Until recently, sales managers received no specific training for
their jobs. However, selling has become more complex with the
emergence of regulations and more sophisticated customers. Sales
managers need to inspire and achieve sales results by managing
teams of professionals and other resources. To do so, they need
guidance on dealing with issues that arise in these broader aspects
of their role.
This concise guide for sales managers is based on a well-known
sales management technique called the ‘customer portfolio
matrix’. Beth Rogers weaves her version of this throughout,
enabling sales managers to see their strategy from the
customer’s point of view. Doing so will allow them to set
realistic objectives, design new strategies that add real customer
value, avoid wasting time on price-oriented customers and deploy
resources for maximum results.
สารบัญ
Foreword vii
Acknowledgments xiii
About the author xvii
Introduction xix
Part I Strategy 1
1 The big picture 3
2 The purchaser’s view 27
3 The B2B relationship box 51
Part II Using the Relationship Development Box 71
4 Strategic relationships 73
5 Prospective relationships 97
6 Tactical relationships: the power of low touch 117
7 Cooperative relationships 137
8 The end of relationships 153
Part III Strategic Focus for 21st-Century Sales Management 173
9 Reputation management 175
10 Working with marketing 197
11 Leadership 217
12 Process management 239
Bibliography 267
Index 281
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About the author
BETH ROGERS chairs the UK National Sales Board and was instrumental in the launch of National Occupation Standards for Sales. She is regarded as a leading thinker on the topic of sales management, and is also sought out for her ability to provoke the thinking of others. Her other roles include Research Director of the Institute of Sales and Marketing Management and Programme Manager for Sales Management at Portsmouth Business School.
Her extensive practical experience in both sales and marketing in the information technology sector has been supplemented by in-depth consultancy in a variety of organizations, together with research and teaching. She has worked with major corporations in Europe, the US, SE Asia and Australia, but also with small businesses in the South and South-east of England, both in manufacturing and services.
Beth’s previous books include co-authorship of Key Account Management: Learning from Supplier and Customer Perspectives. She has written many articles over the past eighteen years for academic journals and trade publications. She has also provided comment for the Daily Telegraph and Sunday Times.
Beth works with employers, her alumni, professional institutions and fellow experts to raise the profile of the sales profession.
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