Rethinking Sales Management
A Strategic Guide for Practitioners
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Rethinking Sales Management is a wake-up call for any sales manager interested in totally rethinking his or her technique. This is the first book to hold up the mirror to sales managers and allow them to see their sales strategy from the point of view of the user rather than the supplier-knowledge they can then use to categorize and better serve their own customers. The book is based on a well-known sales management technique called the 'customer portfolio matrix,' a version of which the author weaves throughout the book to enable sales managers to see their strategy from the customer's point of view. Doing so will enable a sales manager to design new strategies that add value to a customer's own activities, set realistic objectives, avoid wasting time on price-oriented customers, and deploy resources where they are most productive.
This book is unashamedly focused on sales management as strategic. Where would businesses be without the top line of the profit and loss account - SALES? Many business people say that strategic sales management is "the next big thing" that companies needs to address. 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.
No one can assume in business-to-business commercial relationships that supplier strategy drives customers to buy. Customers drive their own destiny. The "top line" competency for suppliers is to identify 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.
"Boundary-spanning" - understanding the customer's point of view and reconciling it with the needs of the company for profitable growth - is a complex activity to manage. This book is here to facilitate the strategic thinking that sales managers have to apply in 21st century businesses to generate healthy "top line" growth.
No one can assume in business-to-business commercial relationships that supplier strategy drives customers to buy. Customers drive their own destiny. The "top line" competency for suppliers is to identify 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.
"Boundary-spanning" - understanding the customer's point of view and reconciling it with the needs of the company for profitable growth - is a complex activity to manage. This book is here to facilitate the strategic thinking that sales managers have to apply in 21st century businesses to generate healthy "top line" growth.
