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

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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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Editorial Reviews

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
  • Publication date: 8/24/2007
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 314
  • Sales rank: 1,544,260
  • 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 salesmanagement, and is also sought out for her ability to provoke thethinking of others.  She manages the primary postgraduateprogram for sales managers in Europe.  Beth is also ResearchDirector of the Institute of Sales and Marketing Management, and aFellow of the Royal Society.  She was elected Chair of the UKGovernment’s National Sales Board in 2005, and wasinstrumental in the launch of National Occupation Standards forSales in the UK. 

Her practical experience in both sales and marketing in theinformation technology sector has been supplemented by consultancyin a variety of organizations, together with research andteaching.  She has worked with major corporations in Europe,the US, SE Asia and Australia, and with small businesses in theSouth and South-east of England, both in manufacturing andservices. 

Beth is a popular author and speaker on sales management. Herprevious books include co-authorship with Professor MalcolmMcDonald of “Key account management – learning fromsupplier and customer perspectives”.  She has writtenmany articles on sales and marketing related topics over the pasteighteen years, and is a regular contributor to “WinningEdge”.  She has also provided comment for the DailyTelegraph and Sunday Times.

Beth works with employers, her alumni, professional institutionsand fellow experts to raise the profile of the salesprofession.

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Table of Contents


This book draws on research and contributions from universitiesand institutions in over 20 countries including the AmericanProductivity and Quality Center, the Caux Round Table, the SupplyChain Executive Board, AIDA Marketing e Formazione, UnitedProfessional Sales Association, Purchasing Management Associationof Canada, the Association of the British PharmaceuticalIndustry.


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


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 21st century sales management

Chapter 9 - Reputation management

Chapter 10 - Working with marketing

Chapter 11 - Leadership

Chapter 12 - Process management 

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