Dannenberg / Zupancic Excellence in Sales

Optimising Customer and Sales Management
2009
ISBN: 978-3-8349-8782-2
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 233 Seiten, eBook

'Excellence in Sales' is an integrated management approach for professional sales organisations. The authors collected best and worst practices in sales and customer management. The concept for true excellence in sales is relying on a set of levers which are explained in a systematic manner. Readers get the chance to compare their solutions with the worldwide top performers. Illustrations and numerous recommendations for implementation show how to improve the overall performance of companies.


Holger Dannenberg is Managing Partner of the Executive Board of Mercuri International Deutschland GmbH.
Dr. Dirk Zupancic is Professor of Management at Heilbronn Business School, Germany, senior lecturer of business administration and head of the competence centre BtoB Marketing and Sales at the University of St. Gallen, Switzerland.

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Dannenberg, Holger

Zupancic, Dirk

Inhaltsverzeichnis

1;Preface I;5
2;Preface II;8
2.1;Sales Excellence is a Mindset;8
3;Foreword;12
4;Profile of the authors;13
4.1;Dipl.-Kfm. Holger Dannenberg;13
4.2;Prof. Dr. Dirk Zupancic;13
5;Contents;14
6;1. Introduction: Excellence in sales and customer management;19
6.1;Increasing the strategic significance of sales;20
6.2;Driver 1: Sales is an expensive resource;20
6.3;Driver 2: Sales has the greatest performance improvement potential;21
6.4;Driver 3: Sales creates real competitive advantage;22
6.5;Definition of terms in sales;22
6.6;The Excellence in Sales study;23
6.7;Notes for readers;24
7;2. The top 10 success factors for sales excellence;26
7.1;Core questions in this chapter;26
7.1.1;1: Sales should have a good image within the company;27
7.1.2;2: Sales processes should receive systematic support from the right areas;28
7.1.3;3: Sales processes should be clearly defined;28
7.1.4;4: Cross-functional sales approaches should be based on suitable structures;29
7.1.5;5: Customer planning should be systematic and documented;29
7.1.6;6: Salespersons should have a high level of social competence;30
7.1.7;7: Salespeople should be experts in their customers’ business;31
7.1.8;8: Leverage e-learning’s sales potential;32
7.1.9;9: Sales personnel should be real personalities, with charisma;33
7.1.10;10: Successful sales organisations are supported by a customer relationship management system;34
7.2;Recommended courses of practical action;36
8;3. Excellence in sales is an issue for the entire company;37
8.1;Core questions in this chapter;37
8.2;Sales-oriented alignment of corporate strategy;38
8.3;The internal image of sales;41
8.4;Sales is a senior management issue;43
8.5;Each employee is (also) responsible for sales;46
8.6;Recommended courses of practical action;50
9;4. The interrelationship of marketing and sales strategies;52
9.1;Core questions in this chapter;52
9.2;Marketing strategy as an orientation for sales;53
9.3;Core task profile: competences as the foundation;55
9.4;Positioning strategy: the fine art of marketing;56
9.5;Market segmentation as the foundation of marketing strategy;60
9.6;Marketing and sales cooperation in strategy development;66
9.7;Recommended courses of practical action;71
10;5. Development of successful sales strategies;73
10.1;Core questions in this chapter;74
10.2;Contents of a sales strategy;74
10.3;Development of a sales strategy;79
10.4;Implementation of the sales strategy;81
10.5;Recommended courses of practical action;85
11;6. Sales strategy information base;86
11.1;Core questions in this chapter;86
11.2;Analyse customers, competitors and the company;86
11.3;Customer analysis;88
11.4;Competitor analysis;89
11.5;Analysis of the company situation;92
11.6;Information sources and management;93
11.7;Recommended courses of practical action;96
12;7. Customer segmentation;97
12.1;Core questions in this chapter;97
12.2;Goals of customer segmentation;97
12.3;Customer data as the basis for segmentation;100
12.4;Recommended courses of practical action;105
13;8. Definition of sales process goals for customer segments;106
13.1;Core questions in this chapter;106
13.2;Relationship between marketing targets and sales process targets;107
13.3;Basis for the formulation of targets;107
13.4;Specifying concrete sales process targets;108
13.5;Recommended courses of practical action;111
14;9. Designing sales processes;112
14.1;Core questions in this chapter;113
14.2;Process orientation in sales;113
14.3;Types of sales processes;116
14.4;Structure of customer retention processes;123
14.5;Customer expansion processes;127
14.6;Selecting target customers;128
14.6.1;Making contact;133
14.6.2;First meeting;133
14.6.3;Subsequent meetings;134
14.6.4;Negotiations;134
14.6.5;Result;135
14.6.6;Development of the sales process;137
14.7;Recommended courses of practical action;138
15;10. Management of sales processes;139
15.1;Core questions in this chapter;139
15.2;Resources and capacity planning;139
15.3;Benchmarking as an optimisation concept;142
15.4;Optimisation of sales processes;144
15.4.1;Optimisation by benchmarking;145
15.4.2;Typical optimisation potential in sales processes;146
15.5;Recommended courses of practical action;149
16;11. Sales organisations;150
16.1;Core questions in this chapter;151
16.2;Orienting sales structures by region;151
16.3;Orienting sales structures by products and services;152
16.4;Orienting sales structures by sector;153
16.5;Orienting sales structures by customer segment;155
16.6;Sales structures for customer acquisition and retention;159
16.7;Sales structures with cross-functional team sales;163
16.8;Use of different sales channels;166
16.8.1;Use of a single sales channel;166
16.8.2;Use of several, parallel sales channels;169
16.8.3;Use of a multi-channel system in different phases of the sales process;171
16.9;Recommended courses of practical action;173
17;12. Steering systems;174
17.1;Core questions in this chapter;174
17.2;Control of employee behaviour in sales;175
17.2.1;Findings on motivation as the starting point;175
17.2.2;Reward systems in sales;176
17.2.3;Requirements of professional sales control systems;178
17.3;Management systems for controlling sales;186
17.3.1;Targets as a control instrument;186
17.3.2;Control via activity;188
17.3.3;Requirements of reporting systems;189
17.3.4;Customer Relationship Management (CRM);193
17.3.5;Professional vocational and advanced training systems;195
17.3.5.1;Range and selection of development areas;196
17.3.5.2;Recording the competency requirement;200
17.3.5.3;Knowledge transfer and implementation;201
17.4;Recommended courses of practical action;203
18;13. Management in sales;204
18.1;Core questions in this chapter;204
18.2;Management style;205
18.2.1;Static management style concept;205
18.2.2;Dynamic management style concept;208
18.3;Spans of control;211
18.4;The manager as coach;213
18.5;Recommended courses of practical action;217
19;14. Execution of sales work;218
19.1;Core questions in this chapter;218
19.2;The differentiated sales model;218
19.3;Customer planning;228
19.4;Recommended courses of practical action;229
20;15. Digression: What salespersons can learn from top athletes;230
21;16. Conclusion and outlook;233
22;List of literature;234

Introduction: Excellence in sales and customer management.- The top 10 success factors for sales excellence.- Excellence in sales is an issue for the entire company.- The interrelationship of marketing and sales strategies.- Development of successful sales strategies.- Sales strategy information base.- Customer segmentation.- Definition of sales process goals for customer segments.- Designing sales processes.- Management of sales processes.- Sales organisations.- Steering systems.- Management in sales.- Execution of sales work.- Digression: What salespersons can learn from top athletes.- Conclusion and outlook.

Über Autor(innen)

Holger Dannenberg is Managing Partner of the Executive Board of Mercuri International Deutschland GmbH.
Dr. Dirk Zupancic is Professor of Management at Heilbronn Business School, Germany, senior lecturer of business administration and head of the competence centre BtoB Marketing and Sales at the University of St. Gallen, Switzerland.