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Seamless cover
Harvard Business Publishing Joins 84 University Libraries

 Available now from Amazon, BEP and Harvard Book Store.

The authors and 20 successful businesspeople share their practical experience and the valuable lessons they learned at the sharp end of 

branding, selling and marketing.

A unique and helpful guide

"Seamless" a unique new business book

Watch the short video to learn more!

Seamless: an intro to a unique B2B book

Meet Seamless: Successful B2B marketing, selling, and account management

Successful B2B marketing and selling : The Seamless Podcast - An Overview

The Author Personally Introduces the successful B2B marketing Business Book of the Year

The Seamless Podcast Part 1 - Chapt. 1 Summary

Market Research, Analysis and Segmentation for nsuccessful b2b marketing

The Seamless Podcast Part 2 - Chapt. 2 Summary

Company Branding and Competitive Positioning

The Seamless Podcast Part 3 - Chapt. 3 Summary

Prospect Qualification and Competitive Analysis

The Seamless Podcast Part 4 - Chapt. 4 Summary

Promotion, Go To Market Strategy, and The Sales Process

Podcast Achievements

Hello

What does the HBP adoption mean?

HBP and BEP have been partners for more than seven years. HBP (subsidiary of Harvard University) publishes some of the world’s leading business case studies, offering real business situations and outcomes to help both business students and professionals. 

Find out more

Support for Harvard Case Study Readers

Harvard Case Studies Matched to SEAMLESS Topics

Just some of the further reading possibilities offered to Harvard Case Study Readers by SEAMLESS

Download PDF

Help you might need

Content For Websites and More

Powerpoint Presentations and Speeches

Powerpoint Presentations and Speeches

Considering what to write about your business?

Writing content for your web pages (or elsewhere online) can be difficult if you're not used to it. I am an experienced writer and can help you to produce exciting and compelling content. If you need a website, I am familiar with GoDaddy and Ionos and can develop an effective one for you.

Ask about this

Powerpoint Presentations and Speeches

Powerpoint Presentations and Speeches

Powerpoint Presentations and Speeches

Concerned about how to present what you do?

Whether your audience is 2 or 200, you want to get that presentation right; to make an impact and to get your message across. I can help you put attention-grabbing material  into your slides and your script.

Presentation coming up? Get in touch!

Press Releases and Advertorials

Powerpoint Presentations and Speeches

Press Releases and Advertorials

Want some informed opinions on business topics?

Less than 5% of press releases get read and less than 1% get a published piece as a result. I can help you be part of the 1% by providing exciting writing. Advertorials  are also very effective: informing while selling your brand. Together, we could construct a piece that will do both.

Just Tell Me What You Need

Promotional Materials

Promotional Materials

Press Releases and Advertorials

Trying to figure out how to represent your business in logo, colour and other design elements?

Get the branding right; get the words right; get the design right. THEN go to print with your promo materials. I can get you to that point faster and more effectively. My writing services can give you exciting writing for multiple uses.

Contact me about this

Business Proposals

Promotional Materials

Business Proposals

How do you best make money from your firm's strengths?

Are your salespeople spending enormous amounts of time on complex business proposals, only to lose out to the competition? Have you an adaptable template for them to  use? My writing services can help with individual, winning proposals or that useful template.

Let's discuss it

Customer Stories

Promotional Materials

Business Proposals

It's time to get your customers to spend with you

You know that satisfied customers are your best salespeople. As a writer I interview those people effectively on your behalf.  Then I can help you to write your customer stories so that exciting writing about your satisfied buyers can sell for you, again and again, online, in print, or by video.

Want to give it a try?

"If you've heard this story before, don't stop me, because I'd like to hear it again"


Groucho Marx

Sales Vignettes

1. Very Part-Time

3. The Building From Hell

1. Very Part-Time

Photo by <a href="https://unsplash.com/@alyssam624?utm_source=unsplash&utm_medium=referral&utm_conte

All the discussion about Working From Home and part-time jobs reminded me that  I once had a salesman in my team, who, after an initial 3 months of stellar sales, requested to do 7 months  each year with my corporate sales team then 5 months running a watersports school on various European beaches. We discussed it and worked it out. I agreed. He made his six-figure annual sales quota - the same as for those working full-time  -  for 3 years straight!

2. Slip-Up

3. The Building From Hell

1. Very Part-Time

I'm Regional Sales Manager;  I meet my salesman in the customer's car park for an important closing demo/presentation at 8.00am. I step out of my car: wearing my sharp  blue suit ......and brown carpet slippers!  The shops were not yet open to buy shoes. I had to brazen it out. The  customer's Board were all present. Everyone noticed, but no one said a word. We closed the  six-figure deal! They became the team "lucky slippers".

3. The Building From Hell

3. The Building From Hell

3. The Building From Hell

I attended a  long-fought-for meeting to pitch a big software sales partnership . I began the presentation . 10 minutes in: there's a fire alarm. Everyone is out for an hour. We reconvene in the board room. Having been back for 15 minutes, there's a  power cut: I  default to the whiteboard. 10 minutes in, the alarm goes again, but this time the sprinkler system goes off, soaking everyone. We're all out again for 90 minutes.  I get agreement to  adjourn to the pub! We agree the deal over real ales and the partnership thrives.

4. Punch Card

6. It's Not Lost Until It's Lost

3. The Building From Hell

Photo by <a href="https://unsplash.com/@john_cameron?

In IT-prehistoric times, I  made a big hardware system sale to a bank. I sent in the systems guy to confirm the major software part of the deal and to agree the lengthy and expensive installation process.  I turned up to get the final signature and big deposit cheque. As I walk in, my systems guy is being carried out by two police officers, having argued with and punched my customer! I didn't get the cheque.

5. Speed Bumps

6. It's Not Lost Until It's Lost

6. It's Not Lost Until It's Lost

Photo by <a href="https://unsplash.com/@pictorious?

Govt. sector salespeople  always had big advanced bonuses but l-o-n-g sales cycles.  They lived on confidence in their closing skills.  One such  friend ordered a new Ferrari 308, bonus-dependent. He got both. Delivery day party!  All of his friends and neighbours gathered. The dealer's  low-loader slid the gleaming, red 308GTS  onto his driveway.  He started it up  and drove off. Ooops! He realised  that the oversized speed bumps in his road  meant that he could only go 20 feet.  He had to return it. 

6. It's Not Lost Until It's Lost

6. It's Not Lost Until It's Lost

6. It's Not Lost Until It's Lost

Photo by <a href="https://unsplash.com/@yapics?utm_source=unsplash&utm_medium=referral&utm_content=c

My first technology employer was known for its very thorough sales training and effective salesforce. As a newbie, I can recall being shocked at how aggressive they were, but soon learned to be the same. One tactic was extraordinarily successful: going back to a "lost sale" immediately that it was lost, pushing the "buyer remorse" buttons hard, to try to win it back. Management took no excuses for not doing this. We became experts at it; the success rate of overturning the competitive sale was astonishing! .

"Tell me the facts and I’ll learn. Tell me the truth and I’ll believe. But tell me a story and it will live in my heart forever.”


Native American Proverb

Marketing Vignettes

1. Buying Market Share - Almost

1. Buying Market Share - Almost

1. Buying Market Share - Almost

Sometimes, it just costs too much to promote and sell effectively against a strong competitor in your market. My company liked the products and GTM strategy of one such. It didn’t take long to work out that it would be more cost-effective and far quicker to absorb them. I proposed an acquisition. Unfortunately, while the deal press release was actually being written, months of preparatory work went down the tubes as the two chairmen had a violent personal disagreement. The deal never happened. No matter the corporations, the money or the products, in the end, it’s always down to people.

2. Protect the Eastern Flank

1. Buying Market Share - Almost

1. Buying Market Share - Almost

Low-cost manufacturing advantage is essential in the world of high-volume, high-tech hardware. With the intention to drastically reduce the cost of European production, I went on a mission to acquire existing manufacturing capability in Eastern Europe. One major competitor appeared for what we chose as the appropriate facility. There were challenging journeys into unfriendly territories. There were over-dinner (and breakfast!) discussions deliberately compromised by evil local alcohol. There were intense negotiations conducted through dubious translators. There were meeting notes that had to be rewritten to resemble the truth of what was said. Then there was the final meeting, in the usual intimidating surroundings. We didn’t get the factory. The major competitor, purely to protect its business against our strategy, bid a curiously precise 50% above our supposedly confidential maximum. We knew that a large part of that would "disappear". inside the bureaucracy. The competitor never moved in or used it. 

3. "Ladies and Gentlemen....."

3. "Ladies and Gentlemen....."

3. "Ladies and Gentlemen....."

The worldwide product launch: simultaneously the marketing director’s raison d'être and bête noire. As difficult as it is theatrical. It was the launch of a major advancement in the PC technology of the time: we had sensationally got there before the industry leader. There were launch events scheduled for the USA, Europe, and MEA. In London, the prestigious theatrical venue had been a few days in preparation. The licenced big pop music hit had everyone humming the theme tune as techies and marketers set up the local network, linked to all of the other venues. The stage would rise up and revolve, showing a dozen operators of the new PCs using the leading apps. Three hours to go: a successful full rehearsal. Excitement mounted; crowds were queueing outside waiting for the doors to open. One hour to go: last technical run-through. Stage open, riser halfway up, then Bang! Total power outage. The old theatre’s circuits couldn’t take it. All app demos had to be reset. No leeway on the time-critical global connections. We made it work with three minutes to go. I aged 20 years..

4. Trusting Your Partner

3. "Ladies and Gentlemen....."

3. "Ladies and Gentlemen....."

When running marketing and sales for a London dealership that provided sophisticated hardware and software solutions for demanding major corporations, my vendor partnerships were very important to me.

One giant PC vendor - despite my being one of their top 5 dealerships - treated my outfit the same as much less sophisticated or retail sales ones. Sometimes, a long-drawn-out help request to approach a lucrative new prospect would result in my salesperson finding themselves competing with the vendor's direct sales force! 

Then a new hardware kid on the block appeared who did everything they could to help us acquire big corporate customers, while never, ever, trying to sell around us. With skilled partnering salespeople, they worked only through and with us, pro-actively, as required, to secure the business.

Our new kid soon became our big kid and we became their number one dealer, while the giant lost business to them, as we grew rapidly. Moral: a partnering GTM strategy is a two-way relationship. The vendor thought we needed them more than they needed us.

They were wrong.

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