PART 3. CHAPTER 12: SELLING TO MAJOR ACCOUNTS CHAPTER 13: MANAGING YOURSELF AND YOUR TIME. Mastering Sales Agility. CHAPTER 12. Selling to Major Accounts.
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CHAPTER 12: SELLING TO MAJOR ACCOUNTS
CHAPTER 13: MANAGING YOURSELF AND YOUR TIME
Mastering Sales Agility
Selling to Major Accounts
“Selling is the highest business purpose of the organization. Selling is no longer afunction within the company; it is the function of the company”
Partnering at a higher level
Account has multiple
Centralized influence on
Probability of Achieving Potential
at local manager
and rep levels
discipline to ensure
that plans are developed and used
Refer to Table 12.3--Key Account Manager Responsibilities
Use team skills
Practice self-improvementHow to Become a Top Performer
Refer to Table 12.4--Characteristics and Practices of Top Performing Salespeople
New customers for the prospect's/client’s company
Increased market share
Increased repeat customer rates
Speedier market delivery of products to put clients ahead of their competition
Decreased downtime of revenue-producing employees
Lower sales costs
Lower expensesFocus on Results
Show How The Solution Will Offer Benefits
Gundling, Ernest (2000), "The Future of Global Management," <I>International Focus: In-Depth Articles
for the Global HR Professional,<I> Society for Human Resources Management, Summer p. 2
PersistenceEight ImportantProcess Skills for GAMs
Source: Adapted from Bartlett, Christopher A. and Sumantra Goshal (1992) “What Is a Global Manager?” Harvard Business Review, (September-October), 124-132.
See you at the Top!