Creating the Strategy is a practical guide that brings together the most important elements of business strategy, B2B marketing theory and sales management. Aimed at those wanting to structure their organizations around the winning and keeping of customers in B2B markets, the book introduces a number of unique and powerful methodologies proven in workshops conducted with clients such as Mercedes-Benz and AXA Insurance. It is structured around the Sales & Business Performance Value Chain, a unique and integrated process that builds awareness and understanding of all factors impacting on sales…mehr
Creating the Strategy is a practical guide that brings together the most important elements of business strategy, B2B marketing theory and sales management. Aimed at those wanting to structure their organizations around the winning and keeping of customers in B2B markets, the book introduces a number of unique and powerful methodologies proven in workshops conducted with clients such as Mercedes-Benz and AXA Insurance. It is structured around the Sales & Business Performance Value Chain, a unique and integrated process that builds awareness and understanding of all factors impacting on sales and business performance, providing an important diagnostic tool. Whether you are working for a large organisation or a small company, Creating the Strategy will help you recognise and implement the key elements responsible for creating outstanding sales and business performance in B2B markets.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Rennie Gould, CEO and creator of Customize UK Training, is a highly qualified consultant and professional practitioner in B2B sales, customer strategy and sales management. His clients include Mercedes Benz, AXA, and Pirelli.
Inhaltsangabe
Introduction Part One Sales and Customer Strategy 01 Sales and customer strategy in B2B markets The importance of sales and customer strategy The Business Performance Value Chain The role of management Business performance Creating strategy Managing strategy Workshop tested Self-assessment questionnaire The sales and customer strategy self-assessment The self-assessment Part Two Creating Strategy 02 Strategic direction The external environment SWOT analysis Vision Overall goals Core competencies Market definition Competitive positioning Strategic direction and business strategy Implications for management Workshops and case studies 03 Customer strategy Customer strategy and marketing theory Customer importance Customer understanding The Customer Relationship Matrix Customer importance mapping The customer journey Sources of customer information Customer profiling Previewing sales process Workshops and case studies 04 The value proposition Products and services The total proposition New product development Differentiation The Differentiator Matrix Creating customer value Aspects of value Value mapping Creating value propositions The Value Balance Sheet The value proposition creator Workshops and case studies 05 The sales process The sales process Stages in the sales process Developing the sales process Activity management and account management Business buyer behavior Choice of development account Development account entry strategy Time and territory management Automating the sales process Workshops and case studies Part Three Managing Strategy 06 Business purpose Strategy and business purpose Culture Beliefs and values Communicating business purpose Primary mechanisms of culture Secondary mechanisms of culture Leadership Workshops and case studies 07 People and Performance People Structure The Organizational Blueprint Performance Controlling performance: The sales performance framework Key performance measures - the ends Intermediate performance measures - progress Competence - the means Knowledge, skills and behavior Standards of performance Example competency profile: Account manager Workshops and case studies Appendix 1: Job specification Appendix 2: Field appraisal process 08 Development and motivation Development The personal development plan Training needs analysis Creating a philosophy of development Training v coaching Developing competencies Developing knowledge, skills and behaviors Coaching Team development Team life cycles Note on recruitment Motivation A motivation exercise Some traditional theories of motivation The motivational framework Some common sales motivation issues Workshops and case studies Part Four Implementing Strategy 09 Implementing strategy Priorities for action Strategic v operational change Leading operational change Leading strategic change: Lessons from consultancy 10 The Art of War Glossary Index
Introduction Part One Sales and Customer Strategy 01 Sales and customer strategy in B2B markets The importance of sales and customer strategy The Business Performance Value Chain The role of management Business performance Creating strategy Managing strategy Workshop tested Self-assessment questionnaire The sales and customer strategy self-assessment The self-assessment Part Two Creating Strategy 02 Strategic direction The external environment SWOT analysis Vision Overall goals Core competencies Market definition Competitive positioning Strategic direction and business strategy Implications for management Workshops and case studies 03 Customer strategy Customer strategy and marketing theory Customer importance Customer understanding The Customer Relationship Matrix Customer importance mapping The customer journey Sources of customer information Customer profiling Previewing sales process Workshops and case studies 04 The value proposition Products and services The total proposition New product development Differentiation The Differentiator Matrix Creating customer value Aspects of value Value mapping Creating value propositions The Value Balance Sheet The value proposition creator Workshops and case studies 05 The sales process The sales process Stages in the sales process Developing the sales process Activity management and account management Business buyer behavior Choice of development account Development account entry strategy Time and territory management Automating the sales process Workshops and case studies Part Three Managing Strategy 06 Business purpose Strategy and business purpose Culture Beliefs and values Communicating business purpose Primary mechanisms of culture Secondary mechanisms of culture Leadership Workshops and case studies 07 People and Performance People Structure The Organizational Blueprint Performance Controlling performance: The sales performance framework Key performance measures - the ends Intermediate performance measures - progress Competence - the means Knowledge, skills and behavior Standards of performance Example competency profile: Account manager Workshops and case studies Appendix 1: Job specification Appendix 2: Field appraisal process 08 Development and motivation Development The personal development plan Training needs analysis Creating a philosophy of development Training v coaching Developing competencies Developing knowledge, skills and behaviors Coaching Team development Team life cycles Note on recruitment Motivation A motivation exercise Some traditional theories of motivation The motivational framework Some common sales motivation issues Workshops and case studies Part Four Implementing Strategy 09 Implementing strategy Priorities for action Strategic v operational change Leading operational change Leading strategic change: Lessons from consultancy 10 The Art of War Glossary Index
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