Index_S


S

Sales activities, 42–43

assistance with, 133–34

documentation of, 138–39

Sales culture

attributes, 155

communication, 162

compatible strategies, 159–60

content, 154–56

creation of, 157–62, 202

differences, 153–54

direction/fit of, 158–59

effectiveness, 148

environmental factors, 158–59

evaluation of, 166

focus of, 159

importance of, 147–48

influence of, 158–59

interview questions, xvi

Level 1, 151–52

Level 2, 152–53

Level 3, 153

management as guide, 162–64, 165–66

Marriott International, 161

negative cultural attributes, 165

organizational culture and, 149–57

performance indicators, 156–57

purpose of, 151, 156–57

Stora Enso, 166–67

strength of, 156

support mechanisms, 165

values, 164–65

vision, 160

Yellow Book, USA, 150, 160

Sales cycles, 8–9

Sales force automation (SFA), 51

definition of, 53

failures, 61

opportunities/challenges of, 125

sales technologies, 54

Sales force, reskilling, 201

Sales impact ladder, 88–94

Sales management, interview questions, xv–xvi

Sales managers, xiv

accountability, 129

challenges, 123–25

coach role, 131–37

communicator role, 137–44

conflict resolution, 31–32

CRM system design, 69

home-based sales force issues, 40–41

job profile, 122

management style, 144–45

managerial administrative

duties, 139

Office Depot, 136

professional development, 10–11

redefining, 201–2

on ride-alongs, 134

role of, 121–23

skill requirements, 125–44

span of control issues, 12

strategist role of, 126–31

Sales organization

reductions, 124

structure, xv

Salesperson

customer relationship, 186–87

customer view of, 190–92, 195–96

honesty, 188–89, 191

industry experience, 189

influence of, 187–90

performance expectations, 10–11

product knowledge, 188–89, 191

responsiveness, 191

roles, 100–111

selection method, 111–12

selection process, 119–20

Sales resources

allocation. See Deployment strategy

matrix strategy, 35

restructuring guidelines, 48–49

Sales skills

development of, 134–35

requirements, xvi

Sales strategy, purpose of, 16

Sales teams, 37

Sales technology, 50

adoption of, xv

application relevance, 66–67

benefits of, 58–61

big brother mentality, 65

comfort zone, 72

CRM/SFA, 52–55

cultural preparedness, 63, 65

Diebold, 63–64

future of, 75–77

goals/expectations, 72

historical experience impact, 63

implementation, 61–75, 199–200

improvements in, 125

leadership commitment, 72–73

market challenges and, 55–61

mergers/acquisitions

integration, 68–69

overengineered processes, 67–68

preliminary tasks, 65–66

salesperson compliance, 74–75

system design, 66–71

technical support, 73

training program, 73

usage of, xv

Satisfaction, 156

Self-service channel, 24–26, 92

Selling environment, 203

Selling processes/practices, xv

Service

channel appropriateness, 16

reputation, 194

Service-to-sales activity, 28

SFA. See Sales force automation

Shell Korea, xix

Solution approach, 81–82

Solution selling, 107–8, 111. See also Consultative selling

Span of control, 11–12

Stakeholder

CRM system design, 69

goals, 124

Stora Enso, xix–xx

CRM system, 60–61

multichannel strategy, 23

sales culture, 166–67

Strategic orchestrator, 106–7

Strategic partner, 194–95

Strategic selling. See Consultative selling

Strategist role, 126–31

Stretch goal, 127

Supply perspective, 3

Support staff, 12

Symbols, 151




Strategies That Win Sales. Best Practices of the World's Leading Organizations
Strategies That Win Sales: Best Practices of the Worlds Leading Organizations
ISBN: 0793188601
EAN: 2147483647
Year: 2003
Pages: 98

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