Think Like a CEO - Sell to Any Company in Any Industry...Better and Faster than a Harvard MBA by Mark Kuta

Think Like a CEO outlines a Business Strategy focused on driving top line revenue. Everyone in the business who touches, or sells needs to think like the CEO of the business they are calling on. The tools and templates of the Wall Street Selling Methodology TM are unique and unlike any other sales method. This is not a book filled with fluff or feel goods that promise results. It is not a repackaging of personality definitions, and it doesn t walk you through ten or fifteen or twenty yes/no questions to tell you that your deal is qualified. This methodology will transform the way you approach your sales tasks, and allow you to compete and excel in this environment. Here are just a few sample questions that will take you less than 2 minutes to discover before you make that next call. 1. How is your prospect performing relative to its competitors? 2. How is your prospects productivity relative to its competitors? 3. What are the industry issues your prospect is dealing with? 4. What is your prospects Cash2Cash Cycle and how will you impact it? 5. What are the Profit Strategies you prospect is pursuing, and how do you align to them? These are just several examples of how you will be differentiating yourself from your competition, and be developing a message that will resonate with your C-Level client, as well as throughout his organization.
How many times have you heard that to sell to the CEO you have to become a trusted advisor? Think Like a CEO gives you the roadmap to become that trusted advisor. --Justin Doster, Business Development Executive, IBM

Imagine that, a sales book which actually addresses our issues and challenges us to change our sales behavior! I am completely impressed! I will bet I have read as many sales books as anyone. Further, I wasted at least $50 bucks on my last two which I threw away. NAME DELETED and NAME DELETED. Loved the title, hated the book. What turns me off on so many sales books is the focus on technique and trick bag. This is substance! This should be a text book for any student of professional sales. --Rich McGhee, VP Sales, Servigistics

The book helps businesspeople get inside the head of their C-level prospects by becoming fluent in the language of business, including learning how to read and understand a balance sheet; that they position their sales appeals towards their prospects profit strategies; and that they develop a compelling case as to how their products or services will impact those strategies. Thinking like a CEO requires that we look at things from the perspective of our customers, prospects and clients and align with their needs. It s an attitude that employees at every level can adopt. We may not all be CEO s but all of us can think like one using this book. So whether you are manufacturing bowling balls or selling to a pro sports team, read this book and Think Like a CEO. --Rocky Mountain News
Mark Kuta has sold over $88 million in technology solutions to C-Level executives. A significant number of these sales were at greater than list price an unheard of feat in the software industry. Mark has closed deals in a variety of different industries, as demonstrated by his client list which includes General Motors, TRW, General Electric, Honeywell, NACCO, Juniper Networks, Delphi, Steelcase, Ingersoll Rand, Emerson Electric, Harris Industries, Grupo Industrial de Saltillo, Cisco Systems, Qualcomm, Agilent and Vitro, SA. Since formalizing the Wall Street Selling Methodology TM in the Award Winning book Think Like a CEO, he has become a highly sought-after speaker for national conferences, as well as an advisor to senior executives from companies throughout the world. Mark holds a Master of Business Administration degree from the Leeds School of Business at the University of Colorado and a Bachelor of Science degree from the University of Arizona. He is fluent in Spanish and Portuguese and has served on numerous boards. Always looking for adventure, he has scaled Colorado 14ers, hiked the Grand Canyon, backpacked around the world, and raised children. When he s not helping companies increase their top line sales and profitability, Mark is spending time with his wife of 18 years, their two children and German Shepherd Dog. You might also find Mark snowboarding, competing in triathlons, and playing the electric guitar. Learn more Think Like a CEO - Sell to Any Company in Any Industry...Better and Faster than a Harvard MBA (2008 Axiom GOLD Medal Winner - Sales) (2008 Independent Publisher Award GOLD Medal Winner - Business)

The Canvas Strategy Analysis

Canvas strategy is the framework for action once the diagnosis strategy to build the two functions (Kim and Mauborgne, 2005). First, he summarizes the latest situation in the market space that is known. This allows companies to understand where the competition is currently underway, to understand the factors that are made in the arena of competition, products, services and understand what consumers are obtained from competitive bidding in the market. In the case of airline industry are eight key factors, the price of plane tickets, food, leisure space, seating class choices, connectivity Hub, friendly service, speed and departure from city-to-city that it's correct. Southwest Airlines created a blue ocean with a recent dilemma that the exchange must be made between consumers and aspects of the flight speed and flexibility of cost-efficient transportation car. To create a blue ocean Southwest Airlines offers high-speed transport with the flexibility regarding the frequency of flights and that many with attractive price for buyers. By reducing certain factors in the competition and improve other factors in the traditional airline industry, and do not forget the factors that create new industries based on alternative transportation car. Southwest Airlines is able to offer a value that has not been there before for users of air services and achieving value with a leap business model with low cost. The curve of the value of Southwest Airlines are uniquely different from the curve value of the competitors in the Canvas strategy.
These factors are considered important element in a campaign the company in a very tight competition. Thus the basic structure of the company based on market perception. On the vertical axis of Canvas strategy, which summarizes the level of consumer demand which is found in all competitions was the main factor. Score high marks a company bidding to provide more to consumers, while signaling that the company spent more investment in these factors. In the case of price, a higher score indicates a higher price. We can now offer sophisticated mapping the company on these factors to understand the profile companies or strategic value curve. Value curve, the basic components of the strategy canvas, is a graphical representation of the relative performance of the company regarding the factors of competition in the industry. To be able to launch the company to track the growth of a strong and profitable in the midst of the industry, not many useful when making comparisons with competitors and try to overcome them by bidding more or less. Such a strategy could increase consumer interest in, but will not encourage companies to open space that there is no market competitors. Conducting in-depth consumer research also not useful to create a blue ocean. Kim and Mauborgne research found that consumers rarely can imagine how to create a market space that are not competitors. Insight they also tend to lead to the old expression "Offer me more with a cheaper price." And, that consumers want to get more "many" are features of products and services offered on this industry. To fundamentally change the canvas of a strategy industry, companies must start by directing the focus back to the strategy of competitors alternative, and not from consumer to consumer industry. To pursue high value once a low cost, companies must be against the old logic: collate competitors in the field and choose the differentiation between the leadership or the costs. When the company's strategy to shift the focus from competition to the current direction of alternative and non-consumers, the company will be understanding how medapatkan The problem faced by the industry and, therefore, to reconstruct the elements of value that buyers are along the boundaries of the industry. Conversely, the conventional logic strategy demanded the company offers a better solution than that offered competitors the company for the problems that have been defined by the industry where companies are.

Resource based-view analysis

Analysis perspective is a resource-based method to analyze and identify the strategic benefits of the company based on the observation that different combinations of assets, skills, abilities, both tangible and intangible. Thus, the analysis perspective based resource consists of tangible assets, intangible assets, ability and organization. The concept of perspective-based resources raised by the R. M. Grant in the book Contemporary Strategy Analysis, published 2001.
Tangible assets are assets that are easily recognizable, often found on the company's balance sheet report. These assets include production facilities, raw materials, financial resources, computer and office buildings. Tangible assets are used to give the company a value to customers. Toyota Toyota with Prduction System or Just In Time Production. Coca-Cola with a formula Coke. Motorola and General Electric with Six Sigma methods of production.
No tangible assets are assets that can not be touched or seen, but often is very important to create competitive advantages, such as the name brand, the company's reputation, moral organization, technical knowledge, trademarks and patents, and the experience accumulated in the organisasi.General Elecric with a reputation as a company admired the world ranking the first 2007, version of Fortune magazine. IBM with the management team. Wal-Mart with the project. Walt Disney with the spirit of human resources.
The ability of the organization is a trade organization that is used to transform inputs into outputs. Dell Computer has the ability in the areas of customer service. P & G with the management training program. Wal-Mart through the purchase and logistics to it. 3M has the capability in the process of innovation. Apple prominent in the process of product development. Coke famous coordination with global distribution.

Management and Organization Analysis

Strengths and weaknesses of organization and management structure can be obtained from the organization, image and performance of the company, notes the company in achieving the targets, communication in the organization, the organization's overall control system, climate and cultural organizations, the effective use of the system in decision-making systems, strategic planning, synergy in the organization, information systems and good management of good quality. Ogilvy shows the performance of the Cannes festival in 2002 in one of the content of the website. Companies whose ads are handled by Ogilvy won the award, among others, IBM, Motorola, The Economist and The Samaritans. IBM won the award for the category of "Direct" and the title of the campaign "Screwed Up." Motorola won the award for the category of "Direct" and the title of the campaign "Smarter Living". The Economist won the award for the category "Press" and the title of the campaign "Always Has the Last Word." Meanwhile, the Smaritans won the award for the category of "Film" and the title of the campaign "Foot and mouth."

Profit Impact of Market Strategy

To design the strength and weaknesses are usually selected from the advantages and disadvantages of a company that is very prominent. Analysis includes analysis of the internal environment PIMS (Profit Impact of Market Strategy), functional analysis, analysis and value chain analysis of the value curve.
Analysis PIMS analysis is to identify the factors that affect srategis primary, 80% profitability. Size is used Return On Investment (ROI). Companies with a high ROI have characteristics:
• more low-intensity
• Market share higher
• Quality of products is relatively high
• high capacity utilization
• Effectiveness operating high
• Cost per unit is relatively low against the competition
The researchers PIMS stated that the most important factors that affect business unit performance relative to competitors is the quality of products or services.