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The main aim of this book is to consider how the sales function informs business strategy. Although there are a number of books available that address how to manage the sales team tactically, this text addresses how sales can help organizations to become more customer oriented. Many organizations are facing escalating costs and a growth in customer power, which makes it necessary to allocate resources more strategically. The sales function can provide critical
customer and market knowledge to help inform both innovation and marketing. Sales are responsible for building customer knowledge, networking both internally and externally to help create additional
customer value, as well as the more traditional role of managing customer relationships and selling. The text considers how sales organizations are responding to increasing competition, more demanding customers and a more complex selling environment. We identify many of the challenges facing organisations today and offers discussions of some of the possible solutions. This book considers the changing nature of sales and how activities can be aligned within the
organization, as well as marketing sensing, creating customer focus and the role of sales leadership. The text will include illustrations (short case studies) provided by a range of successful organizations
operating in a number of industries. Sales and senior management play an important role in ensuring that the sales teams' activities are aligned to business strategy and in creating an environment to allow salespeople to be more successful in developing new business opportunities and building long-term profitable business relationships. One of the objectives of this book is to consider how conventional thinking has changed in the last five years and integrate it with examples from sales
practice to provide a more complete picture of the role of sales within the modern organization.
The main aim of this book is to consider how the sales function informs business strategy. Although there are a number of books available that address how to manage the sales team tactically, this text addresses how sales can help organizations to become more customer oriented. Many organizations are facing escalating costs and a growth in customer power, which makes it necessary to allocate resources more strategically. The sales function can provide critical
customer and market knowledge to help inform both innovation and marketing. Sales are responsible for building customer knowledge, networking both internally and externally to help create additional
customer value, as well as the more traditional role of managing customer relationships and selling. The text considers how sales organizations are responding to increasing competition, more demanding customers and a more complex selling environment. We identify many of the challenges facing organisations today and offers discussions of some of the possible solutions. This book considers the changing nature of sales and how activities can be aligned within the
organization, as well as marketing sensing, creating customer focus and the role of sales leadership. The text will include illustrations (short case studies) provided by a range of successful organizations
operating in a number of industries. Sales and senior management play an important role in ensuring that the sales teams' activities are aligned to business strategy and in creating an environment to allow salespeople to be more successful in developing new business opportunities and building long-term profitable business relationships. One of the objectives of this book is to consider how conventional thinking has changed in the last five years and integrate it with examples from sales
practice to provide a more complete picture of the role of sales within the modern organization.
Section 1: Exploring the Positioning of the Sales Function
1: The Changing Sales Environment
2: The Sales Function's Position within the Organisation
Section 2: Sales Relationship with the Customer
3: Customer Relationships and Lifetime Management
4: Service Dominant Logic and its Impact on the Selling
Organisation
Section 3: Sales Management
5: Managing the Sales and Marketing Interface
6: Strategic Leadership in Sales
7: Developing High Performance Sales Teams
Section 4: New Forms of Selling
8: Key Account management and Global Selling
9: The Impact of Technology and Social media for Sales
10: Moving Ahead: New Directions for the Sales Organisation
Kenneth Le Meunier-FitzHugh is a Senior Lecturer in Marketing and
he obtained is PhD from the Warwick Business School, University of
Warwick in Marketing and Strategic Management. He is particularly
interested in marketing strategy, sales strategy, and sales and
marketing collaboration. He also has 20 years experience in sales
and senior management. In 2008 he received the Marvin Jolson award
for the best contribution to selling and sales management practice
by the
Journal of Personal Selling and Sales Management and has two best
papers awards from the American Marketing Association. He co-edited
The Oxford Handbook on Strategic Sales and Sales Management
with
Professor David Cravens and Professor Nigel Piercy.
Tony Douglas is a lecturer, coach and mentor in sales & marketing,
international strategy and business development. As Director
Edinburgh Institute (SALES) & Senior Lecturer at Edinburgh Napier
University, he delivers workshops to business executives/
international business students on selling, enterprise and strategy
in the UK, Holland, Germany, Hong Kong, and Singapore. He is Chair,
Institute of Sales and Marketing Management (Scotland). He is a
Fellow of the Institute of
Sales & Marketing Management, a Senior Teaching Fellow of the HEA,
and UK representative of the Global Sales and Science Institute. He
has held a number of senior positions within Tesco PLC, Boots the
Chemist and
Kinnerton Company Ltd.
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