Ebook Do You Mean Business? Technical/Non-Technical Collaboration, Business Development and You, by Babette N. Ten Haken
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Do You Mean Business? Technical/Non-Technical Collaboration, Business Development and You, by Babette N. Ten Haken
Ebook Do You Mean Business? Technical/Non-Technical Collaboration, Business Development and You, by Babette N. Ten Haken
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THE ENGINEERING-SALES DISCONNECT IS OVER .... OR AT LEAST IT CAN BE
Today's global marketplace brings success to individuals and companies able to collaborate and operate in cross-functional teams. Yet many engineers and business development professionals operate in silos, missing opportunities for personal advancement and revenue generation. The primary barrier: they don't speak the same language.
���� In Do YOU Mean Business? Technical/Non-Technical Collaboration, Business Development and YOU, Babette Ten Haken, consultant and founder of the renowned blog, Sales Aerobics for Engineers�, shows you how to:
���� * Liberate yourself from the status quo of discipline-driven mindsets
� �� * Develop the ability to simultaneously translate technical as well as non-technical information to
� � �� colleagues and customers
���� * Understand how your functional role - not your job description - allows you to positively impact business development, even if you are a technical expert
- Sales Rank: #1967230 in Books
- Brand: Brand: Spinner Press, LLC
- Published on: 2012-04-06
- Original language: English
- Number of items: 1
- Dimensions: 9.02" h x .53" w x 5.98" l, .75 pounds
- Binding: Paperback
- 250 pages
- Used Book in Good Condition
Review
"Engineers who master the art of sales and marketing are a highly valuable asset." - Nancy Nardin, Founder, Smart Selling Tools™
"Shows you what actually works in today's business environment." - Jill Konrath,� Selling to BIG Companies and SNAP Selling
"A 'must-have' resource for all individuals (technical and non-technical) looking to grow their careers." - Ben Matthews, P.E., Project Manager, Global Engineering and Design
"Should be the required 'field manual' for any entrepreneur, sales or engineering leader." - James R. Kanary, Business Unit Mgr, Healthcare IT industry
"Shows you what actually works in today's business environment." - Jill Konrath, author: Selling to BIG Companies & SNAP Selling
"Engineers and business development professionals can achieve success by communication, comprehending customer needs, and working collaboratively." - Matt Barcus,� CivilEngineeringCentral.com
About the Author
Babette N. Ten Haken holds degrees from Washington University, St. Louis MO and University of London, UK. Her successful career in scientific, marketing research, and sales roles led to the creation of her firm, Sales Aerobics for Engineers, LLC, where she works with technically-focused companies, enhancing team performance for revenue generation.
Most helpful customer reviews
2 of 2 people found the following review helpful.
Written for the Accidental Salespeson
By Sam
For many people with technical backgrounds, sales and selling are synonymous with distasteful and disdain. Yet when the product inventor becomes the boss (of their own company with one employee or a large company of thousands), he or she is suddenly thrust into a world that is unfamiliar and uncomfortable. Yet it is a world that is obviously necessary for personal and business success.
Like most of us when we're put in stressful situations, we fall back on what makes us most comfortable. And for technical people, that can often be using jargon, buzz words, and language that makes sense with like-minded (and typically more intelligent) individuals. However unfortunately, in the sales world, nothing can turn off a potential customer faster than using words and concepts that the buyer doesn't understand.
Babette Ten Haken provides technical people, and really anyone who sells for a living, a guidebook on how to explain a product, its benefits, and its value in ways that are easily understood and comfortable for both the buyer to hear, and the salesperson to sell. In reality, almost everyone in business is a salesperson whether the title "sales" is on a business card or not. From the receptionist to the product manager to the CEO, almost everyone in a company comes in contact with a prospect sometime during the day. What Babette shows is a simple methodology that anyone can follow to make selling comfortable, and even fun.
Another important point that Babette's book covers in detail is that selling does not necessarily mean only to the outside world. Every day, the technical person needs to sell his or her concepts internally within a company. Thus Babette's strategies and tactics will help the technically-minded/mathematically-oriented person overcome fears and she provides a roadmap for sales success.
What I also enjoy is Babette's style and manner. She writes for the technical person in a non-technical, easy-to-understand and easy-to-read manner. Read "Do YOU Mean Business" and YOU TOO will get results.
2 of 2 people found the following review helpful.
A Business Book, Not just Another Sales Book
By Robert Terson
"Do YOU Mean Business?: Technical/Non-Technical Collaboration, Business Development and YOU" isn't just another sales book. It's a business book, for everyone in your organization. Babette sees business development as part of everyone's job description. She believes everyone needs to understand how their job function affects the colleagues they hand their work over to. It's like a 4x100 meter relay race--the individual running one leg of the race has to smoothly hand that baton off to the next runner, who'd better be in position with her hand extended to receive that baton and sprint off.
"Do YOU Mean Business?" is about everyone in the organization getting to the finish line together. It's about technical folks learning how to talk business, and sales and marketing folks learning how to talk about the technical aspects of the project. It's about finding out what the common denominators are, so that you can leave the techie lingo or sales spiel at home.
At a time when we're all pondering how to develop business, Babette Ten Haken has given us a book that pulls it all together. Business development is dynamic and collaborative; no more "us versus them."
I know you'll enjoy reading her book and putting her suggestions into action. More importantly, this book will make you money. Buy your copy now!
1 of 1 people found the following review helpful.
Everyone is a Business
By Conrad
"Do you mean Business?" If studying management, business/industrial pyschology and/or business communications this is a good book to have, for it will provide context and examples for the abstract theory you are studying. If studying science or engineering then the book will provide insight into how the organisations you will work for actually work. If already employed then no matter what your job role the book will be useful.
Modern enterprises rather than being systems specifically designed to fullfill a function have instead evolved to being random collections of occupational groups. If the business enterprise just considered as a machine, then you are just a cog with in that machine: and can be replaced by any other such cog. But if the enterprise is considered to be a higher form of life (refer James Lovelocks definition of life), then you as an individual breathe life into the enterprise. The enterprise can become an extension of self and provide security well into the future. A business enterprise can be considered a tribal society unhindered geographical boundaries, it can operate as a village providing food, clothing and shelter for its members.
But it cannot be so, if it operates as a battle ground for waring individuals, with battle lines drawn between occupational groups, between owners and employees, and customers and the enterprise. With everything always being somebodies elses responsibility: not my job. All are in the same boat, and if the ship sinks then all go down.
In a typical silo'd enterprise, sales sells that which engineering cannot design and production cannot make. Customers are dissatisfied because product doesn't live up to expectations. Sales look bad because they cannot deliver on false promises, and engineering looks bad because they cannot design product to meet the needs of the market. Common to all these situations are poor timing and poor communications. Turf protection, creates these silo's, creates refined language, and raises barriers to sharing and communication, it hinders team work, and it jeopardises future security for everyone.
"Do you mean business", places the responsibility for the success or failure of the enterprise, and the individual, squarely on the shoulders of the individual, on your shoulders. But you are not left burdened with such responsibility, for "Do you mean Business?", provides you with the tools and a set off exercises to tackle the task before you.
If you have studied business then maybe you could work it all out for yourself, as you bump into the issues and relate it back to the abstract theories. But why do that, when here its mapped out before you, and you can hit the ground running.
Clearly there is a problem in an organisation, when the drive of the hungry sales people can be explained by something as trivial as Maslows hierarchy of needs, but the motivation of the engineers needs Vroom's expectancy/Valency theory to explain. The sales people need to be motivated not hungry, and the engineers motivation needs aligning with the needs of the business.
There is not just a disconnect relating to communications between sales, designers, production and customer, there is a disconnect between the business model, business plan and the needs of the customer. However, if the communications are poor then the business model cannot be aligned with meeting the needs of the customers. The most important part of those communications is listening, and when you open your mouth it should be to aid understanding, to inform and educate, not to show off expertise (which is typically built around deliberately causing confusion).
In an A-team everyone has a common set of core skills, everyone can act as commander/leader, but each is equal and unique at the same time. We live in society and are supplied by and work in a market driven economy, everyone needs to understand management, people, politics, organisational behaviour, business and markets. Employees in organisations do not have a common set of core skills, they do tend towards being cogs manufactured for a specific purpose by a factory school system, and are largely self limiting, and expendable.
Better than a 59 second employee which reinforces the them and us conflict, "Do you mean business" puts the focus on developing and understanding self, improving communication skills, and from there developing a more collaborative organisation both internally with fellow employees and externally with the customer.
"Do you mean business" is the book with the common core skills to Adopt, Apply and Adapt. (sorry I changed the sequence, read the book to find the difference.)
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