Selling Through Someone Else: How to Use Agile Sales Networks and Partners to Sell More
Format: PDF / Kindle (mobi) / ePub
Experience the growth multiplier effect through transforming the distribution and sales network
Selling Through Someone Else tackles new opportunities to drive company growth by taking a fresh look at the customer smart distribution and sales process. The authors, from Accenture, one of the world's largest consulting companies, explain how companies can be smarter about what their customers truly want and maximize the return on investment from all available resources for growth opportunities by exploring creative distribution options, including leveraging partners, online outlets, iPads/tablets, your traditional sales force, and more.
Selling Through Someone Else demonstrates that traditional approaches are no longer effective and how, by capitalizing on converging forces, companies can transform their "sales" approaches to grow revenue, and enhance customer and brand loyalty.
- Explores how globalization, new competitors, and low-cost threats are reshaping the way sales is happening today, and how to prepare your company to be successful in this new dynamic and iterative selling model
- Shows how analytics, the shift to digital selling and mobile sales tools, and new approaches to sales operations can reshape the entire sales function
- Demonstrates how new ecosystems of partners are created, managed, and incented to drive greater sales and profitability
Accenture has helped numerous clients collaborate across IT, Sales, and Marketing to dramatically grow distribution and adapt to the different "playing field" of today. Selling through Someone Else applies the trends and lessons learned from Fortune 500 and Global 500 companies to mid-sized enterprises and small-medium businesses owners.
of this book, the market is demanding that businesses operate at an unprecedented pace—rapidly responding to new demands, quickly driving new products through the R&D pipeline, sharing information to interact in real time with customers and partners, and satisfying customers who want their specific need met “now.” These market demands are placing significant pressure on businesses to be more nimble and efficient in how they go to market. In this environment, high-performing sales organizations
investments. And they invest significant sums tracking incentive compensation for their sales force—both direct and indirect. The more difficult issue they wrestle with is whether their sales and marketing incentives are as effective as they could be. Are the rewards they're paying out commensurate with the value they receive? Are all those dollars driving the right sales behaviors—spurring salespeople, agents, and channel partners to reach their maximum potential? Are the company's strategic
governed and where they “sit” in the organization's management structure and system. Importantly, governance structures must be defined by how well they support the successful operation of the entire ecosystem, not simply a company's owned resources; therefore, tighter integration and partnerships with all the other resources or stakeholders is required. This is especially true of what we call the joint initiative (JI) model, in which two or more companies invest in a stand-alone business entity
questions, including: How will the customer experience be enhanced? What is the role of each company in defining and delivering the customer experience? What is the desired go-to-market strategy? How does each company maintain its own brand recognition? What are the first-, second-, and fifth-year sales goals? What are potential JI obstacles and mitigating actions? A critical accompaniment to the long-term road map is the governance document. A typical governance document has two
B2B companies that get full leverage from their channel partners work diligently to create a value proposition for channel partners that incentivizes them to go after SMB on their behalf. These value propositions take various forms, some of which include sharing of costs and responsibilities. Enterprise firms take the cost to market and sell to the SMB out of the channel partners' operating structure and create a scalable, shared capability across their entire indirect channel ecosystem.