This book describes the advantages of a high level of integration between product and sales management. It explains how highly integrated product and sales management can be achieved. Claus Tintelnot depicts the classic organizational models and provides examples of how these can be supplemented, fundamentally adapted and supported by digitalization. Best and worst practice examples indicate where classic management fails and show how integrated management can do better. Managers can only act as role models for an integrated team if they share the same attitude to leadership and pursue a common strategy. Business goals that need to be achieved can only be shared by integrated product and sales management and one avoids employees being worn down by the hurdles caused by inter-departmental boundaries.
The book is aimed at practitioners in the fields of corporate management, strategy, product management, sales and interested readers from other areas of the supply chain. Without an adequate supply chain and fitting communication to the customers, B2B businesses cannot be successful and profitable. Students of business administration, economics, industrial engineering, business engineering, computer science for IT/ OT and other engineering disciplines will have a worthwhile read as well.
Tabela de Conteúdo
Strategic and organizational relationship – classification of product management and sales.- Product management.- Sales management.- Customer contact and sales conversation (sales psychology and customer experience).
Sobre o autor
Dr. Claus Tintelnot is a strategy consultant at Tintelnot Strategy Consulting Partners (tintelnot-scp.com) with a focus on the Automation Industry and M&A Projects. His main occupation is serving as a university lecturer for sales management at the ISM (International School of Management). He also lectures product management and sales in B2B at the TH OWL (Technische Hochschule Ostwestfalen Lippe – a technical university of applied science) too. Claus Tintelnot spent 17 years with a leading manufacturer of automation technology and components as Head of Corporate Strategy and Project Management. Prior to that, he spent ten years with leading international management consulting firms as a consultant and later as a managing partner. In particular, he advised clients in the capital goods markets which demand technical expertise for developing strategies and sales successfully. In Japan and in the Middle East he managed sales companies as a managing director and as an interim manager. He has gained global experience in many European countries, the USA/Canada, China, India and many parts of Southeast Asia.
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