Rethinking Sales Management: A strategic guide for practitioners / Edition 1

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Overview

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.

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What People Are Saying

From the Publisher
“…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)

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Product Details

  • ISBN-13: 9780470513057
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 8/24/2007
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 314
  • Sales rank: 631,393
  • Product dimensions: 6.10 (w) x 9.00 (h) x 1.00 (d)

Meet the Author

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.

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Table of Contents

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 RelationshipsChapter 6 – Tactical relationships: the power of low touch

Chapter 7 – Co-operative relationships

Chapter 8 – The end of relationships

PART 3 - Focus for 21st century sales management

Chapter 9 - Reputation management

Chapter 10 - Working with marketing

Chapter 11 - Leadership

Chapter 12 - Process management 

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