I did not set out to invent another way of selling.
Market[SELL]ing™ did not begin with a desire to add another sales methodology to the ones that already exist.
It began with a change of perspective.
Like many professionals, I spent years looking at selling from inside the company: its offer, arguments, objectives, salespeople and campaigns.
Then I began to look at the same situation from the other side.
Market[SELL]ing™ begins when we temporarily stop asking how to sell and start observing why someone would want to buy.
Customers never experience your silos.
Inside a company, marketing, sales, communication, product, offer and customer experience have separate responsibilities.
They need to.
But customers do not experience that separation.
They experience one whole.
Advertising can create an expectation. A website can strengthen it. A salesperson can make it credible. A proposal can introduce doubt. An experience can confirm or destroy everything that came before.
Who is looking at the combined effect of all this on the desire to buy?
That question naturally leads to the Market[SELL]ing Manager.
Discover the Market[SELL]ing Manager →A decision does not appear all at once.
We easily say: “they are interested”, “they are hesitating”, “they are not ready”, or “they need to think”.
But behind these expressions, something is moving.
Desire can rise. Resistance can appear. Proof can reassure. An inconsistency can make everything fall back. An event can create a tipping point.
I started representing this dynamic as a gauge.
Not as a scientific measurement of a person.
But as a way to make one question visible:
What, in this situation, is increasing or reducing the desire to act?
This became the Desire-to-Buy Gauge™, the decision-reading model within Market[SELL]ing™.
Discover the Gauge™ →I am less interested in recipes than in mechanisms.
Market[SELL]ing™ is my way of putting those observations into order.
Market[SELL]ing™ is not finished.
I do not see Market[SELL]ing™ as a fixed theory that has to be defended.
It is a framework that I continue to test against reality.
Some ideas are already structured: the Gauge™, the tipping point, desire and resistance, and the Market[SELL]ing Manager.
Others still need to be observed, refined, challenged or developed.
Publishing an idea should not prevent us from continuing to question it.
Read the insights →