Search and Find
Service
Excellence in Sales - Optimising Customer and Sales Management
of: Holger Dannenberg, Dirk Zupancic
Gabler Verlag, 2010
ISBN: 9783834987822 , 233 Pages
Format: PDF, Read online
Copy protection: DRM
Preface I
5
Preface II
8
Sales Excellence is a Mindset
8
Foreword
12
Profile of the authors
13
Dipl.-Kfm. Holger Dannenberg
13
Prof. Dr. Dirk Zupancic
13
Contents
14
1. Introduction: Excellence in sales and customer management
19
Increasing the strategic significance of sales
20
Driver 1: Sales is an expensive resource
20
Driver 2: Sales has the greatest performance improvement potential
21
Driver 3: Sales creates real competitive advantage
22
Definition of terms in sales
22
The Excellence in Sales study
23
Notes for readers
24
2. The top 10 success factors for sales excellence
26
Core questions in this chapter
26
1: Sales should have a good image within the company
27
2: Sales processes should receive systematic support from the right areas
28
3: Sales processes should be clearly defined
28
4: Cross-functional sales approaches should be based on suitable structures
29
5: Customer planning should be systematic and documented
29
6: Salespersons should have a high level of social competence
30
7: Salespeople should be experts in their customers’ business
31
8: Leverage e-learning’s sales potential
32
9: Sales personnel should be real personalities, with charisma
33
10: Successful sales organisations are supported by a customer relationship management system
34
Recommended courses of practical action
36
3. Excellence in sales is an issue for the entire company
37
Core questions in this chapter
37
Sales-oriented alignment of corporate strategy
38
The internal image of sales
41
Sales is a senior management issue
43
Each employee is (also) responsible for sales
46
Recommended courses of practical action
50
4. The interrelationship of marketing and sales strategies
52
Core questions in this chapter
52
Marketing strategy as an orientation for sales
53
Core task profile: competences as the foundation
55
Positioning strategy: the fine art of marketing
56
Market segmentation as the foundation of marketing strategy
60
Marketing and sales cooperation in strategy development
66
Recommended courses of practical action
71
5. Development of successful sales strategies
73
Core questions in this chapter
74
Contents of a sales strategy
74
Development of a sales strategy
79
Implementation of the sales strategy
81
Recommended courses of practical action
85
6. Sales strategy information base
86
Core questions in this chapter
86
Analyse customers, competitors and the company
86
Customer analysis
88
Competitor analysis
89
Analysis of the company situation
92
Information sources and management
93
Recommended courses of practical action
96
7. Customer segmentation
97
Core questions in this chapter
97
Goals of customer segmentation
97
Customer data as the basis for segmentation
100
Recommended courses of practical action
105
8. Definition of sales process goals for customer segments
106
Core questions in this chapter
106
Relationship between marketing targets and sales process targets
107
Basis for the formulation of targets
107
Specifying concrete sales process targets
108
Recommended courses of practical action
111
9. Designing sales processes
112
Core questions in this chapter
113
Process orientation in sales
113
Types of sales processes
116
Structure of customer retention processes
123
Customer expansion processes
127
Selecting target customers
128
Making contact
133
First meeting
133
Subsequent meetings
134
Negotiations
134
Result
135
Development of the sales process
137
Recommended courses of practical action
138
10. Management of sales processes
139
Core questions in this chapter
139
Resources and capacity planning
139
Benchmarking as an optimisation concept
142
Optimisation of sales processes
144
Optimisation by benchmarking
145
Typical optimisation potential in sales processes
146
Recommended courses of practical action
149
11. Sales organisations
150
Core questions in this chapter
151
Orienting sales structures by region
151
Orienting sales structures by products and services
152
Orienting sales structures by sector
153
Orienting sales structures by customer segment
155
Sales structures for customer acquisition and retention
159
Sales structures with cross-functional team sales
163
Use of different sales channels
166
Use of a single sales channel
166
Use of several, parallel sales channels
169
Use of a multi-channel system in different phases of the sales process
171
Recommended courses of practical action
173
12. Steering systems
174
Core questions in this chapter
174
Control of employee behaviour in sales
175
Findings on motivation as the starting point
175
Reward systems in sales
176
Requirements of professional sales control systems
178
Management systems for controlling sales
186
Targets as a control instrument
186
Control via activity
188
Requirements of reporting systems
189
Customer Relationship Management (CRM)
193
Professional vocational and advanced training systems
195
Range and selection of development areas
196
Recording the competency requirement
200
Knowledge transfer and implementation
201
Recommended courses of practical action
203
13. Management in sales
204
Core questions in this chapter
204
Management style
205
Static management style concept
205
Dynamic management style concept
208
Spans of control
211
The manager as coach
213
Recommended courses of practical action
217
14. Execution of sales work
218
Core questions in this chapter
218
The differentiated sales model
218
Customer planning
228
Recommended courses of practical action
229
15. Digression: What salespersons can learn from top athletes
230
16. Conclusion and outlook
233
List of literature
234
All prices incl. VAT