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| Introduction | |
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| Sales and Customer Strategy | |
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| Sales and customer strategy in B2B markets | |
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| The importance of sales and customer strategy | |
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| The Business Performance Value Chain | |
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| The role of management | |
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| Business performance | |
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| Creating strategy | |
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| Managing strategy | |
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| Workshop tested | |
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| Self-assessment questionnaire | |
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| The sales and customer strategy self-assessment | |
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| The self-assessment | |
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| Creating Strategy | |
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| Strategic direction | |
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| The external environment | |
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| SWOT analysis | |
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| Vision | |
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| Overall goals | |
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| Core competencies | |
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| Market definition | |
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| Competitive positioning | |
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| Strategic direction and business strategy | |
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| Implications for management | |
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| Workshops and case studies | |
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| Customer strategy | |
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| Customer strategy and marketing theory | |
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| Customer importance | |
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| Customer understanding | |
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| The Customer Relationship Matrix | |
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| Customer importance mapping | |
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| The customer journey | |
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| Sources of customer information | |
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| Customer profiling | |
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| Previewing sales process | |
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| Workshops and case studies | |
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| The value proposition | |
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| Products and services | |
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| The total proposition | |
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| New product development | |
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| Differentiation | |
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| The Differentiator Matrix | |
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| Creating customer value | |
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| Aspects of value | |
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| Value mapping | |
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| Creating value propositions | |
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| The Value Balance Sheet | |
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| The value proposition creator | |
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| Workshops and case studies | |
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| The sales process | |
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| The sales process | |
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| Stages in the sales process | |
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| Developing the sales process | |
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| Activity management and account management | |
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| Business buyer behaviour | |
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| Choice of development account | |
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| Development account entry strategy | |
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| Time and territory management | |
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| Automating the sales process | |
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| Workshops and case studies | |
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| Managing Strategy | |
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| Business purpose | |
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| Strategy and business purpose | |
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| Culture | |
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| Beliefs and values | |
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| Communicating business purpose | |
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| Primary mechanisms of culture | |
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| Secondary mechanisms of culture | |
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| Leadership | |
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| Workshops and case studies | |
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| People and performance | |
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| People | |
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| Structure | |
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| The Organizational Blueprint | |
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| Performance | |
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| Controlling performance: The sales performance framework | |
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| Key performance measures - the ends | |
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| Intermediate performance measures - progress | |
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| Competence - the means | |
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| Knowledge, skills and behaviour | |
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| Standards of performance | |
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| Example competency profile: Account manager | |
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| Workshops and case studies | |
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| Appendix 1: Job specification | |
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| Appendix 2: Field appraisal process | |
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| Development and motivation | |
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| Development | |
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| The personal development plan | |
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| Training needs analysis | |
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| Creating a philosophy of development | |
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| Training v coaching | |
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| Developing competencies | |
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| Developing knowledge, skills and behaviours | |
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| Coaching | |
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| Team development | |
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| Team life cycles | |
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| Note on recruitment | |
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| Motivation | |
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| A motivation exercise | |
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| Some traditional theories of motivation | |
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| The motivational framework | |
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| Some common sales motivation issues | |
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| Workshops and case studies | |
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| Implementing Strategy | |
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| Implementing strategy | |
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| Priorities for action | |
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| Strategic v operational change | |
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| Leading operational change | |
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| Leading strategic change: Lessons from consultancy | |
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| The Art of War | |
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| Glossary | |
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| Index | |