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Index
Cover
Title Page
Copyright
Preface
Section I: The Rising Impact of Sales and Distribution: Why “Good Enough” Isn't Enough Anymore
Chapter 1: Why It's Time to Change Selling: Your Sales Model Is Broken
Four Challenges Sales Leaders Face
Stumbling Blocks to Change
Conclusion
Notes
Chapter 2: The Solution—Agile Selling: Growth Can Come from Investing in Your “Selling Force,” Not Just Your “Sales Force”
What Leading Companies Get Right
Conclusion
Notes
Chapter 3: The Agile Sales and Distribution Ecosystem
The Implications of Operating in This New Ecosystem
Getting to the Details: Changes to Sales Processes
Where to Begin
Conclusion
Notes
Chapter 4: Time for a Refresh: The Updated Sales Strategy
Do You Have a Sales Strategy?
Transforming the Sales Strategy with New Guiding Principles
What Does the Good Sales Strategy Look Like?
Building an Actionable Sales Strategy—What Leading Companies Get Right
Conclusion
Chapter 5: Looking for Channel-Selling Innovation?: Four Industries That Stand Out
Common Ground
Insights from Consumer Goods Manufacturing
Insights from the Pharmaceutical Industry
Insights from the Insurance Industry
Insights from the Electronics and High-Tech Industry
“Copying” Is Encouraged
Notes
Section II: The New Agile Selling Model and Strategy
Chapter 6: Advanced Strategies for Customer Targeting and Lead Generation
Lead Generation's New Profile: More Channels, More Challenges
Responding with Technology
A Leading-Practice Approach to Demand Generation
Utilizing Advanced Analytics to Target the Right Accounts
Backing Up the Lead Generation Process with Intelligent Lead Distribution Capabilities
Lead Management's Leading Edge
Notes
Chapter 7: A Renewed Focus on the Differentiated Customer Buying Experience
The Forces of Change: What's Driving the Emphasis on Customer Buying Experiences?
Companies Have Been Slow to Change
The Benefits of Change
A Structured Approach to Optimizing the Customer Buying Experience
Diagnosing Customer Needs
Designing and Building the Experience
Notes
Chapter 8: Price Strategies in a Multichannel World
The True Meaning of “Price”
Pricing to Account for Multiple Channels to Market
The Complexities of Pricing across Sales Channels
Getting a Handle on Channel Pricing
Key Enablers to Effective Pricing
A Job Never Completed
Conclusion
Notes
Chapter 9: Bringing Science to Selling
Analytics at Work
The Turning Tide
Eliminating Blind Spots with Analytics
Key Outcomes Sales Analytics Can Drive
The Time Is Now, But How?
A Final Word on Developing a Sales Analytics Capability
Notes
Chapter 10: Incentives That Drive Performance: Motivating the Right Behaviors with the Right Sales and Marketing Incentives to Optimize ROI
The Incentive Conundrum
Parsing the Problem: More Art Than Science?
Sales and Marketing Incentives: Developing ROI-Focused Approaches
Optimizing Spending
Building the Underlying Capabilities
What's It Worth to You?
Notes
Section III: Building the Better Network—Positioning for Success and Effectiveness
Chapter 11: Joint Initiatives: A Step Change for Sales Collaboration
What Is the Joint Initiative Framework?
Launching a Joint Initiative
Factors for Success
Conclusion
Chapter 12: A New Look at an Old Problem: Selling to Small- and Medium-Size Businesses
Big Opportunity
Why Many SMB-Targeted Sales and Marketing Efforts Fall Short
How to Approach the SMB Market
Charting the Course to SMB Success
Notes
Chapter 13: Using Social Media to Engage Buyers, Empower Sellers, and Reinvent the Sales Process
The Sales Force Is Struggling to Respond
How Social Media Can Improve the Situation
How Social Sales Works
Engaging Buyers, Empowering Sellers, and Reinventing Sales Processes
Applying Social Sales to the Traditional Sales Funnel
Making the Transition to “Social Selling”
Pitfalls That May Cause Social Sales to Fail
Expanding Far beyond Corporate Boundaries
The Future and What to Do Now
Conclusion
Notes
Chapter 14: Around the Block or Around the World: How to Enter New, Global Markets
Africa: A Growing Middle Class Offers Substantial Opportunities for Growth
Middle East: Forging the Right Mix of Business Arrangements across the Region
Conclusion
Notes
Section IV: Beyond the “Pilot” Phase: The Core Components of the Agile Selling Enterprise—Positioning for Efficiency
Chapter 15: The CIO Sales Agenda: How to Build an Advanced Sales and Distribution IT Infrastructure
IT and the Battle of Operational Complexity
The Need for an IT Evolution
Four Steps to Improve the Global IT Operating Model
The CIO's Role in Agile Selling
Conclusion
Notes
Chapter 16: Tablets, Smartphones, and Apps: The Importance of a Clear, Standardized Mobility Strategy
New Tools, New Potential, New Challenges
How Are Companies Responding to Their Mobile Technology Challenges?
Strategy-Development Cornerstones
Framing a Mobility Strategy
Delivering Results through Sales Innovations—Exploiting the “Cutting Edge” of Mobility
Notes
Chapter 17: New Rules for Tools and IT Infrastructure: The Cloud and Agile Tools, Processes, and Systems
The Need to Be Collaborative, Rapid, Rigorous, and Outcome-Based
What Technology Can, and Must, Deliver
What Happens When Business and IT Aren't on the Same Page?
The Promise of Cloud and Agile Delivery Methods
Determining the Right Approach
Getting It Right: Critical Success Factors
Conclusion
Notes
Section V: Empowering Employees for Selling Success
Chapter 18: Profiling and Shaping a High-Performance Sales Force
Greater Complexity Requires New Sales Competencies
What Has to Change: The Building Blocks for Creating Agile, High-Performance Sales Talent
How to Change: Putting the Building Blocks into Action
Conclusion
Notes
Index
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