Index_C

C

Call center, 18, 27–28

Celebrations, 152

Challenges

competition, 4–5

customer behaviors, 5–8

external, 1–2

globalization, 3–4

internal, 2

internal resources constraints, 11–12

overcoming, 13–14

performance expectations, 10–11

sales cycles, 8–9

Change management, 48–49, 202–3

Channel

appropriateness of, 16

conflict, 5, 26–32, 129, 198

e-commerce, 18

field sales force, 18, 19–20

inbound call center, 18

indirect sales force, 18, 22–24

inside sales force, 18, 20–22

integration, 25–26, 30, 203

options, 198

purpose of, 15

self-service, 24–26

strategy development, 17–28

telemarketing group, 18, 21–22

Clicks and bricks, 26

Coach role, 131–37, 142

Commitment, 114

long-term, 206

sales culture and, 156

Communication

sales culture and, 162

skills, 201

of vision, 127–28

Communicator role, 137–44

Compensation plans, 129–30

Competency

checkpoints, 120

compensation alignment, 120

development of, 114

hiring methods, 111–12

identification of, 117–18

progression, 118

sales manager, 125–44

salesperson roles, 100–111

study, 99–100

training, 112–16

Competition, 4–5, 123

Computer technology, 56

Consistent cultivator, 107–9

Consolidation, 1

Consultant, 6, 19, 203–4

Consultative selling, 78–79

adoption, 200–201

benefits, 87

business consultant role, 104–5

customer decision making, 90–91

customer potential, 92–94

execution of, 203

explanation of, 79–86

flexible approach, 87–90, 94

holistic approach, 95

Honda Clio Shin, 80

Infineon, 105

Infineum, 85

Ingersoll Rand, 82

investment, 86

need-based conversations, 79–81

relationship model, 88–94

sales process, 95–97

solutions approach, 81–82

success factors, 94–98

support infrastructure, 97–98

transition to, 86

trusted advisor status, 84–86

value focus, 82–84

working definition of, 84–85

Yellow Book, USA, 83

Consumer selling model, 44

Content seller, 89

Contract stage, 91

Convenience, 193–94

Coordinative selling, 106

Corporate culture, 149

Cost cutting measures, 11–12

CRM. See Customer relationship management

Cross-functional team, 44, 47

Customer

arm’s length transactions,

173–75

assignment, 29–31

convenience, 193–94

cost consciouness, 172–73

decision making, 90–91

demands, 123–24

expectation, 2, 6, 7–8, 16, 123–24, 171–72

filter, 204

knowledge, 2, 56, 170–72

need-based conversation, 79–81

preferences, 168–69

price-focused, 6–7

relationship change, 93–94

salesperson relationship, 16, 116–17, 186–87, 195–96

satisfaction, 7

segmentation by characteristics, 37–40

service agents, 27–28

supplier relationship, 184–86

value to, 193

view of salesperson, 190–92

Customer-oriented selling. See Consultative selling

Customer relationship management (CRM)

application relevance, 67

compliance, 74–75

customer benefits, 58, 59–60

definition of, 51, 52

Diebold, 73, 75

evolution, 53–54

explanation of, 53

failures, 61–62

flexibility of, 76

functionality, 76–77

implementation, 13, 51–52, 71–75

importance of, 56, 58

Infineum, 67

Intier Automotive Inc., 69–70

leadership commitment, 72–73

Marriott International, 60, 75

multichannel strategy and, 17–18

organizational benefits, 58, 60

popularity of, 75–76

preliminary tasks, 65–66

purpose, 53

salesperson benefits, 58–59

sales technologies, 54–55

Stora Enso, 60–61

TD Waterhouse, 60

technical support, 73

training, 73

utilization, 199–200

web-based applications, 54–55

Yellow Book, USA, 57–58