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E-grāmata: High-Impact Sales Force Automation: A Strategic Perspective

(GSP & Associates, LLC, Placitas, New Mexico, USA)
  • Formāts: 296 pages
  • Izdošanas datums: 11-Aug-2023
  • Izdevniecība: CRC Press Inc
  • ISBN-13: 9781498728638
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High-Impact Sales Force Automation: A Strategic PerspectivePalielināt
  • Formāts: 296 pages
  • Izdošanas datums: 11-Aug-2023
  • Izdevniecība: CRC Press Inc
  • ISBN-13: 9781498728638
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High-Impact Sales Force Automation is a hands-on guide to implementing the latest computer technology in sales and marketing departments. The author's unique background in both business and science provides a practical, yet in-depth perspective on sales force automation. And all with a sharp focus on the backbone of any business: the customer. This book is an excellent reference for corporate managers, sales professionals, organizational planners, marketing consultants and anyone interested in improving sales, customer service and quality control. Real-life business models and concrete examples make applying these concepts to any organization as simple as clicking on a mouse.

What exactly is sales force automation? The idea is simple - using technology to maximize sale productivity, minimize cost and enhance customer service. This "ultimate competitive weapon" can streamline the sales process, target the right customers and dramatically eliminate downtime and waste. And in today's competitive sales climate, effective ti
PREFACE xi(4)
ABOUT THE AUTHOR xv
1 A STRATEGIC PERSPECTIVE
1(12)
The Need for a New Perspective
1(2)
Emergence of the Industry
3(2)
Focus on Productivity
5(1)
Problems Emerge Early
6(3)
A Watershed Article
9(2)
A Strategic Perspective
11(2)
2 THE CHANGING COMPETITIVE LANDSCAPE
13(24)
Concept Formation
13(1)
Competition in the 90s and Beyond 2000
14(3)
Implications for the Sales Function
17(1)
Other Strategic Initiatives
18(2)
Strategic Impact
20(4)
Basic Learning
24(1)
Business-Related Cycles in the 21st Century
25(6)
Competitive Advantage: Staying Close to the Customer
31(6)
3 ORGANIZATIONAL MODELS AND ASSUMPTIONS
37(16)
Stovepipe Structure
37(4)
A Holistic Customer-Based Model
41(6)
Performance from a Market Perspective
47(1)
Expanding the Model to Channel Management
48(2)
Choosing Your Customers
50(3)
4 THE SALES PROCESS
53(16)
The Basic Model
53(2)
Planning Phase
55(3)
Pre-Sale
58(2)
Sell
60(2)
Post-Sale
62(1)
Relationship Building
63(2)
Review
65(1)
Administration
66(1)
Summary of the Model
67(2)
5 INTEGRATING THE MODELS: DELIVERING VALUE
69(20)
The Alignment Concept
69(2)
Defining Value
71(3)
Basic Customer Processes
74(5)
Supplier Processes
79(7)
Integrating the Ideas
86(2)
Perspective
88(1)
6 A CONCEPTUAL TECHNOLOGY MODEL
89(18)
Technology as an Enabler
89(1)
The Network: The Backbone
89(1)
Types of Networks
90(1)
The Basic System Configuration
91(2)
Broad Benefits of the Configuration
93(1)
End-User Computer Devices
93(2)
Applications
95(1)
The User Interface
95(3)
User-Friendly Design Concepts
98(1)
The Human Element
99(2)
Trends and Challenges for the Industry
101(3)
Complexity of the Industry
104(3)
7 PUTTING THE PIECES TOGETHER
107(8)
Overview
107(1)
Sales Process vs. Customer-Value Models
107(1)
Leveraging the Processes
108(3)
Integrating the Concepts
111(1)
Examples
112(2)
Extending the Concepts
114(1)
8 THE OPPORTUNITY
115(54)
Integration of Focus and Effort
115(1)
Definition of Applications
116(5)
Linking Applications with Processes
121(1)
Planning Process
121(15)
Pre-Sale
136(8)
Sell
144(12)
Post-Sale
156(3)
Relationship Building
159(2)
Review
161(4)
Conclusions
165(4)
9 SALES MANAGEMENT: THE FORGOTTEN ELEMENT
169(14)
Historical View of Management
169(1)
The Forces of Change
170(1)
The Changing Role
171(1)
Customer Expectations
172(2)
Leadership and Training of Subordinates
174(2)
Senior Management Support
176(1)
Marketing
176(3)
Technology Needs
179(2)
Training Needs and Career Path
181(1)
Sales Force Automation and the Field Manager
182(1)
10 SALES QUALITY
183(10)
A New Concept?
183(1)
Additional Perspective
184(1)
Reasons for Gaining/Losing Business
185(1)
A Model
186(2)
Examples of the Opportunity
188(2)
Moving Forward
190(3)
11 A METHODOLOGY
193(10)
The Track Record
193(1)
Leadership vs. Management
194(1)
Overview
195(2)
The Process
197(1)
Phase 1: Needs Assessment
197(3)
Phase 2: The Pilot
200(2)
Phase 3: The Rollout
202(1)
12 COSTS AND JUSTIFICATION
203(38)
Costs vs. Benefits
203(2)
An Almost Complete List of Costs
205(10)
Justification
215(2)
Sources of Improvement
217(10)
Revenue
227(10)
Putting the Pieces Together
237(4)
13 GETTING STARTED
241(6)
A Long-Term Obligation
241(1)
Gaining Senior Management Support
242(1)
Functional Description of Activity Content
242(2)
Project Structure
244(2)
Final Comments
246(1)
14 THE ROLE OF SENIOR MANAGEMENT
247(12)
Danger Signals
247(5)
The Phoenix Principle
252(1)
Understanding Requirements and Committing to Make It Happen
253(2)
Support of the Project Team
255(1)
Leadership
256(1)
IS vs. Business Project Management
257(1)
Providing a Future
258(1)
15 LOOKING AHEAD
259(8)
Trends and Management Concerns
259(2)
Management Tools vs. Strategy
261(1)
Value as Strategy
262(1)
The Industry
263(1)
The Ultimate Competitive Weapon
264(1)
The Decision to Invest
265(2)
BIBLIOGRAPHY 267(6)
INDEX 273
Glen S. Petersen is the President and founder of Strategic Sales Performance, Inc., a sales force automation consulting firm that focuses on conducting needs assessments for Fortune 1000 companies. Prior to his involvement with sales force automation, Mr. Petersen did strategic planning for companies in diverse industries such as electronics, pharmaceuticals, and the food industry.
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