Rethinking Sales Management: A Strategic Guide for Practitioners

ISBN-13: 9780470513057 / Angielski / Twarda / 2007 / 320 str.

Beth Rogers

Opis

Until recently, sales managers received no specific training for their jobs. However, selling has become more complex with the emergence of regulations and more sophisticated customers. Sales managers need to inspire and achieve sales results by managing teams of professionals and other resources. To do so, they need guidance on dealing with issues that arise in these broader aspects of their role. This concise guide for sales managers is based on a well-known sales management technique called the 'customer portfolio matrix'. Beth Rogers weaves her version of this throughout, enabling sales managers to see their strategy from the customer's point of view. Doing so will allow them to set realistic objectives, design new strategies that add real customer value, avoid wasting time on price-oriented customers and deploy resources for maximum results.

Recenzje

a serious, grown–up book on sales, full of relevant theory and practical examples of how sales can be more strategic and effective. ( The Marketer, September 2007)

"an excellent, concise and well–written guide, full of examples and references, based on the author s deep and sustained experience". (B2B Marketing Online, Friday 7th September 2007)

" helps sales teams become more successful by seeing the deal from the customer s view." (The Daily Telegraph, Tuesday 25th September 2007)

"Rogers uses copious box–outs and diagrams, and sources virtually all the latest evidence on business selling from around the world."  (Salesforce, January 2008)

"...Rogers uses copious box–outs and diagrams and, as befits an academic, sources virtually all the latest evidence" (Winning Edge, December 2008)

Spis treści

Acknowledgements

This book draws on research and contributions from universities and institutions in over 20 countries including the American Productivity and Quality Center, the Caux Round Table, the Supply Chain Executive Board, AIDA Marketing e Formazione, United Professional Sales Association, Purchasing Management Association of Canada, the Association of the British Pharmaceutical Industry.

Foreword

From Neil Rackham, creator of SPIN Selling, lead author of Rethinking the Salesforce and Visiting Professor, Univeristy of Portsmouth Business School

Introduction

PART 1 – Strategy

Chapter 1 The big picture

Chapter 2 The purchaser s view

Chapter 3 The B2B relationship development box

PART 2 – Using the relationship development box

Chapter 4 Strategic relationships

Chapter 5 Prospective Relationships Chapter 6 Tactical relationships: the power of low touch

Chapter 7 Co–operative relationships

Chapter 8 The end of relationships

PART 3 – Focus for 21^st century sales management

Chapter 9 – Reputation management

Chapter 10 – Working with marketing

Chapter 11 – Leadership

Chapter 12 – Process management 

O autorze

Beth Rogers is regarded as a leading thinker on the topic of sales management, and is also sought out for her ability to provoke the thinking of others.  She manages the primary postgraduate program for sales managers in Europe.  Beth is also Research Director of the Institute of Sales and Marketing Management, and a Fellow of the Royal Society.  She was elected Chair of the UK Government s National Sales Board in 2005, and was instrumental in the launch of National Occupation Standards for Sales in the UK. 

Her practical experience in both sales and marketing in the information technology sector has been supplemented by consultancy in a variety of organizations, together with research and teaching.  She has worked with major corporations in Europe, the US, SE Asia and Australia, and with small businesses in the South and South–east of England, both in manufacturing and services. 

Beth is a popular author and speaker on sales management. Her previous books include co–authorship with Professor Malcolm McDonald of Key account management learning from supplier and customer perspectives .  She has written many articles on sales and marketing related topics over the past eighteen years, and is a regular contributor to Winning Edge .  She has also provided comment for the Daily Telegraph and Sunday Times.

Beth works with employers, her alumni, professional institutions and fellow experts to raise the profile of the sales profession.

Blurb

Extracted from Introduction and Foreword:

There s only a handful of strategic books to help sales managers cope with the complexity of today s sales challenges.  This is one of them.  

You ll find your eye skimming over facts and figures; you ll see charts and diagrams; you ll find strategic models.  That s the kind of book we need.  Thank you, Beth Rogers, for writing it.

Neil Rackham

From his foreword to Rethinking sales management .

It is hard to imagine anything more fundamental to the economy than selling.  It is about time that salespeople and sales managers had equal esteem with other professionals.  Despite many years of marketers trying to sideline the sales function as operational, tactical and in decline, in fact the sales profession is thriving in terms of quantity and quality. Nevertheless, sales has been the Cinderella of the management world for a long time. Yet what could be a more worthy topic of discussion than the way in which a company makes its revenue?

Many businesspeople say to me that the strategic management of supplier/customer relationships is the next big thing that companies needs to address.  In studies going back many years, chief executives have recognized that the sales managers responsibility for handling the customer interface can be the most important thing in generating company success. With inspired leadership and the right application of skills and systems, strategic relationship development can deliver competitive advantage.  Companies are starting to realize that they cannot manage customers or even key accounts because the power of customers gives them the means to manage back.  So where do they go?

They go back to the drawing board and take a good hard look at the art of the possible .  Supplier strategy cannot drive customers, but there are pathways for mutual gain. The greatest advocates for strategic sales management companies who are designing those pathways are their customers. Whether they long for low–touch, remote and transactional relationships with particular suppliers for particular goods and services, or whether they want joint venture with others, customers appreciate the suppliers who understand their needs and develop the capabilities to meet them.

This book is a summary of state–of–the–art strategic sales management thinking, designed for practitioners who recognize that a bit of knowing can accelerate the success of a lot of doing. It is based on extensive consultation with sales management professionals, employers, sales management experts and professional institutions. It is short and succinct because sales managers are busy people with limited time to read. But sales managers travel a lot too, so consider this knowledge a travelling companion you can dip into when your plane is delayed or the freeway is gridlocked.

Beth Rogers

Author

1. Publisher s comments

This book is a new and innovative addition to our sales collection.  As with any innovation, we thought hard about taking it on, and subjected it to rigorous independent review.  We decided that it was an exciting opportunity. Few authors in the world have the breadth of experience of the sales management function as Beth Rogers, who has been immersed in it as a practitioner, a consultant, a trainer, teacher, researcher and writer; and held high office in both a professional institution for sales and a public governing body for sales.  Not only is she respected in the sales profession, but purchasing professionals also consult her. Her approach is unique.  The content is informative, interesting, thought–provoking and useful. It is enhanced with examples from the research of many of the world s experts on sales, best practice companies and organizations from around the world.

2. Author comments

You can miss out on a lot when you write a book in your spare time.  You miss out on social events, football matches and TV.  The house and garden become untidy.  And it takes a long time.  I took a very long time to work out what I could do that would be different from the other worthy books on sales management.  I am very grateful to the reviewers and colleagues who facilitated that process.

What do I think is different about it?  I unashamedly focus on sales management as a STRATEGIC FUNCTION, in defiance of the received wisdom of some marketing academics who assert that it is operational.  I ve done marketing too, and without sales involvement in strategy formulation, it won t go very far. I also take on the topics that many sales books avoid dealing with customers who don t have the same view of the business relationship as you do, ending business relationships, and tackling ethics, leadership, processes and working with marketing.  Risky perhaps, but now that it is done I look forward to feedback from readers .and the odd night out, of course.