
â–ª 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.
â—† XIX - Killer Sales Question #3
â–ª The customer is actually saying, “Tell me why I should buy from you.â€
▪ 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
â–ª 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
â–ª 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.
â—† XXIV - Dare to Be Dumb
â–ª 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.â€
â–ª 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?â€
â—† XXV - Always Do an Investment Return Analysis
â–ª Showing the customer what it costs per month, week, or day to go without the solution shortens the sales cycle
â—† XXVIII - “Onionizeâ€
â–ª This is how a Rainmaker onionizes the customer:
“Tell me how the current situation is worrisome to you.â€
“Why is that important to you?â€
“How is that important to you?â€
“What are the consequences if this continues unimproved?â€
“Can we try to find a solution that costs less than the problem?â€
“How often does the machine go down or stop working?â€
“What is the failure mode?â€
“Why do you think that?â€
“So the present seal occasionally loses its tolerance and then leaks, correct?â€
“If you could get a new seal design that would eliminate leaks, would that be an answer?â€
“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?â€
â—† 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.
â–ª 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 . . .
â—† 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.
â—† 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.
â–ª 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
â–ª Rainmakers get buying commitments before they give selling demonstrations.
â—† XXXIV - Give and Get
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