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.
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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