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.
Foreword vii
Acknowledgments xiii
About the author xvii
Introduction xix
Part I Strategy 1
1 The big picture 3
2 The purchaser's view 27
3 The B2B relationship box 51
Part II Using the Relationship Development Box 71
4 Strategic relationships 73
5 Prospective relationships 97
6 Tactical relationships: the power of low touch 117
7 Cooperative relationships 137
8 The end of relationships 153
Part III Strategic Focus for 21st-Century Sales Management 173
9 Reputation management 175
10 Working with marketing 197
11 Leadership 217
12 Process management 239
Bibliography 267
Index 281
