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