Rethinking the Sales Force: Redefining Selling to Create and Capture Customer Value
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In today's markets, success no longer depends on communicating the value of products or services. It rests on the crucial ability to create value for customers. Sales forces need to retool current strategies by recognizing the customer's dominant power in today's economy and what that means for those who sell. Capitalizing on research into the practices of cutting edge companies, the authors show how the successful sales force breaks away from traditional thinking and transforms themselves into complex business processes with multiple sales approaches and selling mdoels that meet the demands of today's sophisticated customers.
“zippering” and “player mapping,” organizations like McGreggor Cory frequently review the match between their team and the range of significant customer contacts. We’re surprised at how often a failure to consciously review the team composition can lead to missed opportunities and wasted resources. It’s relatively effortless to carry out periodic player mapping. We would recommend it to any organization looking for easy ways to increase the effectiveness of their enterprise relationships.
introducing associated rewards or compensation—it’s far easier to collect valid data if your measures don’t begin their life colored by compensation issues. Measure the Important Rather Than the Urgent. Urgent issues usually get attention with or without metrics. Every sales organization has its share of fires to fight and customer crises to handle. Urgent problems like these get attended to immediately—usually at the expense of the things that people know they should be doing but,
Senior Consultant, Systems Integration and Software Company. “The sales force exists to show customers that you have something worthwhile to offer that meets their needs.” Salesperson, Office Products Company. “The sales function is like a translator: Its job is to take your products and services and translate them into language that the customer understands.” Sales Manager, Control Systems Manufacturer. “The purpose of a sales force is to communicate to customers the value of your
force became farmers, and, once the initial sale had been made, accounts would be turned over to them for development. “When we heard about the hunter-farmer split at Burroughs, we were overjoyed,” a Digital Equipment sales executive told us. “As soon as they took their top people off of existing accounts, we were ready to jump in. We beat the crap out of their farmers before they could get their act together.” The new strategy quickly started to get into trouble. Existing customers were lost
VAR’s ability to install, maintain, and service a customer at a local level. In other cases, companies have used 1-800 numbers to be able to answer end-user questions, provide information about products, or to perform troubleshooting or service by phone. In addition, some are adding Web sites that can deal directly with customers on these issues. In still other cases, suppliers are creating product and service enhancements, such as manufacturer-provided training for end users or the design of