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Rethinking the Sales Force: Redefining Selling to Create and Capture Customer Value
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Amazon.com Review
Unlike practically every other segment of the modern business world, the corporate-sales department has changed very little from the rigid organizational framework it first attained back in the gray-flannel '60s. But even that bastion of traditional business structure is starting to evolve, as customers at all levels begin to reconsider their expectations, purchasing patterns, and criteria for establishing and maintaining relationships with sales professionals. Rethinking the Sales Force, by Neil Rackham and John De Vincentis, is an innovative attempt to give today's salespeople a push in the right direction before the inevitable sea change now developing totally overtakes them and undermines their potential for future success. Rackham, author of Spin Selling, and De Vincentis, an independent sales and marketing consultant, use leading real-world examples such as Microsoft, IBM, and Charles Schwab to show how the commercial viability of assorted products and services can be dramatically improved by determining the real needs of three different types of buyers--whom they call "intrinsic value customers," "extrinsic value customers," and "strategic value customers"--and then developing the appropriate sales strategies to meet them. --Howard Rothman
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From the Back Cover
Sales forces that simply communicate value to customers are doomed to failsales must begin to create customer value to survive. In today's markets, success can no longer be obtained by salespeople communicating the value of a product or serviceit rests on the critical ability to create value for customers. Enter Rethinking the Sales Force. In this book, best-selling author Neil Rackham and international sales and marketing consultant John De Vincentis have created a breakthrough guide for sales and marketing executives. Rackham and De Vincentis help sales forces rethink and retool their selling strategies by introducing eye-opening insight for winning in the new marketplace. "Of the many books published each year on marketing and selling, only a tiny fraction have anything new to say. This is one of them. It will radically change your thinking about your sales force, and even whether you need one."Philip Kotler, Distinguished Professor of International Marketing, J. L. Kellogg Graduate School of Management, Northwestern University "A compelling premise. Without question, this is an important and useful book for companies serious about improving sales performance."Chuck Farr, Former Vice-Chairman, American Express. "Sales forces of tomorrow will need to be fundamentally different from today. This book provides an interesting and valuable window into the future of selling and what the next generation sales force will have to do to prosper."Michael Graff, President, Business Aircraft, Bombardier Aerospace
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Product details
Hardcover: 320 pages
Publisher: McGraw-Hill Education; 1 edition (February 5, 1999)
Language: English
ISBN-10: 9780071342537
ISBN-13: 978-0071342537
ASIN: 0071342532
Product Dimensions:
6.1 x 1.2 x 9.3 inches
Shipping Weight: 1.4 pounds (View shipping rates and policies)
Average Customer Review:
4.0 out of 5 stars
33 customer reviews
Amazon Best Sellers Rank:
#288,265 in Books (See Top 100 in Books)
Love the book, It's given me a hugely valuable framework for segmenting customers and opportunities that I've never seen anywhere else. Even though it was written more than a decade ago, it's still spot-on, and highly relevant!But the Printing is AWFUL! Almost unreadable. A poorly printed newspaper looks better than this. If I didn't need a couple of people that I work with to read this right away, I would have returned the books. They were printed on what looks like a 20-year-old inkjet printer - probably 300 dpi - with cheap, aftermarket ink.McGraw Hill, you should be ashamed of yourselves for letting your printer get away with this horrible quality.Even if these were mass-market, discount, paperback books, the quality would not be acceptable. But these are expensive, hardcover books.
The book is nearly 10 years old - but still is very relevant. The authors take the reader through an analysis of the Tranactional, Consultative and Enterprise sales cycles, skills, approach and characteristics. The key lesson, emphasized over and over again by the authors, is that "selling is not just selling". Each type of sales requires a different approach, a different sales strategy, a different type of salesperson, and a different selling expectation on the part of both the customer and the vendor.Much of what was predicted by the authors a decade ago has come to pass - and their insight into the psychology and strategy of sales along these three approaches make the book near timeless at its core. If you are responsible for sales or developing sales strategy, this book will help you think and frame up many questions to ask when your sales approach is not performing as expected.
It is a very good explanation how the sales process is boarded from a Buyer's view. The result is the change of usual analysis if you work as a sales person. How to engage with the buyer with a better knowledge of his vision is quite useful depending on the stage of the sales cycle you are. Also talks about strategies and makes reference to the specific activities you can adopt in your business to improve results when you sell solutions. Eventhough you have no experience in sales it could be positive to read it at a manager level.
Some of the books addressing the Internet's effect on business are so buried in futurist fantasy, that it's appliaction for selling today is limited. Rackham and De Vincentis do an excellent job of building a framework for viewing today's selling in an atmosphere of radical change including, but not limited to the Internet's effect on business. Filled with relevant examples, and clear advice about what works and what doesn't; I found the book very valuable in thinking how to apply new age selling to old work products. The premise of the book is that Sales must be about creating value for the customer and not just communicating it. How this is done is dependent on the nature of the sale: transactional, consultive, or enterprise and the structure of the sales channel. They warn against the ctitcal mistakes of applying the wrong solution for the wrong type of sale: If you are in a transactional situation (cost and price driven) it would be disastrous to apply a consultive or enterprise solution. They also warn that while our egos may want us to think that we want a consultive or enterprise relationship, that these types of sales are much tougher that we think, and that enterprise sales specifically are rarely successful for both parties. This is solid usable information. It should be a part of your thinking on sales strategy.
There have been many changes in how our customers buy. The two biggest influencers are the Internet and the crowded marketplace. Rackham's book was published in 1991 and laid the foundation for new thinking in how we align with our customer's buying processes and create value, reduce costs or become easier to do business with. B2B companies that do not follow Rackham's lead are doomed to become commodities. Every student of professional sales processes should have this book.
This book includes key considerations about the nature of large sales and shows, by means of contrasting with smaller sales, the specific requirements for success in this field. By reading this book the reader understands perfectly why extremely successful salespeople of low priced items fail when they are "promoted" to the selling of most prestigious and expensive items. It is a must for anyone in the field or large sales.
It was sold as a new book, but it has writing on all of the pages from the prior owner.
... but getting outdated. Everyone interested in shaping and organizing a sales organizations should read it. Sales professionals should also review it for insight when thinking about segmenting their customers. It was very insightful in its days and is to an extent still today. As with all of these types of books it is ONLY ONE COMPONENT or view of how customer segmentation ans sales force alignment can be successful. SO take it as input, not gospel.
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