Seeking customers:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Boston, MA
[Harvard Business School Pr.]
1993
|
| Schriftenreihe: | The Harvard Business review book series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 343 S. |
| ISBN: | 0875843328 |
Internformat
MARC
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| 245 | 1 | 0 | |a Seeking customers |c ed., with an introd. by Benson P. Shapiro ... |
| 264 | 1 | |a Boston, MA |b [Harvard Business School Pr.] |c 1993 | |
| 300 | |a XVIII, 343 S. | ||
| 336 | |b txt |2 rdacontent | ||
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| 338 | |b nc |2 rdacarrier | ||
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| 650 | 4 | |a Consommateurs - Préférences | |
| 650 | 4 | |a Consommateurs - Satisfaction | |
| 650 | 4 | |a Vente | |
| 650 | 4 | |a Consumer satisfaction | |
| 650 | 4 | |a Consumers' preferences | |
| 650 | 4 | |a Selling | |
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Datensatz im Suchindex
| _version_ | 1804124524892913664 |
|---|---|
| adam_text | Contents
Preface xi
Benson P. Shapiro and John J. Sviokla
Introduction xiii
Benson P. Shapiro and John J. Sviokla
Part I Build Channels of Communication
Introduction 3
1 New Ways to Reach Your Customers 7
Benson P. Shapiro and John Wyman
By combining traditional and evolving communications
approaches, marketers can design more flexible and
cost efficient marketing programs. The marketing
oriented income statement provides a powerful tool
for combining the best of the traditional methods, such
as personal selling and media advertising, with the
best of the new techniques, such as telemarketing and
national account management.
2 Automation to Boost Sales and Marketing 25
Rowland T. Moriarty and Gordon S. Swartz
Marketing and sales costs average 15% to 35% of total
corporate costs. Marketing and sales productivity
(MSP) systems harness the power of the computer to
improve productivity by coordinating the complete
range of sales and marketing activities. Carefully
planned automation systems will increase a company s
competitive advantage, leading to higher profits.
V
vi Contents
3 Teamwork for Today s Selling 43
Frank V. Cespedes, Stephen X. Doyle, and
Robert J. Freedman
In today s complex environment, selling efforts must
often be coordinated across product lines, functions,
and geographic locations, to customers with similarly
decentralized purchasing processes. Executives need to
focus training, compensation systems, and goal setting
programs to encourage commitment to the team. Well
managed team relationships will translate into
customer satisfaction, profitable sales, and a long term
competitive edge.
Part II Understand Your Prospects and Customers
Introduction 59
1 Backward Market Research 65
Alan R. Andreasen
A great deal of market research is wasted because it is
done to confirm a chosen plan of action that will be
taken regardless of the findings, or because it provides
interesting but not implementable results. Participating
in research design and focusing on how the research
will be used before it is undertaken will help
companies capture its benefits.
2 How to Segment Industrial Markets 73
Benson P. Shapiro and Thomas V. Bonoma
Effective market segmentation has tremendous profit
implications but is very difficult to achieve, especially
in industrial markets. This article provides a process
for segmentation that begins with the simplest, most
external variables, such as demographics, before
considering more ambiguous, intimate variables, such
as situational factors and buyers personal
characteristics. Using this nested approach,
marketers can segment the market along several
dimensions and target the most promising prospects
and customers most effectively.
Contents vii
3 Major Sales: Who Really Does the Buying? 87
Thomas V. Bonoma
The decision to make a purchase is largely a function
of the needs, desires, and goals of the individuals who
have a stake in the purchase. This article provides a
framework for analyzing purchasing behavior in large
companies with many buying influences. The approach
is based on identifying all key members of the buying
center and then determining the relative power,
underlying motivations, and perceptions of each
member.
4 Humanize Your Selling Strategy 107
Harvey B. Mackay
Showing that you care through knowledge of the
customer is one of the most powerful means to manage
effective selling. By listening carefully and picking up
on unspoken signals salespeople can respond directly
to the personalities and needs of their customers.
Part III Close the Sale and Open the Relationship
Introduction 121
1 Close Encounters of the Four Kinds: Managing
Customers in a Rapidly Changing
Environment 127
Benson P. Shapiro
This article provides a detailed framework for
analyzing four fundamental selling approaches ranging
from simple, short term transactions to complex,
ongoing, intimate strategic account relationships. By
applying this taxonomy to your prospect and account
base, you can allocate the appropriate resources to
each transaction or relationship.
2 Learning from Losing a Customer 157
David Green
Managers can transform the pain of losing a valuable
customer into a valuable opportunity to improve the
viii Contents
organization. The company featured in this article
used the occasion of losing its biggest customer to
improve its focus and redesign its presentation,
ultimately winning back the customer.
3 Making the Major Sale 167
Benson P. Shapiro and Ronald S. Posner
The eight step format provided in this article can help
companies learn to cope creatively with large, complex
selling tasks and achieve lasting results. The nuts and
bolts approach can energize the novice salesperson or
provide a valuable refresher for the seasoned veteran.
4 Industrial Selling: Beyond Price and
Persistence 185
Clifton J. Reichard
Crafting a customer relationship takes an
extraordinary commitment of time, energy, and
resources. The detailed recommendations in this
article show how to sell the company and its
capabilities before selling a specific product or service.
This process builds a deeper, more lasting relationship
and sets the stage for long term profits.
Part IV Balance Price and Value
Introduction 199
1 The Case of the Pricing Predicament 203
Mary Karr
Nothing creates as much anxiety among salespeople as
the phrase, Your price is way too high—what s my
discount? A demand for a lower price may signal an
erosion of the seller customer relationship at a deeper
level. This article, which includes commentary by
several business leaders, shows how to benefit from
these demanding interactions with customers.
Contents ix
2 Negotiating with a Customer You Can t Afford
to Lose 217
Thomas C. Reiser
This piece provides specific tactics to use when push
comes to shove and the salesperson or sales manager
must face the powerful price driven customer. The
eight steps in this article illustrate how to balance
customer needs and company needs in these delicate
and important situations.
Part V Energize the Selling Effort
Introduction 229
1 What Counts Most in Motivating Your Sales
Force? 237
Stephen X. Doyle and Benson P. Shapiro
The compelling data in this article indicate that sales
task clarity builds motivation. Salespeople actually
work longer hours when they see a clear relationship
between their efforts and results. In fact, task clarity
was found to be a more powerful motivator than
personality characteristics or compensation system
design.
2 Make the Sales Task Clear 255
Benson P. Shapiro and Stephen X. Doyle
Defining and measuring sales task clarity drives
motivation and performance. This article highlights the
roles of deployment, account management, information
systems, and field sales management in clarifying the
sales task and improving sales performance.
3 Job Matching for Better Sales Performance 261
Herbert M. Greenberg and Jeanne Greenberg
Based on a study of more than 360,000 salespeople,
this article shows that experience and education are
not as important as ego drive, ego strength, and
empathy in predicting salesperson performance. By
job matching individuals to the sales task, the
x Contents
manager can significantly reduce turnover and
improve sales performance.
4 How to Pay Your Sales Force 273
John P. Steinbrink
Effective compensation system design is at the heart of
managing a sales force. Designing the right
combination of commissions, salary, bonuses, and
fringe benefits can be a complex task. This article
provides benchmarks and practical ideas on how to
create these vital management systems.
Part VI Manage the Selling System
Introduction 297
1 Turn Your Industrial Distributors into
Partners 301
James A. Narus and James C. Anderson
This article emphasizes the enduring power of strong
relationships. Distributors are not only people to sell
through, they are people to see to. Creating, nurturing,
and monitoring relationships with distributors will
provide tremendous short and long term leverage in
the marketplace.
2 Managing Hybrid Marketing Systems 313
Rowland T. Moriarty and Ursula Moran
In today s competitive marketplace, companies are
enhancing their sales and marketing departments with
a wide array of vendors, agents, and distributors.
These hybrid systems offer flexibility and cost
efficiency, but are difficult to manage. This article
explains how to minimize unnecessary conflict, while
maximizing market coverage at minimum cost.
Information technology is a vital tool in coordinating
these efforts.
About the Contributors 333
Index 337
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| language | English |
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| spelling | Seeking customers ed., with an introd. by Benson P. Shapiro ... Boston, MA [Harvard Business School Pr.] 1993 XVIII, 343 S. txt rdacontent n rdamedia nc rdacarrier The Harvard Business review book series Consommateurs - Préférences Consommateurs - Satisfaction Vente Consumer satisfaction Consumers' preferences Selling Kundenmanagement (DE-588)4236865-0 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Kundenmanagement (DE-588)4236865-0 s DE-604 Shapiro, Benson P. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006728002&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Seeking customers Consommateurs - Préférences Consommateurs - Satisfaction Vente Consumer satisfaction Consumers' preferences Selling Kundenmanagement (DE-588)4236865-0 gnd |
| subject_GND | (DE-588)4236865-0 (DE-588)4143413-4 |
| title | Seeking customers |
| title_auth | Seeking customers |
| title_exact_search | Seeking customers |
| title_full | Seeking customers ed., with an introd. by Benson P. Shapiro ... |
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| title_full_unstemmed | Seeking customers ed., with an introd. by Benson P. Shapiro ... |
| title_short | Seeking customers |
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| topic | Consommateurs - Préférences Consommateurs - Satisfaction Vente Consumer satisfaction Consumers' preferences Selling Kundenmanagement (DE-588)4236865-0 gnd |
| topic_facet | Consommateurs - Préférences Consommateurs - Satisfaction Vente Consumer satisfaction Consumers' preferences Selling Kundenmanagement Aufsatzsammlung |
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