By Tom Richardson and Augusto Vidaurreta
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Additional info for Business Is a Contact Sport
Costello: I don’t know. Abbott: He’s on third. —Bud Abbott and Lou Costello Who’s supposed to do what with which stakeholder? “I don’t know” is probably the answer you’ll usually hear if you ask around. First, there are numerous stakeholders in most companies, particularly large companies, and not all of them are always recognized, let alone covered. Second, stakeholders can shift roles, acting as employees, customers, investors, and citizens in the same week—or same day. Finally, few companies have relationship owners for all stakeholders and someone (other than an extremely busy CEO) coordinating all their efforts.
Abbott: He’s the third baseman. Costello: Let’s start over. Abbott: Okay. Who’s on first. Costello: I’m asking you—what’s the name of the first baseman? Abbott: What’s the name of the second baseman. Costello: I don’t know. Abbott: He’s on third. —Bud Abbott and Lou Costello Who’s supposed to do what with which stakeholder? “I don’t know” is probably the answer you’ll usually hear if you ask around. First, there are numerous stakeholders in most companies, particularly large companies, and not all of them are always recognized, let alone covered.
This gave the salesperson a serious advantage over her competitors at absolutely no cost. SCG spent several man-days tailoring the demo the way the salesperson wanted it, and we did it with no guarantee other than the introduction to her prospect. However, with what we learned about the prospect and about the software, we often converted the introductions into relationships. In fact, this strategy worked so well that we never needed a sales force. It became a cornerstone RAM technique, and we sold millions of dollars’ worth of work to Fortune 1,000 companies this way.
Business Is a Contact Sport by Tom Richardson and Augusto Vidaurreta
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