(Note) This is still a work-in-process as I continue experimenting with the formatting to make the maps easier to read in slideshow mode. Thank You! I reviewed an advance copy of David Meerman Scott's new book, The New Rules of Sales and Service: How to Use Agile Selling, Real-Time Customer Engagement, Big Data, Content, and Storytelling to Grow Your Business. As part of my book review process, I created mind maps using XMind 2013 software. I've completed reading the book, but I still have three more mind maps to complete for Chapters 8-10. The PDF file with these mind maps is still a work-in-process. Please be patient as I finish the mind maps for Chapters 8-10.

1. Introduction
Internet Changes Buying Process
Consumer Ctrl not Supplier Ctrl Education / Research vs. Being Sold
Buyers have leverage against sales people bc of 24/7 information availability
Smart Companies (suppliers)
Deliver research/content at exact pt in time consumer needs it
Educate / Tell Stories vs. Sell
Nurture buyers to next step (bc they're not ready at beginning of process
CASE STUDY Quark Expeditions
Content curation post-sale
Addnl expedition options
Travel gear checklists
FAQ Video: What to pack (cameras, medicines, sunscreen
Value added services during post sale delivery
Photography lectures
On-site photography assistance
Quark Photographic Journal w/ best passenger photos
Free to all passengers
Photos are free to share via social
New Rules of Sales & Service
INFORM & EDUCATE
THOUGHT LEADERSHIP: Develop yourself & company
Authentic storytelling & content
publishing aligned w/ buyer needs
CEO-driven / Employee execution
Big Data Science
Agile Selling (new business)
Real-Time Engagement w/ digital
tools @ exact moment consumer
needs help (existing business)
Twitter & FB Updates show real-time
responsiveness & provide
archived content for future
questions
Buyers educate themselves
before contacting a
salesperson (24/7 info access)
Online Content
Old Rules of Sales & Service
Sales
Key driver in new rules of sales/service
Online content can educate, inform, and entertain
Sleazy, Consumer
Defensiveness, Adversarial
(consumer gets taken
advantage of)
Service
Indifference, Rudeness,
Communication Barriers
(outsourced call centers)
Real-Time & Mobile Communications
Real-Time Engagement
News breaks in minutes vs. days
Content must capitalize on breaking
news stories (NEWSJACKING)
Mobile Devices
Fastest growing field
Understanding implications of
consumers living in 1-screen
world
CASE STUDY: Larry McGlynn Insurance (p. 27-29) Nantucket
Demolition Derby video and blog post examples
Customer interviews
Short films
Return of The Human Element
Social Media as an Opportunity
Practical application and link to corporate
strategy vs. Hype about the tools themselves
All members of company participating in social
networks has opportunity to participating in
selling or education process
Return of Storytelling (compelling
narratives about people, products,
and company
Salesperson as "information broker"
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 1 www.socialmediareinvention.com

2. The Old Rules of Sales & Service
Interruption Marketing Persists
Cold Calling: "Dialing for Dollars"
Many companies still cling
to salesperson as expert
Failure to adjust bc
still cold calling
Requests for customer surveys
Automated phone calls/ Robot-calls National Do Not Call Registry
Gating Information (e.g.
collecting email addresses for
white papers / other content
Confrontational Relationships
Walking into a car dealership
Trade shows booths / product demonstrations
In-store persuasion
Marketing & Sales don't work together
Marketing people aren't meeting customers
Write marketing & demo materials w/out buyer input
Marketing is supposed to generate leads for sales team
Sales team is responsible for closing leads
Customer Service Surveys
All taking, no giving
Taking of customer's time
Survey creators have no
link to people who
create content to
educate customers
New Rules Means Marketing & Sales Tied
Together Through Entire Sales Cycle
Where's the Buyer Persona?
Simple Digital Things Salespeople
Can Do to Re-Claim Expertise
Clients / Buyers can
now have informational
"upper hand"
ABUSE OF TRUST:
Consumers Giving
Contact Info DOES
NOT EQUAL
Granting Permission
for Interruption
Email addresses
Phone numbers
Buyers evaluate service through entire sales cycle
Customers see what firms do on web & social media
IMPORTANT KPI: Great content
can shorten the selling cycle
What is the problem(s) your buyer wants to solve?
How does your service solve buyer problems w/ technology
How does your buyer describe the solution?
Twitter: Follow new clients
LinkedIn: Share information re: articles, books, etc.
They already know what they want
Express their displeasure publicly via social media
InMail Spam LinkedIn connections
DM Spam Twitter followers
IMPORTANT IN COMPLEX
SALES: Multiple decision
points / multiple stakeholders
Marketing Like It's 1995
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 2 www.socialmediareinvention.com

3. New Rules of Sales & Service
Authentic Storytelling Sets the Tone
Authenticity vs. Spin
CEO = Master Storyteller
Social Networks mean ALL
employees have a sales/service role
Tell stories people understand -
not marketing-speak
Content Links Companies & Customers
Think Like a Publisher / You are
What You Publish
Great content pulls customers into the
buying process / sales cycle
Social networks are your content
distribution channels
Great content marketers CREATE & CURATE
Big Data Enables Scientific Approach to Marketing & Sales
Measurement of online communications has
infinite possibilities
Tell the Truth: Buyers have more & better
access to information than sellers
Big Data enables individual customization in
customer offers / experience
Sentiment Analysis: aggregate positive/negative
perceptions about a brand, company, etc. based on
what's being said about them in social networks
Real-Time Engagement Keeps EXISTING Customers Happy
Agile Selling Brings NEW Business to Companies
24/7 "always on" world means
customers expect rapid response
HUGE incentive to fix problems bc of
independent product / service review sites
Customers expect support via social networks
Buyers buy on THEIR OWN TIMETABLE (not yours)
Consumer buying intent starts at search
engines & social networks
Respond rapidly when customers are ready-to-buy
Content delivery PRECISELY WHEN THE
CUSTOMER needs it is HUGE
Case Studies
OPEN Cycle p. 40-45
Big Data / Rich Data: Nate Silver & Billy Beane
Big Data / Rich Data: Real-Time application via
Home Depot snowstorm / snowblower example
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 3 www.socialmediareinvention.com

4. Your Story
Importance of Storytelling
Universality
Most common way to connect w/
another person's imagination
Inescapable part of professional communication
Organizational Storytelling
is CEO-Driven
Foundation for groundwork
connecting customers to employees
Is your customer's story about themselves
aligned w/ how you tell stories about your
company, product, service?
Why buyer persona research is so important
Case Study: Larry Janesky, Founder
& CEO of Basement Systems
p.59-64: Consultative / Educating
approach -- Consultative Sell
Case Study: Howard Dean Presidential
Campaign -- p.71 the "scrappy" start-up
going against the big names
Case Study: Robert Giardini,
CEO of Town Sports
International Health Clubs p.
66-69
Storytelling Requirements
Storytelling Tips
TRUTH
Customer's story aligns w/ your story
Showcase how your company is the ideal choice
Think of conveying what you do to
friends in a restaurant
Introduce Conflict: Who's the bad guy? The
Big Box Competitor, The Status Quo,
Traditional Approaches
Describe simply how you can solve
customer's problems
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 4 www.socialmediareinvention.com

5. Integrating
Marketing and Sales
with Buyer Personas
Digital era means smaller divide
between marketing & sales
Marketing creates the content
Salesperson, "the customer expert"
provides context: how does this
content fit in w/ my decision makers &
my account
Contextual Content Marketing How you make the content "real"
for your customers
Marketing & Sales must be integrated,
aligned, and in-sync (especially in small
organizations)
Buyer Personas
The representative groups of people who
purchase your products / services
Distinct demographic groupings or segmentations
of your target audience
Multiple buyer personas are important to define and
understand because certain buyers needs may not be
able to be addressed by your product / service
Smart organizations create multiple sales strategies to
address each buyer persona
Case Study: Nobis Hotel p.76
SEO Strategy = Using phrases
describing the hotel found in social
networks
MSU = Making Shit Up
Is the buyer persona based on input /
voices from the actual customer?
You have to meet the actual people
who are Real-Time Marketing your end-users / buyers
Research for Buyer Personas
Monitor the blogs, forums, social networks,
chat rooms your buyers participate in
Case Study: Avis Europe p.82-83
Additional Ideas for
Collecting Buyer Persona Data
Meet customers in their offices
Attend the conferences your buyers
go to (as a delegate not a vendor)
Watch webinars your buyers wa)tch (stay
alert to Twitter #hashtags
Read books your buyers read
Case Study: Go Pro Cameras p.
88-89; Nicholas Woodman, CEO &
Founder
"Go to the Source:" Have customers try
prototypes & beat up the product
Great example of customer / buyer
persona segmentation
Adele Revella on getting marketing
& sales to work together:
"Marketing has to become the
buyer experts AND product
experts." p.90
Understand buyer perceptions why
they won't choose you (beyond the
price objection)
Buyer Persona Interview p.92-93:
1 scripted open-ended question;
rest of interview is unscripted
"Take me back to the day when you
were first evaluating XYZ product /
service and tell me what happened
during this process."
New product/service not available:
CRITICAL to define the problem(s) the
buyer is trying to solve
Buyer Persona Profile p.94-95
1-page document
Use real names & a photo
Case Study: HubSpot's Internet Ian
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 5 www.socialmediareinvention.com

6. THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
1. Educate & Inform 2. You Sell More When U Stop Selling 3. Think/Share Content Like Publishers
The Sales Cycle is
Now the Buying Cycle
Case Study p.99-101: Allison
Meerman Scott Goes to College
4 year+ independent research
process - "Allison sold herself"
4 year buying process
Multiple approvers - her 2 parents
High required investment
Case Study p. 103: Herb
Chambers Used Car Dealership
"We don't sell people. We help them buy."
Case Study p.104-105: Jill
Rowley, Oracle Social Selling
Evangelism
LEARNING PARTIES
"Modern salespeople aren't sellers.
They're business people who provide
insight to help influence what people
buy.
Education on content: how buyers use it
& how to share it w/ them
Do You Still Need Sales People? -- MAYBE NOT
Don't Squeeze Buyers:
STOP GATING CONTENT!
Driving Customers into the Buying Process
Case Study: Kendall PRess p.116, The Grateful Dead p.118
Analysis why "ungated" is better p.119-121
"Hybrid Model" -- make 1st content e.g.,
report/eBook no registration, make 2nd
content e.g., a webinar require registration
p.120-121 e.g., HubSpot, Atlassian
Enterprise Software
Early part of the buying process =
education, basic information, GOAL: these
guys are smart, I want to learn more
Middle part of buying process = "raising the
hand" - you need to offer something
VALUABLE convincing customer to provide
contact information; don't sell yet, still need
to move customer thru buying process:
white paper, eBook, webinar, e-mail
newsletter -- P.110-111 SPAREFOOT
STORAGE TRENDS REPORT
Closing part of the buying process: Send in
salesperson with content and customer
information/details that can facilitate the sale --
p.111-112 "content curation shared via social"
Post Sales: Enroll customers in quarterly newsletters and
online communities w/ current customers; "clip & share
relevant content via social"
Post Sales: Perform web metrics analysis and review
which content is being shared and has traction vs.
content that doesn't -- CONTINUOUSLY ITERATE
Case Studies: GADCAD, Sparefoot,
Siemens Medical Technologies,
Kendall PRess (p.116)
Case Study: Tesla Motors, Atlassian
Enterprise Software p.125-129
CONTENT FOR EACH STEP IN BUYING PROCESS
4. Deliver Content at Each Step the Buyer Requires
MIND MAPS BY TONY FAUSTINO PAGE 6 www.socialmediareinvention.com

7. Agile, Real-Time Social Sales
Agile Sales Concept: Instant
buyer engagement allows you
to close more sales
AGILE refers to both
company & individual.
You're HYPER-RESPONSIVE
to buyers based on what
buyer is doing & how you're
interacting w/ them
AGILE refers to knowing &
ANTICIPATING what your buyers
require and will react to at that
moment
CONTEXT Case Study: HubSpot
Revenue Chief, Mark Roberge p.
133
PROVIDE CONTEXT: Salesperson frames
content how it solves EACH individual
buyers' problems
Salesperson-Buyer Relationship = Doctor-
Patient, Consultant-Organization
Learn/Understand all the issues/problems
1st then suggest recommendations
HONESTY: If your solution can't, address
buyer's problem, tell her/him
DELIVER ACTIONABLE INSIGHT: Fill in
the information gaps between buyer's
problem & what you describe on your
website about your product/service
BUYER PERSONA CRITICAL: Precise context in
your content can only be delivered if you've
accurately captured the buyer persona
AGILE'S FOUNDATION: Winning
w/ Speed, Agility & Context
Respond in MINUTES not Days
Case Study: Contextual phone calls
differentiate a HubSpot call from a "cold call" p.
136
Case Study: IBM's real-time Social Communication
Guidelines p.149
Speed & agility can blunt competitor size p.163
Current State CRM Challenges: Brian
Halligan, CEO Hubspot, p.160-162
Predictive Analysis
Newsjacking as Competitive &
CONTEXTUAL Differentiator
Case Study: Amazon,
Pandora, Netflix
Recommendation Engines p.
153
TRIGGER EVENTS: Registration for webinars,
downloading of white papers predict a buyer
moving towards a "buy decision"
Case Study (Non-Profit Fundraising):
Louisa Stephens Associates of Boston
Public Library & Raiser's Edge Software
p.153-155
Most successful NRSS companies use proprietary
info, news info, and info from social networks
Concept: Art/Science of injecting your ideas into
breaking news to generate media coverage for
yourself & your business
REAL-TIME PRECISION: Put your ideas out there
PRECISELY when your buyers are thinking about your
expertise
Inspired by 1) your own experiences, business
issues; 2) global, breaking news events
Case Study: MultiCare Health Systems,
Ronnie Dunn, Mitch Jackson p.137-143
Real-Time News Source Catalysts: RSS,
Keyword Lists monitored via Twitter
(TweetDeck, HootSuite), Google Alerts,
influential blogs, industry publications
Be SENSITIVE to any news w/ negative connotations
Real-Time Automation in
Interruption Markting
Case Study: Acura Insider Twitter
Spam at 2012 New Orleans JazzFest p.
144
Technical algorithms aren't enough - Human
monitoring + technology is required
Case Study: Uber takes on
traditional taxi business w/ real-time
iPhone/Android apps p.146
Based on 1990's cold-calling,
aggressiveness, monitoring sales rep
activity, and forecasting of sales
New Rules Sales Rep has to be: 1) active on
social networks, 2) have access to buying
signals and other real-time information to
build GENUINE buyer relationships 3)
understand that buyers are in control more
than ever bc of easy information access
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 7 www.socialmediareinvention.com

8. The New Service Imperative
Case Study: Yale Appliance &
Lighting p.163-166; The Meerman
Scott Family buys a new dishwasher
Elements of Customers Service
Customer service is how a company helps
buyers before, during, and after a sale
1. Customer Support: art/science of keeping customers happy by
communicating about company's products/services
2. Handling Complaints: Essential part of customer service because you
can transform an unhappy customer into a delighted one
3. Professional Services: Additional elements a company delivers (or thru
its partners) to help a buyer install, learn, or use the product/service
Content's Role in Customer Service
Understand how/where buyers want to communicate w/ you
If the buyer sends an email, respond via email; If buyer
contacts you via Twitter, tweet back
Deliver content at the right time during the buying
process precisely when the buyer needs it; p. 167-168
Costa Rica Expeditions
Customer Service as Revenue Generator
Investing in OUTSTANDING customer service
processes generates more revenue & profit than
investing same amount in sales process
Continue to do the things that delighted the buyer
during the sales process (but most companies treat
their buyers differently post-sale)
DELIGHTED customers = Unpaid salesforce
Case Study: Doug Weil, CEO Clearly Resolved p.172-173
Case Study: p.176-178 Ron Ploof, Social Media Mgr, Epson;
how to handle customer complaints & in the buyer's
preferred communication medium; Epson Social Media
Support Process Diagram
Case Study (Non-Profit): p.173-175 Paul Young,
Digital Director, charity:water (proof/validation who
& where your individual donation makes impact
Poor Customer Service is THE NORM
Case Study: Hilton Honors Awards
Programs threatens to cancel David's
membership p.169-170
Companies don't take advantage of rich data
(e.g., David already has and has paid for Hilton
stays w/ Amex Platinum)
Surveys Strategically Used as
Service Differentiator
Case Study: p.182-186; Keith Jennings,
Jackson Healthcare; Providing value when
asking for surveys - "give something
proving WIFM"
Case Study: p.186-189; Guy Letts,
CustomerSure; real-time responsiveness, fixes,
& triaging as survey results come in
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 8 www.socialmediareinvention.com

9. Agile, Real-Time Social Service
Corporate World: Slower esponsiveness due to process
& gaining permission from corporate channels
Real-Time Customer Engagement
Respond to customers on their time frame
Act before window opportunity vanishes
Revise plans as mkt changes
Measure results today
Execute based on what's happening now
Empower your people to act
Move when the time is right
Encourage people to make wise decisions quickly (alone if necessary
Make swift inquires & be prepared to act
Quickly evaluate courses alternatives & choose course of action
SHIP: Get it done & push it out, bc it will never be perfect
THE NEW RULES OF SALES & SERVICE
BY DAVID MEERMAN SCOTT
MIND MAPS BY TONY FAUSTINO PAGE 9 www.socialmediareinvention.com