30 ways to Close the Deal - how to find, create, close and by Max Soderpalm

By Max Soderpalm

# 1 Scandinavian Bestseller, now in English were you aware lot of by no means have the braveness to invite for an order? did you know that the majority attempt to shut a deal not more than as soon as in line with client name? do you need to be the vendor who can flip a no into sure via attempting for a detailed over and over? Then learn this publication, stick with the recommendation and do the excercises. You'll raise your revenues dramatically. And be mindful: your competitor may already be examining this ebook. are you able to manage to pay for to not? The Swedish model of 30 how you can shut the Deal quick turned a bestseller in Scandinavia.

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Meist entscheiden sich Kunden für die Systemtechnologie des Anbieters und erwerben als Einstieg eine erste Leistung des Anbieters. In Folgekäufen erstehen sie dann weitere Leistungen aus dem Systemangebot des Anbieters. Die Individualisierung erfolgt über die kundenspezifische Kombination von Systemkomponenten. Beispiel: Telekommunikationssysteme, Fertigungssysteme und Transportsysteme. 4. Zuliefergeschäft: Hier sind Individualität der Leistung bzw. Integration des Kunden sowie Kontinuität der Geschäftsbeziehung eher hoch ausgeprägt.

Auf deren Ausführungen wird im Folgenden zurückgegriffen. Homburg/ Schneider (2001), S. 593 Ebenda, S. 593 B. Grundlagen der interaktiven Markenführung 41 Umfassendere deskriptive Modelle: „Umfassendere deskriptive Modelle streben eine Abbildung des Verhaltens der Organisationen im Kaufentscheidungsprozess an“33. Zunächst ist das Buygrid-Modell nach Robinson/ Faris/ Wind34 zu nennen, welches die drei Kaufklassen Neukauf, modifizierter Wiederkauf und identischer Wiederkauf unterscheidet. Trotz seiner relativ einfachen Struktur und hohen Akzeptanz ist sowohl die Annahme der Allgemeingültigkeit des Modells zu kritisieren als auch die Vernachlässigung der Abhängigkeit des organisationalen Kaufverhaltens von einer Vielzahl von Faktoren35.

In Anlehnung an Meffert kann dieser Ansatz des Geschäfts- 106 107 Vgl. zum aufgabenorientierten Ansatz etwa Tomczak/ Reinecke (1996) Vgl. Klee (2000), S. 217 A. Einführung 25 beziehungsmanagements auch als „Relationship Branding“108 bezeichnet werden. Abbildung 9 macht die Zusammenhänge und Unterschiede deutlich. Unpersönliche Marktbearbeitung/ Leistung Klassische Markenführung Integrierte Unternehmenskommunikation Integriertes Leistungssystem Kundenakquisition Kundenbindung Emotionale Differenzierung Relationship Branding Interaktive Markenführung Persönliche Marktbearbeitung Abbildung 9: Klassische vs.

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