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High performance sales organizations: achieving competitive advantage in the global marketplace

Author: Corcoran, Kevin J. ; Petersen, Laura K. ; Baitch, Daniel B. ; Barrett, Mark F.Publisher: McGraw-Hill, 1995.Language: EnglishDescription: 171 p. : Graphs ; 24 cm.ISBN: 0786303522Type of document: BookBibliography/Index: Includes bibliographical references and index and glossary
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HF5438 .C67 1995
(Browse shelf)
Available 001209497
Total holds: 0

Includes bibliographical references and index and glossary


High Performance Sales Organizations Achieving Competitive Advantage in the Global Marketplace Contents Preface Acknowledgments Part I v ix MARKET DYNAMICS Chapter One 1 3 IN PURSUIT OF CUSTOMER LOYALTY A Misunderstood Notion, 4 The Quest for Profitable Customer Relationships, 6 Best Practices from Global Sales Leaders, 7 Great Expectations, 8 Start at the Beginning, 10 Chapter Two A NEW TYPE OF CUSTOMER Customer's Expectations of Salespeople, 14 The Evolution in Professional Relationships, 17 The Ultimate Challenge: Defining a Sales Strategy, 18 Best Practices and Guiding Principles, 20 PART II 12 BUILDING CUSTOMER RELATIONSHIPS Chapter Three THE CUSTOMER RELATIONSHIP PROCESS 23 25 Introducing Quality Principles to the Sales Organization, 26 Focusing on Critical Activities, 30 Applying CRP Mapping to Improve Competitiveness: Two Case Studies, 32 Avis Fleet Services, 32 Premier Hospital Supply, Inc., 35 Stewardship of the Customer Relationship Process, 37 A Practical Method for CPR Mapping, 38 Conclusion, 41 Best Practices and Guiding Principles, 41 Chapter Four CONSULTATIVE SELLING Strategic Problem Solving, 44 Strategic Needs, 45 Creative Solutions, 46 Mutually Beneficial Agreements, 48 An Evolution in Selling, 49 Three Roles of Consultative Selling, 51 Conclusion, 54 Best Practices and Guiding Principles, 55 Chapter Five 43 SALESPERSON AS STRATEGIC ORCHESTRATOR Revolution in Business Relationships: From One-onOne to Organization-to-Organization, 57 Strategic Orchestrators: Stewards of the CRP, 58 What a Strategic Orchestrator Is--And Does, 59 An Example of Strategic Orchestration: Team Selling, 63 Making Team Selling Work, 65 Conclusion, 68 Best Practices and Guiding Principles, 69 56 Chapter Six SALESPERSON AS BUSINESS CONSULTANT Knowledge: Beyond Products and Services, 74 Communication Skills: Beyond Persuasion, 77 Attitude: Beyond Positive Thinking, 79 The Information Revolution Comes to Selling, 80 Conclusion, 83 Best Practices and Guiding Principles, 84 Chapter Seven 72 SALESPERSON AS LONG-TERM ALLY Customer's Perspective on Long-Term Alliances, 86 Building Alliances, 89 Closing the Relationship Gap, 92 Conclusion, 94 Best Practices and Guiding Principles, 94 PART III 86 CRITICAL SUCCESS FACTORS Chapter Eight 97 99 STRATEGIC SALES TRAINING One Vision, Clearly Communicated, 99 Dynamic Markets, Changing Needs: Model for Strategic Sales Training, 102 Systematic Training Plan, 106 Trends in Training, 107 Conclusion, 112 Best Practices and Guiding Principles, 113 Chapter Nine STRATEGIC SALES COACHING Critical Factors in Coaching, 116 115 Collaborative Coaching: Farewell to the Autocratic Manager, 117 Contemporary Coaching: Overcoming the Generation Gap, 122 Breaking Down the Barriers, 124 Training for Collaborative and Contemporary Coaching, 127 Conclusion, 129 Best Practices and Guiding Principles, 130 EPILOGUE THE NEXT WAVE Appendixes Appendix A Appendix B Appendix C Appendix D Appendix E Appendix F Bibliography Profiles of Sales Leadership Research Sales Performance Research Studies from Learning International Customer Loyalty Research 133 137 139 147 152 The Consultative Salesperson: Knowledge, Skills, Attitudes, and Personal Characteristics 155 The Salesperson of the '90s--From the Customer's Point of View 160 Glossary 163 165

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