10 Steps to Sales Success—The Proven System that Can Shorten the Selling Cycle, Double Your Close Ratio, and Significantly Increase Your Income

Chapter 1 - The Sequential Model of Professional Selling
Chapter 2 - Attitudes of Success: Five Pillars
Chapter 3 - Planning and Preparation: Measure Twice, Cut Once
Chapter 4 - Time Management: It's About Time
Chapter 5 - Prospecting: I Know Where You Are Hiding
Chapter 6 - Building Rapport and Trust: Behavioral Flexibility
Chapter 7 - Discovery: Game Day
Chapter 8 - Presentation Skills: Value-Added Solutions
Chapter 9 - Confirming the Sale: Closing
Chapter 10 - Creative Negotiation: There is Always a Way
Chapter 11 - Action Plan: Implementation
Chapter 12 - Follow-Up: You Never Call or Write Anymore

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The Accidental Manager—Get the Skills You Need to Excel in Your New Career

Chapter 1 - You are an Accidental Manager (That's Okay)
Chapter 2 - The All-Time Worst Manager List
Chapter 3 - The Key to Success: "Doing Nothing"
Chapter 4 - The Platinum Skill of Developing Your Team Members
Chapter 5 - The Platinum Skill of Active Listening
Chapter 6 - The Platinum Skill of Giving and Receiving Feedback
Chapter 7 - The Platinum Skill of Creating a Motivational Climate
Chapter 8 - How Organizations Can Turn Accidental Managers into Successful Ones

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Knowledge Management—Current Issues and Challenges

Section I - The Theory of Knowledge Management
Chapter 1 - Ontology Frames for IT Courseware Representation
Chapter 2 - Conceptual Confusions in Knowledge Management and Knowledge Management Systems: Clarifications for Better KMS Development
Chapter 3 - A Framework to Study Knowledge Transfer During Information Systems Development (ISD) Process
Section II - Management and Organisational Factors
Chapter 4 - Knowledge Management Systems Acceptance
Chapter 5 - What Difference Does it Make: Measuring Returns of Knowledge Management
Chapter 6 - Technology and Knowledge Management: Is Technology Just an Enabler or Does it also Add Value?
Chapter 7 - Knowledge Management: The Missing Element in Business Continuity Planning
Chapter 8 - Rewards: Do They Encourage Tacit Knowledge Sharing in Management Consulting Firms? Case Studies Approach
Chapter 9 - An Exploratory Analysis of Information and Knowledge Management Enablers in Business Contexts
Chapter 10 - The Value of Trust in Knowledge Sharing
Section III - Technical Challenges
Chapter 11 - A Survey of Internet Support for Knowledge Management/Organizational Memory Systems
Chapter 12 - On the Design of Knowledge Management System for R&D Organization: Integration of Process Management and Contents Management
Section IV - Case Studies of Knowledge Management in Practice
Chapter 13 - Developing Business Aligned Knowledge Management Strategy
Chapter 14 - Some Implementation Challenges of Knowledge Management Systems: A CRM Case Study
Chapter 15 - Strategic Knowledge Sharing for Improved Public Service Delivery: Managing an Innovative Culture for Effective Partnerships
Chapter 16 - The Process of Converting Consultants' Tacit Knowledge to Organisational Explicit Knowledge: Case Studies in Management Consulting Firms
Chapter 17 - Communicated Knowledge in Electronically Enabled Business Interactions
Chapter 18 - The Readiness of IDSC to Adopt Knowledge Management
Chapter 19 - Knowledge Reuse in an Application Service Provider
Chapter 20 - The Use of Action Research in the Improvement of Communication in a Community of Practice: The MOISIG Case

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