Kooperativer Bibliotheksverbund

UID:

Format: 327 S.

Series Statement: Humanisten der Tat...

Language: German

UID:

Format: 1 Online-Ressource (168 Seiten)

Edition: 1st ed

ISBN: 9781484279601

Note: Description based on publisher supplied metadata and other sources , Intro -- Contents -- About the Author -- About the Technical Reviewer -- Acknowledgments -- Introduction -- Part I: Where to Start -- Chapter 1: Introduction to the Salesforce Ecosystem -- The Salesforce Ecosystem -- The Platform -- Summary -- Resources -- Chapter 2: Salesforce Learning -- Mentoring -- Learning -- Free Learning -- Trailhead -- Free Bootcamp Programs -- 100 Days of Trailhead -- Paid Learning -- Certifications -- Learning Communities -- Trailblazer Community Groups -- MVP Office Hours mvpofficehours.info -- Salesforce Saturdays -- Ohana Slack -- Military -- Salesforce Military -- Mervis -- Events -- Conferences -- Regional Events -- Summary -- Resources -- Chapter 3: Salesforce Work Experience -- Job Experience -- Volunteer Work -- Volunteer Resources -- Catch a Fire -- Taproot Foundation -- VolunteerMatch -- Points of Light Engage -- Idealist -- Recruiters -- Summary -- Resources -- Part II: Preparing for a Software Project -- Chapter 4: The Evolution of Software Development -- Automation -- Software Development Lifecycle -- Waterfall -- Acceleration of Change -- Agile -- Sprinting -- The Value of Continuous Feedback -- Summary -- Resources -- Chapter 5: Common Project Roles -- What Is a Consultant? -- What Is the Difference Between Functional and Technical Roles? -- Roles -- Project Managers, Scrum Masters -- Business Analyst, Business Architect -- Solution Architect -- Change Manager, Trainer -- Certified Technical Architect -- Data Architect -- Developer -- Women in Programming -- Quality Assurance Engineer -- More on Cucumber -- Role-Based Resources -- Summary -- Resources -- Chapter 6: Sales and Staffing -- Presales -- Types of Contracts -- How to Get Staffed on a Project -- On the Bench -- Centralized Staffing Model -- Decentralized Staffing Model -- Sales Handoff Meetings -- The Sales Handoff Internal Meeting Presentation , The Background of the Company -- What Was Sold? -- The Timeline, Scope, and Budget -- The SOW -- What Are the Assumptions? -- Client Idiosyncrasies -- What Is the Dynamic Between Business and IT? -- Introducing the Project Team to the Client -- Technology -- Summary -- Resources -- Part III: Stages of a Project -- Chapter 7: Ramp-Up -- Travel -- How Much Will I Travel? -- Airport Hacks -- Travel Reimbursement -- Working from Home -- Utilization -- Know Your Role -- Summary -- Resources -- Chapter 8: Kickoff and Discovery -- What Is Kickoff? -- Interpersonal Tips -- Understand Client Vision and Use Cases -- Project Methodology -- What Is Discovery? -- Business Analysis -- Current State and Future State -- Process Flows -- Writing User Stories -- Acceptance Criteria -- Team Cohesion -- Summary -- Resources -- Chapter 9: Build, Test, Deploy -- Agile Meetings -- Backlog Refinement -- Definition of Ready -- Design -- Dependencies -- Sprint Planning -- Definition of Done -- Sprinting -- Daily Stand- Ups -- Identifying Risks and Issues -- Sprint Reviews -- Demo Tips -- Retrospective -- Visuals -- Work Breakdown Structure -- User Acceptance Testing -- Deployment -- Summary -- Resources -- Part IV: Consulting Skills -- Chapter 10: Client Management -- What Are Soft Skills? -- Project Archetypes -- The Hydra -- Watch Out For -- Strategies to Help -- The Echo Chamber -- Watch Out For -- Strategies to Help -- Swiss Cheese -- Watch Out For -- Strategies to Help -- The Explorer -- Watch Out For -- Strategies to Help -- The Rube Goldberg -- Watch Out For -- Strategies to Help -- High Horse -- Watch Out For -- Strategies to Help -- Stick in the Mud -- Watch Out For -- Strategies to Help -- Summary -- Resource -- Chapter 11: Communication -- The Medium Is the Message -- Listening -- Speaking and Writing -- Public Speaking -- Slack -- Summary -- Resource , Chapter 12: Emotional Intelligence -- What Is Emotional Intelligence? -- What Is an Emotion? -- Types of Emotional Turbulence on a Project -- Stormy Seas -- Perspective to Take -- Dumpster Fire -- Perspective to Take -- Burnt -- Perspective to Take -- Booted -- Perspective to Take -- Summary -- Resources -- Meditation Resources -- Kai's Recommendations for Managing Burnout -- Chapter 13: Critical Thinking and Problem-Solving Skills -- What Is Critical Thinking? -- Gathering, Analyzing, Evaluating -- Watch Out For -- Bias -- Differentiate an Opinion from a Fact -- Information Overload -- Strategies to Help -- Time Management -- Synthesizing and Distilling -- Cognitive Biases -- Bike-Shedding Effect(Parkinson's Law of Triviality) -- Information Bias -- Irrational Escalation (Escalation of Commitment) -- Automation Bias -- Next in Line Effect -- Spacing Effect -- Semmelweis Reflex -- Summary -- Resources -- Appendix A: Other Resources -- Index

Additional Edition: Erscheint auch als Druck-Ausgabe Negley, Heather The Salesforce Consultant's Guide Berkeley, CA : Apress L. P.,c2022 ISBN 9781484279595

Language: English

UID:

Format: 1 Online-Ressource (270 Seiten)

Edition: 1st ed

ISBN: 9781394196395

Note: Description based on publisher supplied metadata and other sources , Intro -- Title Page -- Copyright Page -- Contents -- Chapter 1 Introduction to Design-Build Modeling -- The Case of Virginia Greiman - Boston's Central Artery Tunnel Project -- The Six Systems of a Sales Organization as a Design-Build Model -- Note -- Chapter 2 The Process System -- The Case of Ignaz Semmelweis - Vienna General Hospital -- First Principles of the Process System -- Functional Decomposition -- A/B Testing -- Fresh Perspective -- Data-Driven Analysis -- Process Buy-In -- Elements of the Sales Process System -- The Buyer Persona and Ideal Customer Profile (ICP) -- Design-Building Buyer Persona -- Ideal Customer Profile -- Design-Building ICP -- The Customer Journey -- Design-Building the Customer Journey -- Customer-Journey Usage and Upkeep -- Mapping Customer-Journey Needs -- Syncing the Customer-Journey Needs Map with the Sales Process -- Problem-Opportunity/Needs Fit -- The Pillars of Change -- Consideration/Education -- The Placement Test -- Action/Purchase -- Evangelism -- Sales Motion and Methodology -- Purpose -- Customer Relationship Management (CRM) -- Design-Building Your CRM -- The Sales Playbook -- Design-Building Your Sales Playbook -- Health Check Reporting Inside the Sales Process System -- Design-Building Your Health Check Data and Reporting -- Root-Cause Analysis -- Logic Tree for Root-Cause Analysis -- Sales Process System Rituals -- Reporting -- Publicizing Wins -- Shout-Outs -- Kickoffs -- Mistakes I've Made When Constructing the Sales Process System -- Superficial Documentation of the Customer -- Missed Data Fields in CRM -- No Root-Cause Analysis Process -- Abandoned Playbook -- Checkpoint - System 1 -- Notes -- Chapter 3 The Demand-Generation System -- The Case of Cate Castillo - Neivor -- First Principles of the Demand-Generation System -- Chess Game Approach -- Meet Prospects Where They Are -- Learn and Adapt , Mind the Economics -- There's No Crying in Demand Gen -- Elements of the Demand-Generation System -- Demand-Generation Economics -- Demand-Generation Options -- Design-Building Your Demand-Generation System -- Design-Build Demand-Generation Case: Account-Based/Field Sales -- The Demand-Gen Productivity Flywheel -- Design-Building the Productivity Flywheel Case: SMB Inside Sales -- The Demand-Gen Productivity Calendar -- Funnel vs. Flywheel -- Design-Building a Demand-Generation Flywheel -- The Early-Stage Ops Node -- The Late-Stage Ops Node -- The Customer Node -- The Closed-Lost Node -- Health Check Reporting Inside the Demand-Generation System -- Monthly/Quarterly Retrospectives -- Demand-Generation System Rituals -- Reply-All Recognition to Reporting -- Demand-Generation Cross-Training -- Mistakes I've Made When Constructing the Demand-Generation System -- Failure to Skok -- Failure to Diversify Demand-Gen Channels -- Failure to Specialize the Team for Demand-Gen Optimization -- Failure to Design-Build a Demand-Gen Flywheel -- Checkpoint - System 2 -- Notes -- Chapter 4 The People System -- The Case of Arthur T. Demoulas - Market Basket -- First Principles of the People System -- Playing the Long Game -- Culture Through Action -- Communication -- Personal Leadership -- Elements of the People System -- The Culture Deck -- Ideal Candidate Profile (the Other ICP) -- The Ideal Candidate Interview Scorecard -- Social Styles -- The Role-Play Scorecard -- Triple Session for Candidate Screening -- The Interview Process -- Recruiting -- Design-Building a Recruiting System -- Inbound Talent Acquisition -- Outbound Talent Acquisition -- Channel Talent Acquisition -- Referral Talent Acquisition -- Triple Session for Talent Acquisition -- Old Ops Talent Acquisition -- Selling Your Vision -- Compensating Salespeople , Example 1: Enterprise Account Executive (SaaS) -- Example 2: SDR/BDR -- Example 3: Sales Manager -- The Key Design-Build Element to Sales Compensation -- Compensation Beyond On-Target Earnings (OTE) -- Career Paths -- Minimum Performance Thresholds -- Expectation and Communication -- Setting the Table for Long-Term Success -- Extrinsic vs. Intrinsic Motivation -- Design-Building Intrinsic Motivators - Core Needs -- Health Check Reporting Inside the People System -- Talent Channel of Acquisition Tracking -- Scorecard Regression Analysis -- Triple Session Training Reports -- Business-of-One Reporting -- The Record Book -- eNPS Surveys -- The People System Rituals -- Shout-Outs -- Marketing the People System -- Business-of-One Review -- Gas Tanks Review -- Mistakes I've Made When Constructing the Salespeople System -- Making Exceptions to ICP or Hiring Process -- Stepping Out of the Interview Process Too Early -- Closing Rep Positions -- Inconsistent Team-Building Activities -- Checkpoint - System 3 -- Notes -- Chapter 5 The New-Hire Onboarding System -- The Case of Andy Stumpf - Navy SEAL Training -- First Principles of the New-Hire Onboarding System -- Standard Operating Procedures -- Standards of Performance -- Repetition Is the Rule -- Sticks and Carrots -- "The Gray Man" -- Swim Buddies -- Elements of the New-Hire Onboarding System -- Mapping the Essentials -- Taking Onboarding Live -- Triple Session for Sales Onboarding -- New-Hire Onboarding - Day 1 -- The Onboarding Final Exam -- Calculating New Hire Ramp -- Sales Cycle + 90 Days Ramp -- Activities Expectation Ramp -- The Positive Power of Ramp Productivity Tracking -- Shortening the Time to Ramp -- Onboarding Documentation -- Mentor-Mentee Pairings -- Health Check Reporting Inside the New-Hire Onboarding System -- Triple Session Readiness Score -- Final Exam -- Time to KPI Attainment , Percent and Time to Ramp Attainment -- Onboarding eNPS -- New-Hire Onboarding System Rituals -- Daily/Weekly Checkpoints -- Daily Incentives -- New Hire Slack Group -- Shout-Outs -- Recognizing Failures as Learning Moments -- Graduation Day -- Mistakes I've Made When Constructing the New-Hire Onboarding System -- Unstructured Scheduling -- Late Start to Onboarding -- Late Start to Documentation -- Superficial KPI Measurement -- Superficial Mentor-Mentee Matching -- Solo Hiring -- Checkpoint - System 4 -- Notes -- Chapter 6 The Ongoing Improvement System -- The Case of Tom Brady and the TB12 Method -- First Principles of the Ongoing Improvement System -- Holistic Outputs -- Holistic Inputs -- Deliberate Practice -- Brush Your Teeth -- Mindset -- Elements of the Ongoing Improvement System -- A Culture of Ongoing Improvement -- Design-Building a Culture of Ongoing Improvement -- Measuring for Improvement -- Design-Building a Sales Coaching Model -- How Rock Content Aligned Coaching with Individual Goals -- How Rock Content Documented the Coaching Process -- How Rock Content Documented Coaching Session Work -- Point of Focus -- Actions -- Results -- Live Training -- Cross-Training -- Live Call Review -- Triple Session for Ongoing Improvement -- Health Check Reporting Inside the Ongoing Improvement System -- Training and Coaching eNPS Surveys -- Triple Session Scores and Engagement -- Sales Performance -- Ongoing Improvement System Rituals -- Daily Readiness Rankings -- Practice Incentives -- Recognition of Practice Performance -- Mistakes I've Made When Constructing the Ongoing Improvement System -- Not Setting the Expectation of Ongoing Improvement Before Hiring -- Not Qualifying for Communication Style -- Not Testing After Training -- Not Building a System of Retraining -- Not Documenting Coaching -- Checkpoint - System 5 -- Notes , Chapter 7 The Internal Alignment System -- The Case of Tyler Dvorak, Fifth Season Co-Op -- First Principles of Internal Alignment -- Detailed Tracking -- Veil of Ignorance -- Tough Calls Early -- Realign as the Business Evolves -- Elements of the Internal Alignment System -- Network versus Circuit -- SLAs -- Sales and Sales Alignment -- Sales Reps and BDRs -- Sales Reps and Sales Engineers -- Sales and Sales Ops Alignment -- Sales and HR Alignment -- Sales and Marketing Alignment -- Sales and Customer Onboarding Alignment -- Sales and Customer Success/Support Alignment -- Sales and R& -- D Alignment -- Finance and Sales Alignment -- Sales and Legal Alignment -- The Sacks Cadence -- Health Check Reporting Inside the Internal Alignment System -- Internal Alignment System Rituals -- Mistakes I've Made When Constructing the Internal Alignment System -- Reactive Alignment -- Undocumented Alignment -- Unmeasured Alignment -- Checkpoint - System 6 -- Notes -- Conclusion: Takeaways from Design-Building Sales Systems -- About the Author -- Index -- EULA.

Additional Edition: Erscheint auch als Druck-Ausgabe Doyon, Matt Revenue Revolution Newark : John Wiley & Sons, Incorporated,c2023 ISBN 9781394196371

Language: English

UID:

Format: 235 Seiten

Uniform Title: Egyedül a halál ellen

Language: German