Excellence in Sales: Optimising Customer and Sales ManagementSuccessful companies focus on different aspects of their business. Some focus on the strength of their brand. Others focus on technological product innovations, develop into “solution providers” or commit themselves to commodity, high-volume bu- nesses. Other companies open international markets. Personal sales relationships with the customer play a decisive role in all of the stra- gies. The sales department does not merely assume the role of a mediator between suppliers and customers: it actively creates added value for customers. It adds value for customers through consultation, special offers and projects, and it coordinates the performance of the company. It negotiates fair prices. It also receives support from the numerous e-marketing, classical advertising, direct marketing, telephone marketing, trade fairs and events channels.In addition it draws on comprehensive research rega- ing the customer. Sophisticated corporate strategies only function when the sales department utilises them in interacting with key customers. Any successful market implementation begins with the sales department. |
Contents
Excellence in sales and customer management | 1 |
2 The top 10 success factors for sales excellence | 8 |
3 Excellence in sales is an issue for the entire company | 21 |
4 The interrelationship of marketing and sales strategies | 36 |
5 Development of successful sales strategies | 59 |
6 Sales strategy information base | 72 |
7 Customer segmentation | 85 |
8 Definition of sales process goals for customer segments | 94 |
10 Management of sales processes | 129 |
11 Sales organisations | 140 |
12 Steering systems | 165 |
13 Management in sales | 195 |
14 Execution of sales work | 209 |
What salespersons can learn from top athletes | 221 |
16 Conclusion and outlook | 224 |
| 225 | |
Other editions - View all
Excellence in Sales: Optimising Customer and Sales Management Holger Dannenberg,Dirk Zupancic No preview available - 2014 |
Excellence in Sales: Optimising Customer and Sales Management Holger Dannenberg,Dirk Zupancic No preview available - 2008 |
Common terms and phrases
able achieve activities addition advantage agreements analysis approach areas average basis become behaviour better channels chapter clear company’s competences competitive competitors core corporate course creates criteria customer management customer segments customer’s decision defined demand described detailed discussion effect establish example Excellence in Sales existing experience factors Figure frequently function groups identified implementation important increasing individual International knowledge major market segments means measures motivation offer optimisation organisation orientation planning position possible potential practical procedures purchasing questions recommend regard relationship requirements responsible role sales and customer sales employees sales processes sales strategy sales teams sales volume salespeople salespersons sector segments selling situations Source specific steps structures success suppliers survey targets task tion top performers