The document discusses different approaches to sales technology implementation. It notes that past projects often focused on administrative tools rather than tools to improve selling effectiveness. Salespeople's main requests were for better sales information, presentations, and communication tools rather than administrative systems like forecasting. However, companies often delivered only administrative systems due to their lower cost and complexity.
It then provides an example of how to design a sales technology solution to support a real sales process, comparing a traditional vendor-led approach with multiple meetings to a collaborative approach where the vendor quickly assesses the opportunity and works with the customer to define needs. The collaborative approach reduces the solution agreement time from over two weeks to just two days.
CRM Process Implementation For Car DealersRalph Paglia
The document describes an automotive retail CRM implementation process with phases and examples of CRM processes. It outlines CRM processes for inbound and outbound interactions across phone, internet, showroom, and service touchpoints. Key processes include sales prospecting, lead management, sold/unsold follow-up, and service customer retention. Daily CRM execution is supported by integrated systems to track performance metrics.
Hp: overhauling a vast corporate sales force by Hewlett-Packard Rajib Mia
Case Study-Hp: overhauling a vast corporate sales force solve question by review paper.
presentation on Hp: overhauling a vast corporate sales force,
presentation on Hp sales force,
HP: Overhauling a Vast Corporate Sales Force Discussion Questions. HP: Overhauling a Vast Corporate Sales Force Discussion Questions.
The document provides an overview of customer relationship management (CRM). It discusses that CRM focuses on understanding customer needs and creating value through relationships rather than just transactions. CRM involves gathering customer data, customizing communications and offers, and using integrated systems to support relationship management across departments. The goal is to encourage repeat purchases and reduce customers switching to competitors by delivering superior personalized service and value.
The document summarizes a meeting of 100 media executives to discuss driving change and revenue growth through operations. It provides an agenda for the meeting including presentations on transforming business models, driving enterprise adoption of new technologies, product taxonomy and packaging, and streamlining the RFP process. Case studies are shared on how companies like Cablevision, the Weather Company, NBCUniversal and ESPN have driven change through their operations. The document outlines lessons learned from these presentations around building teams, scaling operations, understanding customer needs, and leveraging technology.
Marketing automation software allows marketing teams to more effectively market across multiple online channels like email, social media, and websites. It automates repetitive tasks. Some key benefits of marketing automation include: coordinating marketing resources; selecting proper campaigns; gaining customer insights; establishing key performance indicators; and assessing return on investment. Marketing automation helps track leads through various stages from anonymous to customer. It allows collecting data, nurturing leads through different content like whitepapers, and routing qualified leads to sales.
DealerPoint works in the automotive IT business for more than 10 years. The company started as a developer of specialized CRM for the automotive business. Now it is a global automotive IT company that takes a scientific approach to help Cargo and commercial vehicle manufacturers and dealers identify where they should allocate resources in order to improve market share, profitability and customer loyalty in the most effective and efficient manner.
HP: Overhauling a Vast Corporate Sales ForceSlide Gen
HP Sales Force Structure Re Decorated By The New CEO Hurd. This Huge Change & Impacts are Described in this Slides.
Created By: Abu Jubaer
Published by : SlideGen
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
CRM Process Implementation For Car DealersRalph Paglia
The document describes an automotive retail CRM implementation process with phases and examples of CRM processes. It outlines CRM processes for inbound and outbound interactions across phone, internet, showroom, and service touchpoints. Key processes include sales prospecting, lead management, sold/unsold follow-up, and service customer retention. Daily CRM execution is supported by integrated systems to track performance metrics.
Hp: overhauling a vast corporate sales force by Hewlett-Packard Rajib Mia
Case Study-Hp: overhauling a vast corporate sales force solve question by review paper.
presentation on Hp: overhauling a vast corporate sales force,
presentation on Hp sales force,
HP: Overhauling a Vast Corporate Sales Force Discussion Questions. HP: Overhauling a Vast Corporate Sales Force Discussion Questions.
The document provides an overview of customer relationship management (CRM). It discusses that CRM focuses on understanding customer needs and creating value through relationships rather than just transactions. CRM involves gathering customer data, customizing communications and offers, and using integrated systems to support relationship management across departments. The goal is to encourage repeat purchases and reduce customers switching to competitors by delivering superior personalized service and value.
The document summarizes a meeting of 100 media executives to discuss driving change and revenue growth through operations. It provides an agenda for the meeting including presentations on transforming business models, driving enterprise adoption of new technologies, product taxonomy and packaging, and streamlining the RFP process. Case studies are shared on how companies like Cablevision, the Weather Company, NBCUniversal and ESPN have driven change through their operations. The document outlines lessons learned from these presentations around building teams, scaling operations, understanding customer needs, and leveraging technology.
Marketing automation software allows marketing teams to more effectively market across multiple online channels like email, social media, and websites. It automates repetitive tasks. Some key benefits of marketing automation include: coordinating marketing resources; selecting proper campaigns; gaining customer insights; establishing key performance indicators; and assessing return on investment. Marketing automation helps track leads through various stages from anonymous to customer. It allows collecting data, nurturing leads through different content like whitepapers, and routing qualified leads to sales.
DealerPoint works in the automotive IT business for more than 10 years. The company started as a developer of specialized CRM for the automotive business. Now it is a global automotive IT company that takes a scientific approach to help Cargo and commercial vehicle manufacturers and dealers identify where they should allocate resources in order to improve market share, profitability and customer loyalty in the most effective and efficient manner.
HP: Overhauling a Vast Corporate Sales ForceSlide Gen
HP Sales Force Structure Re Decorated By The New CEO Hurd. This Huge Change & Impacts are Described in this Slides.
Created By: Abu Jubaer
Published by : SlideGen
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
Operative provides a cloud-based software platform that integrates various digital advertising systems. This allows clients to accurately sell, execute, and bill media campaigns across channels in one centralized system. Key benefits include increased efficiency, revenue opportunities, and control over the entire advertising process from sales to reporting. The platform aims to reduce costs and errors compared to traditional fragmented operations.
CRM Assessment eBook
CRM is a mixture of people, processes and technology, and if these three areas are not in alignment the CRM tool may not be as effective as it could be, and may not be leveraged by the individuals who could find vast benefits of such a tool. This tool can be used to help you understand who, what, where, when and how improvements to CRM processes, people and technology could be leveraged to improve any business.
Proceedit 20121217 top 10 end customer objections and how to face them succes...Josep Mª Cos i Riera
This document discusses common objections from end customers regarding business process management (BPM) and provides suggestions for addressing each objection. The top 10 objections are: not having processes, no budget, existing ERP/CRM support, distrust in savings claims, fear of projects, readiness of solutions, deployment costs, resistance to system governance, competitor adoption, and lack of knowledge about the provider. For each objection, the document explains the perspective and provides counter arguments focusing on benefits like customization, flexibility, quick implementation, and tangible cost savings without upfront investment.
This document provides guidance on how to convince executives to invest in marketing automation. It discusses targeting the concerns of the CEO (revenue growth and competitiveness), CFO (measurable ROI and efficient spending), and head of IT (integration with existing systems and minimal burden on IT resources). The key is to demonstrate how marketing automation allows for revenue performance management through improved lead generation, sales funnel management, and measurement of marketing ROI. Emphasize that it streamlines processes, improves data quality, and enables marketing to achieve more with existing resources.
Ramm Technologies is a single source print provider featuring expertise in marketing collateral, retail promotional signage and materials, targeted direct mail, and features custom web to print portals.
This document provides an overview of basic quality management concepts and tools. It discusses key topics such as the concept of quality, quality dimensions, product and service quality, inspection, statistical quality control, quality assurance, total quality management, and the contributions of quality pioneers like Deming, Juran, Crosby, and Taguchi. Common quality management tools are also defined, including check sheets, histograms, scatter diagrams, Pareto charts, control charts, cause-and-effect diagrams, five whys, 5S's, kaizen, JIT, quality circles, Gantt charts, and balanced scorecards.
Customer Relationship Management (CRM) involves managing all aspects of a customer's relationship with a company. It uses technologies like data warehousing, data mining, and online analytical processing to collect and analyze customer data to better understand customer needs and interactions. This allows companies to increase customer retention and find new customers. Major CRM software vendors include Siebel, SAP, Oracle, and Microsoft. While CRM can improve customer service and sales, it also requires significant resources to implement properly.
This document introduces sales process automation and its benefits. It discusses how automating sales processes can help managers achieve more consistent sales performance by having online access to key sales data like calls, tasks, documents, and the sales pipeline. Some challenges of automation include managing change and potential resistance from salespeople. The document recommends addressing challenges through incremental change, optimizing existing information, top-down adoption with incentives, and ongoing training. A case study shows how one company overcame inconsistent performance through a two-year automation implementation that integrated systems and centralized management.
CRM systems focus on managing customer relationships and interactions to improve business relationships and profitability, while ERP systems integrate internal processes across departments like finance, supply chain, and HR. Together, CRM and ERP provide a complete view of customers and business operations, but integrating them fully can be challenging due to compatibility, dependability, and usability issues if not implemented as a single system.
This document outlines Pathfinder Development's approach to sales, which is based on proven and repeatable methods rather than art. It discusses the Law of Large Numbers, which guarantees stable long-term results for random events if a sales program considers this concept and scales accordingly. Pathfinder advocates breaking down the anatomy of a sale into small, testable and measurable steps in a structured process in order to achieve reliable and scalable results.
How to write a CRM scope document - the key to a successful solutionGill Walker
Scoping your CRM project is key if your implementation is to be successful. And yet this phase is often omitted.
This document will step you through the process of capturing your requirements for your CRM solution.
This document provides an overview of trade marketing and discusses challenges and solutions related to marketing, sales, and management. It begins by defining trade marketing as B2B marketing where products are marketed to companies that will then sell to consumers. It discusses the key players in the supply chain ecosystem and how dynamics have shifted over time. The rest of the document outlines challenges and potential solutions in trade marketing for different functions, including increasing channel base and sales, improving outreach, evaluating impact and optimizing budgets.
Sales. Doing it Sillicon Valley style.Artem Berman
Sales and marketing are two parts of the same mechanism that work together. The sales process involves lead nurturing to build relationships and trust over time. While deals are important checkpoints, the sales process encompasses actions before and after deals are closed. Effective sales, like inside sales, rely on teams that specialize in tasks like lead generation and account management, using processes that set clear goals, provide feedback, and measure both monetary and non-monetary key performance indicators. Automation is also important to streamline the sales process.
Customer Relationship Management In Property Management Powerpoint Presentati...SlideTeam
Introducing Customer Relationship Management In Property Management PowerPoint Presentation Slides. The objective of this presentation is to speed up the routine procedure and stay in touch with the clients to get a better understanding of their needs. Our CRM property management PPT slide deck covers challenges faced in the real estate business and solutions to overcome them. We have depicted the key benefits of CRM software which allow you to understand its importance in the real estate business. Our customer relationship management software contains fully editable templates that cover details like the organizational structure of CRM in real estate, benefits of CRM, modes for collecting complaints from customers, software cycle of CRM in real estate, and its role in real estate. It is possible to present details like customer tracker in real estate business, end to end sales execution, channels to capture customers, lead distribution criteria followed by the real estate company. Lead generation roadmap covers unassigned partner leads, responsible assigned, etc. You can easily present return on investment details and boost in sales in forecasted years due to CRM implementation by downloading this real estate CRM software PPT slideshow. https://bit.ly/3wB8emI
Case study presentation on how to conduct a needs analysis assessment when determining whether a firm is ready to implement a CRM system. Presented at the Legal Marketing Association annual conference.
CUSTOM CRM SOFTWARE, ALREADY USED IN EDUCATION, TRAVEL, HOTEL, ENGINEERING AND CALL CENTRES.
MeroCRM A Custom Customer Relationship Management Software
Store Technology - The Silent Facilitator - Insights that Ignite No.13VM-unleashed! Ltd
Technology has an ever-increasing role to play in improving the financial performance of stores
Its role stretches from security & loss prevention to fulfilment & replenishment, from POS integration & analysis to the brave new world of customer behaviour analytics and integration with marketing, store design and visual merchandising.
The largest obstacle to the appliance of technology is the coordination of different internal departments.
The opportunity is for the IT Director and his team to be the Retail Heroes, not only facilitating the introduction of new technologies but also ensuring the performance benefits for each department are married to the cost-savings advantages of coordinated actions
CRM systems deliver many benefits for sales, marketing, service, and other new solution in every business. Know here how to realizing SMB growth with a CRM.
The document provides a summary of key factors that led to the Pandavas' victory over the Kauravas in the Mahabharata war:
1. The Pandavas turned their weaknesses into strengths, acquired powerful allies across India, and had a distributed leadership structure, in contrast to the centralized leadership of the Kauravas.
2. They demonstrated stronger team spirit and commitment to their cause, whereas the Kauravas' generals were more individually motivated and lacked cohesion.
3. The Pandavas were led by skilled managers like Krishna and had experience with diverse populations, while the Kauravas were isolated and lacked understanding of realities on the ground.
Operative provides a cloud-based software platform that integrates various digital advertising systems. This allows clients to accurately sell, execute, and bill media campaigns across channels in one centralized system. Key benefits include increased efficiency, revenue opportunities, and control over the entire advertising process from sales to reporting. The platform aims to reduce costs and errors compared to traditional fragmented operations.
CRM Assessment eBook
CRM is a mixture of people, processes and technology, and if these three areas are not in alignment the CRM tool may not be as effective as it could be, and may not be leveraged by the individuals who could find vast benefits of such a tool. This tool can be used to help you understand who, what, where, when and how improvements to CRM processes, people and technology could be leveraged to improve any business.
Proceedit 20121217 top 10 end customer objections and how to face them succes...Josep Mª Cos i Riera
This document discusses common objections from end customers regarding business process management (BPM) and provides suggestions for addressing each objection. The top 10 objections are: not having processes, no budget, existing ERP/CRM support, distrust in savings claims, fear of projects, readiness of solutions, deployment costs, resistance to system governance, competitor adoption, and lack of knowledge about the provider. For each objection, the document explains the perspective and provides counter arguments focusing on benefits like customization, flexibility, quick implementation, and tangible cost savings without upfront investment.
This document provides guidance on how to convince executives to invest in marketing automation. It discusses targeting the concerns of the CEO (revenue growth and competitiveness), CFO (measurable ROI and efficient spending), and head of IT (integration with existing systems and minimal burden on IT resources). The key is to demonstrate how marketing automation allows for revenue performance management through improved lead generation, sales funnel management, and measurement of marketing ROI. Emphasize that it streamlines processes, improves data quality, and enables marketing to achieve more with existing resources.
Ramm Technologies is a single source print provider featuring expertise in marketing collateral, retail promotional signage and materials, targeted direct mail, and features custom web to print portals.
This document provides an overview of basic quality management concepts and tools. It discusses key topics such as the concept of quality, quality dimensions, product and service quality, inspection, statistical quality control, quality assurance, total quality management, and the contributions of quality pioneers like Deming, Juran, Crosby, and Taguchi. Common quality management tools are also defined, including check sheets, histograms, scatter diagrams, Pareto charts, control charts, cause-and-effect diagrams, five whys, 5S's, kaizen, JIT, quality circles, Gantt charts, and balanced scorecards.
Customer Relationship Management (CRM) involves managing all aspects of a customer's relationship with a company. It uses technologies like data warehousing, data mining, and online analytical processing to collect and analyze customer data to better understand customer needs and interactions. This allows companies to increase customer retention and find new customers. Major CRM software vendors include Siebel, SAP, Oracle, and Microsoft. While CRM can improve customer service and sales, it also requires significant resources to implement properly.
This document introduces sales process automation and its benefits. It discusses how automating sales processes can help managers achieve more consistent sales performance by having online access to key sales data like calls, tasks, documents, and the sales pipeline. Some challenges of automation include managing change and potential resistance from salespeople. The document recommends addressing challenges through incremental change, optimizing existing information, top-down adoption with incentives, and ongoing training. A case study shows how one company overcame inconsistent performance through a two-year automation implementation that integrated systems and centralized management.
CRM systems focus on managing customer relationships and interactions to improve business relationships and profitability, while ERP systems integrate internal processes across departments like finance, supply chain, and HR. Together, CRM and ERP provide a complete view of customers and business operations, but integrating them fully can be challenging due to compatibility, dependability, and usability issues if not implemented as a single system.
This document outlines Pathfinder Development's approach to sales, which is based on proven and repeatable methods rather than art. It discusses the Law of Large Numbers, which guarantees stable long-term results for random events if a sales program considers this concept and scales accordingly. Pathfinder advocates breaking down the anatomy of a sale into small, testable and measurable steps in a structured process in order to achieve reliable and scalable results.
How to write a CRM scope document - the key to a successful solutionGill Walker
Scoping your CRM project is key if your implementation is to be successful. And yet this phase is often omitted.
This document will step you through the process of capturing your requirements for your CRM solution.
This document provides an overview of trade marketing and discusses challenges and solutions related to marketing, sales, and management. It begins by defining trade marketing as B2B marketing where products are marketed to companies that will then sell to consumers. It discusses the key players in the supply chain ecosystem and how dynamics have shifted over time. The rest of the document outlines challenges and potential solutions in trade marketing for different functions, including increasing channel base and sales, improving outreach, evaluating impact and optimizing budgets.
Sales. Doing it Sillicon Valley style.Artem Berman
Sales and marketing are two parts of the same mechanism that work together. The sales process involves lead nurturing to build relationships and trust over time. While deals are important checkpoints, the sales process encompasses actions before and after deals are closed. Effective sales, like inside sales, rely on teams that specialize in tasks like lead generation and account management, using processes that set clear goals, provide feedback, and measure both monetary and non-monetary key performance indicators. Automation is also important to streamline the sales process.
Customer Relationship Management In Property Management Powerpoint Presentati...SlideTeam
Introducing Customer Relationship Management In Property Management PowerPoint Presentation Slides. The objective of this presentation is to speed up the routine procedure and stay in touch with the clients to get a better understanding of their needs. Our CRM property management PPT slide deck covers challenges faced in the real estate business and solutions to overcome them. We have depicted the key benefits of CRM software which allow you to understand its importance in the real estate business. Our customer relationship management software contains fully editable templates that cover details like the organizational structure of CRM in real estate, benefits of CRM, modes for collecting complaints from customers, software cycle of CRM in real estate, and its role in real estate. It is possible to present details like customer tracker in real estate business, end to end sales execution, channels to capture customers, lead distribution criteria followed by the real estate company. Lead generation roadmap covers unassigned partner leads, responsible assigned, etc. You can easily present return on investment details and boost in sales in forecasted years due to CRM implementation by downloading this real estate CRM software PPT slideshow. https://bit.ly/3wB8emI
Case study presentation on how to conduct a needs analysis assessment when determining whether a firm is ready to implement a CRM system. Presented at the Legal Marketing Association annual conference.
CUSTOM CRM SOFTWARE, ALREADY USED IN EDUCATION, TRAVEL, HOTEL, ENGINEERING AND CALL CENTRES.
MeroCRM A Custom Customer Relationship Management Software
Store Technology - The Silent Facilitator - Insights that Ignite No.13VM-unleashed! Ltd
Technology has an ever-increasing role to play in improving the financial performance of stores
Its role stretches from security & loss prevention to fulfilment & replenishment, from POS integration & analysis to the brave new world of customer behaviour analytics and integration with marketing, store design and visual merchandising.
The largest obstacle to the appliance of technology is the coordination of different internal departments.
The opportunity is for the IT Director and his team to be the Retail Heroes, not only facilitating the introduction of new technologies but also ensuring the performance benefits for each department are married to the cost-savings advantages of coordinated actions
CRM systems deliver many benefits for sales, marketing, service, and other new solution in every business. Know here how to realizing SMB growth with a CRM.
The document provides a summary of key factors that led to the Pandavas' victory over the Kauravas in the Mahabharata war:
1. The Pandavas turned their weaknesses into strengths, acquired powerful allies across India, and had a distributed leadership structure, in contrast to the centralized leadership of the Kauravas.
2. They demonstrated stronger team spirit and commitment to their cause, whereas the Kauravas' generals were more individually motivated and lacked cohesion.
3. The Pandavas were led by skilled managers like Krishna and had experience with diverse populations, while the Kauravas were isolated and lacked understanding of realities on the ground.
The document discusses how Enterprise Relationship Management (ERM) and the concept of the "extraprise" are helping companies better integrate their suppliers, distributors, manufacturers, and customers through comprehensive ERM systems and use of the internet. An extraprise refers to a fully integrated extended enterprise where everyone in the customer value chain can interact and share data in real-time. The document outlines benefits companies have seen from ERM like increased efficiency and profitability. It also discusses challenges and opportunities for using web-enabled ERM to gain deeper customer insights and drive higher levels of customer satisfaction, retention, and interactions.
This document discusses how marketing functions are often not held in high regard by executives due to perceptions that marketing lacks rigor and quantifiable returns. It outlines a new, more scientific approach to marketing characterized by instilling discipline, measuring tangible returns, and understanding customer needs and choices in order to influence them effectively. An example is provided of a company that used customer data and predictive modeling through a marketing accelerator platform to rapidly design and execute successful marketing campaigns.
The document provides steps and advice for building a positive attitude and achieving success. It discusses qualities of winners vs losers and qualities that make a person successful such as desire, commitment, responsibility, hard work, and character. It emphasizes that every success story involves overcoming failures and setbacks. Success is defined as contributing value to others through one's work.
Satellite, Media and Telecom Insights For A New MarketKuniyukiTakahashi
The document provides an overview of the state of financial markets and the economy in late 2008. It notes that major stock indices have lost 30-70% of value year-to-date, venture capital funding and IPOs have slowed dramatically, and corporate credit markets are more expensive. The document also discusses strategic M&A trends, noting some large companies have cash for acquisitions, and deals may involve stock to preserve cash during economic uncertainty. Finally, it outlines long-term industry trends around distribution and infrastructure convergence to support new applications and media.
Parke - Using Data To Become Customer CentricShep Parke
This document discusses using customer data to become a customer-centric organization. It recommends taking a structured approach to determine data needs, including defining objectives, reviewing internal customer data, identifying gaps, and supplementing with third-party data if needed. Quality data is key to better understand customers and personalize experiences. Leaders focus data efforts on the most valuable customers and manage results to improve business metrics and strategic goals.
This document discusses how technology can help insurance agencies improve their recruiting and sales processes. It outlines how customer relationship management platforms and automation can help track sales activities and identify opportunities for improvement, but that proper implementation and producer buy-in are needed for technology to effectively drive organic growth. Monitoring key metrics at each stage of the sales process and using technology to provide visibility into bottlenecks can help agencies close the gap between their revenue goals and actual results.
Drive up demand, build your brand, and get closer to your customers
This is an ebook about B2B marketing automation, demand generation, and enhancing the customer journey. If you are a marketing or sales professional looking to really get to grips with these topics, to stay ‘in the know’, and explore the art of the possible then we suggest you grab a coffee and read on.
Who knows when that next moment of inspiration could strike right?..
When companies face declining sales and shrinking margins, raising or lowering prices may not help and could make the situation worse. There are four levers that can turbo charge sales in turbulent times: targeted offerings, optimized tools and procedures, performance management, and sales resource deployment. By focusing sales efforts on the best customers and markets, using data-driven tools and processes, realigning territories and quotas, and leveraging alternative sales channels, companies can boost sales effectiveness and improve win rates.
Digital Marketing Playbook - How to create scalable, predictable revenueSeth Hauben
The document provides an overview of how to create a scalable and predictable digital marketing strategy. It discusses defining the sales funnel and key metrics, building the necessary infrastructure like CRM and marketing automation, testing top of funnel channels, optimizing conversion rates throughout the funnel via testing and iteration, focusing on retention and upselling/cross-selling existing customers, and how trends like the importance of video and pre-sales research impact digital marketing. The goal is to establish transparency and data-driven decision making to scale digital efforts predictably.
Ian Waring - helping great managers succeed - available for interim hireIan Waring
- The document provides information about Ian Waring and the services he provides as a problem solver. He analyzes organizations' existing data to quickly identify problems and then works with clients to fix issues.
- Ian helps businesses that cannot pinpoint what is wrong or how to improve by extracting useful insights from their internal data systems. He has experience troubleshooting and improving operations during his career in technology companies.
- Several case studies are described that illustrate how Ian has helped organizations grow sales, reduce customer churn, focus resources effectively, and improve business reporting, among other things, by analyzing data and testing solutions.
This document provides an overview of trade marketing and discusses challenges and solutions related to marketing, sales, and management. It begins by defining trade marketing as B2B marketing where products are marketed to companies that will then sell to consumers. It discusses the key players in the supply chain ecosystem and how dynamics have shifted over time. The rest of the document outlines challenges and potential solutions in trade marketing for different functions, including increasing channel base and sales, expanding market outreach, measuring impact on sales, and optimizing budget allocation.
This document provides an overview of trade marketing and discusses challenges and solutions related to marketing, sales, and management. It begins by defining trade marketing as B2B marketing where products are marketed to companies that will then sell to consumers. It discusses the key players in the supply chain ecosystem and how dynamics have shifted over time. The rest of the document outlines challenges and potential solutions in trade marketing for different functions, including increasing channel base and sales, improving outreach, evaluating impact and optimizing budgets.
Pipeline
Finding time to bring in a steady flow of new customers can be quite the challenge for a small
business sales team. This is often caused by issues such as:
•
Inability to route leads to the appropriate sales rep
•
Lack of information on potential clients
•
Inadequate knowledge about a prospect before calling
•
Poor visibility and forecasting of future pipeline.
A CRM app allows sales reps to store the data on prospects so the information’s ready at each
interaction. Plus, it quickly provides metrics related to visibility and forecasting.
CRM (Customer Relationship Management) software allows companies to better understand their customers through collecting, storing and analyzing customer data across different departments and channels. This integrated approach aims to improve customer service, increase sales and boost profits. Major CRM software providers include Microsoft, Sage and SAP, with packages ranging in price from $5,000 to over $100,000 depending on features. Implementing CRM successfully requires focusing on core customer service goals and ensuring smooth integration with existing systems and processes.
Samsung is a large South Korean multinational conglomerate company with many subsidiaries that produce a wide range of products beyond just smartphones and TVs. These subsidiaries include Samsung Electronics (smartphones, TVs, medical equipment), Samsung Heavy Industries (ships), Samsung Engineering and Samsung C&T (construction), and Samsung Automotive. Samsung uses customer relationship management (CRM) strategies like understanding customer behavior, expectations, engagement, and a strong CRM software system. Their global strategy focuses on key regions and linking products via digital networks through various business units. Samsung aims to strengthen competitiveness through premium products and efficient implementation of business strategies.
Powering Customer Experience through Hyperautomation.pdfaNumak & Company
through general customer segmentation packages, mass marketing campaigns, and efforts created for the broad target audience. With the acceleration of digitalization, communication has become much faster and more accessible.
Module 5 Strategic Issues of Information Technology.pptxhello1506hello
This document discusses strategic issues related to information technology. It covers topics like aligning IT strategy with corporate strategy, examples of technology strategies from Blockbuster and Napster, the value chain framework, steps for an effective IT strategy, and creating and sustaining competitive advantages through strategic use of IT. The document provides overviews of these topics in different sections and subsections.
This document provides an overview of key customer relationship management (CRM) concepts and the evolution of CRM systems. It discusses concepts like upselling, cross-selling, call routing, call scripting, personalization, and customer service support. It then outlines the history of CRM from the early use of paper records to modern cloud-based CRM solutions that incorporate automation, AI, and analytics. The document also discusses measuring and building customer loyalty through metrics like satisfaction levels, churn rate, lifetime value, and repeat purchase rates. Overall, the document serves as a high-level introduction to CRM strategies and technologies.
A CRM Software system makes online marketing easy. The system records leads and sales procedures. CRM is supreme in digital business because it controls several marketing actions, clients, and outputs.
Revenue Operations Analytics: A Strategic BlueprintKwanzoo Inc
The true value in your KPIs is understanding how they complete the bigger picture of the customer journeys that drive the most impact for your business.
This document discusses factors that product managers should consider to ensure their products are "channel-friendly" and can be successfully sold through distribution channels. It offers eight recommendations based on practices of companies that effectively leverage channels, such as having a simple value proposition, offering attractive margins to channel partners, and making the purchasing process quick and easy. The document emphasizes that channel sales representatives have many competing demands on their time and products, so vendors need to make their product as easy as possible to sell and support ongoing business.
Nigel Hopkins, director of WinZone Consulting, will present on increasing sales. He has over 17 years of sales experience, including roles at IBM where he helped a product grow from fourth to first in market share in 18 months. His presentation will address the challenges of crossing the technology adoption chasm, developing compelling value propositions to increase sales, and saving clients money. He will discuss developing value propositions that articulate clear customer benefits, and testing them to ensure they are compelling.
Protecting Margins and Creating Value in TelecomLightwell
In 2010, Communications, Media, and Entertainment (CME) businesses are becoming more confident in their revenue potential with most companies feeling the recession is behind them or nearly halfway over. To prepare for spending growth, many CME businesses plan to increase their focus on sales strategies with a keen focus on improving customer collaboration as a top priority.
However, improving customer collaboration, especially in business-to- business (B2B) selling and order scenarios, is difficult to achieve due to product portfolio and selling/ordering process complexity. Within the CME marketplace, companies are offering customers a rich array of options including products and services via multiple channels. This is good news for customers, who demand freedom of choice and ease of use. But it makes selling and order management a complex task for CME companies, which are looking to optimise these processes to increase sales performance.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
1. Avoiding the Unseen Perils of Sales Technology
By Shep Parke
Sales & Field Force Automation Magazine
Cover Feature
Spring 1998
2. Avoiding the Unseen Perils of Sales Technology
By Shep Parke
Sales automation's past is littered with the wreckage of technologies and projects that failed to deliver
the promise of radical improvements in sales effectiveness.
The history of sales technology includes examples like Metaphor's promises of store-specific marketing
insight and sales program planning, packaging, and measurement; Nielsen's Sales Advisor, designed
to deliver automatic sales analysis and pre-packaged reports and presentations; Spaceman's many
ways to analyze and reconfigure product promotion plans, including in-store product shelving and
display arrangements; Sales Technologies' territory targeting and reporting system, geared to enable
companies to leverage new product launches across multi-tiered sales channels; and Brock's quot;Take
Controlquot; solutions designed to support the full customer life cycle, from marketing to sales to service,
using integrated tele-center operations.
Then there was quot;pen-based computing.quot; Go Computing introduced the promise that we could quot;lose the
keyboard,quot; replacing it with a sleek, black, magnesium e-notepad, revolutionizing selling solutions. After
three years and millions in venture capital, Go failed in 1989.
A particularly painful example was a major telecommunications company's early-1990s sales
automation investment. Estimated at more than $30 million, it was the largest yet in the industry. To
support its highly publicized program, the company moved to equip 5,000 field salespeople with laptop
computers and customized sales software. The first of its kind on this scale, it would merge a number of
the leading sales tools then available-IBM ThinkPad laptops, Aurum's Sales Track opportunity
management software, and XcelleNet's RemoteWare communications software. Finally, an enterprise-
level, best-of-breed sales solution-the industry had finally matured.
After three years of effort and never achieving full rollout or full integration, the company pulled the plug
on this platform, and began a painful process of reevaluation and selection for its second-generation
solution-which continues today.
All these examples held great sales effectiveness promise, and many smart, successful people spent
millions trying to make them work. Eventually, however, most resulted in ineffectiveness and, over time,
failure. Why?
Because even today, we continue to think technology first and selling effectively second, if at all. Yes,
the technical infrastructure-the hardware, the software, and the network-available to support selling has
taken longer to mature than we thought it would, even five years ago. But, while technology certainly
still has limits (and always will), it has never been our primary problem-our approach to designing
selling solutions is.
The key here is quot;designing selling solutions,quot; solutions that help sell, not just administer sales
information.
Since the first dual-floppy laptop computer (the Toshiba T-1200) in 1986, we have said, quot;Here's a great
new technology-how can we use it to help our salespeople?quot; Then we say, quot;Let's show them the tools
and ask them how they think they can best use them.quot;
3. We arrange field trips, office visits, and work-withs, all to see quot;how they really work,quot; but also to show
them the newest demos. Exhausting this, we turn to consultants and sales automation gurus to help us
avoid the pitfalls. With us, they conduct visioning and solution design sessions, sales solution vendor
analyses, and of course, more demos.
Is Anyone Listening?
Through all this, our salespeople tell us that to really sell more effectively, they need four things:
1. More and better sales information-especially accurate, advance knowledge of
customer sales opportunities, competitive threats, and service problems
2. Better value proposition, business case development, and sales presentation
knowledge and tools
3. Better, more straightforward ways to manage orders, agreements, and
contracts
4. Simpler ways to communicate with marketing, service, shipping, each other,
alliance partners, and the customer
These are things you would expect salespeople to ask for.
Interestingly, they do not tell us they need:
Customer profiling
o
Opportunity management
o
Call reporting
o
Forecasting systems
o
But still, we return to headquarters, consider these requests, compare the cost, complexity, and risk of
building tools that really help sell, versus standalone sales administration tools like call reporting,
forecasting, and expense management. And in the end, we deliver the admin tools.
We explain this away by convincing ourselves that quot;we need to move slowly in the first phase, so the
salespeople can get used to new technology and processes.quot; And because it will cost more and take
longer to deliver the real selling tools, we decide to quot;self-fundquot; the project by generating quick hits that
will reduce costs and create more selling time.
We then concoct intricate investment returns around office closings and administrative headcount
reduction, and convince ourselves that you really can't tie specific sales increases to sales technology
investments, that these must simply become costs of doing business, just like electricity, telephone,
and rent.
This approach has done one thing successfully: It has moved sales administrative work from people
who do it well, to people who do not-driving remarkable inefficiency in the process. Sales
correspondence, presentations, and reporting that for years had been managed effectively by clerical
experts in support offices around the world have now been moved to salespeople with portable,
electronic typewriters. And along with these quot;time-savingquot; tools, we have delivered extensive training to
ensure each and every salesperson can now quot;type their own.quot;
4. quot;But Look at the Graphs!quot;
My personal experience with this-a painful one-came in 1983, my first full year as a first line sales
manager with Procter & Gamble. I went into a Computerland in Atlanta, and using my own money,
eagerly bought one of the first Compaq portable computers (you remember, it looked a lot like a sewing
machine), and one of the first copies of Lotus 1-2-3. With these incredible new productivity tools, I then
spent the next six months creating new ways to track my sales teams'quotas, attainment, and so on.
The time I spent doing this, of course, was all time that I wasn't out helping my sales team sell. I think
our sales unit won the quot;toilet seatquot; award two years running-this was not for exceeding quota. But we
did have great management reports, with graphs, too.
It should be very clear what's wrong with this picture: In the interest of applying new technology to
reduce costs not to improve effectiveness, we do just that-reduce costs, and hurt effectiveness.
So what's a better approach?
To answer this, let's take a quick look at four simple sales processes:
1. Learning about products, programs, competitors, and customers
2. Preparing sales plans, analysis, and presentations to help salespeople address sales
opportunities
3. Scheduling and conducting sales calls
4. Following up, preparing order requests, and reporting sales results
Working the way we do today-and have for years-we focus on three of the four bullets (the sales
administrative ones), and deliver these sales technology capabilities:
Product, program, competitor, and customer information database(s)-some
fed by external data sources, some fed by our internal systems, and some
(especially the customer information) fed by the salespeople themselves
Electronic sales planning and presentation development tools
Electronic sales-order configuration and management tools-most often, not
integrated with the product, program, competitor, and customer databases
Electronic territory, account, opportunity management, and reporting tools-
usually, but not always, integrated with the product, program, competitor,
and customer databases
For some reason, we find it extremely difficult to focus on the third part of the process, scheduling and
conducting sales calls-especially quot;conducting.quot;
This is a fundamental solution design problem. For some reason, we have tremendous difficulty
focusing on conducting better sales calls. We know a great deal about managing administrative
information surrounding the sale-the planning, the preparation, the analysis, the call reporting, order
management, and the like-but very little about actually improving the sales call itself.
5. So how do you focus on conducting better sales calls?
By doing something that comes quite naturally to anyone with experience, either as a consumer or as a
business manager: By focusing on how the buyer wants to buy. By focusing on how they buy today, on
what they like, on what they don't like, and on what they value and will pay for.
At this level, it is really quite simple-too simple, really. To better understand, let's look at a real example
of how to improve a business services sales call-using technology, of course.
Let's Pretend
Let's say you're a sales executive with MegaBizCom, a (hypothetical) business communications service
provider operating in the Southeast.
After months of negotiations, Wolf Camera, an Atlanta-based, national retailer of
high-end photographic equipment and services, has just announced the
acquisition of Fox Photo (450 additional outlets) from Kodak, and the company is
now faced with integrating these new outlets. The faster its communication and
data-processing staff link the newly acquired outlets into its current architecture
and services, the faster the company leverages this investment.
This is a great sales opportunity for MegaBizCom, which has the products and service capabilities to
help them do just that.
Let's take a look at two ways this opportunity might be addressed. The first is the way most businesses
work today, and the second is a better way.
The Wrong Way: “Meetings with the Vendor”
1. Your Atlanta salesperson might see the news about the Fox Photo acquisition in the morning
paper. If the news was missed, it could be several days until this selling opportunity becomes
known. (Elapsed time: 1+ days)
2. Once known, your salesperson calls a contact in Wolf's IS department and says MegaBizCom
has tools and services that will enable the beleaguered IS department to rapidly assess,
configure, and integrate communication and data-networking needs for the acquired locations
into their existing service plan-are they interested? Yes. So, he schedules a time to meet to
discuss how this could work. If the salesperson never saw the news, someone from Wolf might
call the salesperson-with the same result, an initial meeting to discuss the details and plans.
(Elapsed time: 2+ days)
3. The initial meeting is held with members of Wolf's staff and several people from MegaBizCom,
including two representatives from the Atlanta office, and two more you sent over from
Birmingham. Your sales team explains what tools and experience you have doing this sort of
thing. They ask questions, making notes about the scope of the customer's needs. At the end of
the meeting, everyone agrees on next steps, including more detailed analysis of the acquired
locations, developing an initial cut at how to best integrate them, the costs, and time frames.
They then schedule another meeting to review all of this. (Elapsed time: 3+ days)
6. 4. The sales team goes away and does the detailed analysis, calling contacts at Wolf, calling some
people from Fox Photo, calling engineering people within MegaBizCom to discuss integration
options. With the analysis complete (they hope), the team prepares a draft document outlining
their findings, including initial thoughts on the best approach, costs, and time frames. (Elapsed
time: 6+ days)
5. The second meeting is held to discuss the approach. After a couple of hours the sales team
realizes they missed some important information-say 15 additional Fox outlets in Key West. No
problem, the sales team agrees to rework the numbers and fax a revised draft tomorrow
afternoon. (Elapsed time: 8+ days)
6. Wolf receives the revised draft-it looks good. They call the sales team back, let them know they
will review the proposal with the president at next week's management meeting to get approval
to proceed. (Elapsed time: 9+ days)
7. During the management meeting, the president and marketing director announce they have
revised the outlet merger plan-the company can't make money on the 35 outlets in Mississippi,
and has decided to sell them to a quot;Backyard Burgersquot; franchisee there. No problem, though-
they both agree that the outlet communications and data networking integration plan looks
good-and, with the revision to eliminate the Mississippi outlets, they give the go-ahead to
proceed. (Elapsed time: 10+ days)
8. Wolf's IS director calls your sales team, informs them of the need to do the Mississippi revision.
They agree to get him a revised integration services proposal by the next morning. The next
day, they receive the revised proposal and review it with finance and legal. They agree to
approve it, and call your team back to get them started. (Elapsed time: 11+ days)
9. It takes two days for you to assemble your team and begin the work. The project is finally
underway. (Elapsed time: 13+ days)
The Better Way : “Collaborative Design”
1. Members of MegaBizCom's support team see the acquisition announcement, which comes to
them urgently in their morning email via a filtered news search service. (Elapsed time: 00:30)
2. They research Fox Photo's existing site locations to prepare an estimate of the existing service
information by site. (Elapsed time: 01:30)
3. They prepare a preview of what they think the most important integration issues will be, as well
as the 20 to 25 key questions that will need to be answered to complete a full integration plan.
(Elapsed time: 02:30)
4. They also prepare an initial financial pro-forma illustrating how an overall integration could save
costs, freeing up money that could be used to enhance overall existing services in several
areas. This done, they email Wolf's IS team their initial assessment, and follow up with a call to
offer assistance. (Elapsed time: 03:30)
5. The email outlines the initial findings, the key questions, and the pro-forma. Included in the
email is a link (and password) that enables Wolf's staff to review the site integration-
configuration tools on your quot;preferred customerquot; Web site. (Elapsed time: 03:35)
6. When you make the call, they conference in their two key operations managers, forward them
the assessment email with the instructions and password to get into the quot;preferred customerquot;
Web site. (Elapsed time: 03:38)
7. 7. During the call Wolf's service team and operations managers-aided by the assessment info and
the driving questions-collaboratively define the details of exactly which locations have which
service needs and existing services, what new service capabilities are available that will
enhance their combined operations, and what additional information is required to develop the
detailed integration and implementation project, costs, and time frames. You end the call by
agreeing to exchange the additional info required via email that day, and to expect a firm
services proposal via email the next day. (Elapsed time: Day 1, just before lunch)
8. After lunch, Wolf's IS director forwards the overview of the services integration assessment to
his executive management (CEO, CFO, etc.) via email, suggesting that, if they agree to this
general approach, you could begin executing services integration for the acquired locations as
early as next week. He also calls each of their assistants to make sure they personally put the
emails in front of the executives. (Elapsed time: Day 1, just after lunch)
9. About 4:00 p.m., the CFO's assistant calls to let him know about the Mississippi quot;Back Yard
Burgerquot; deal, and he forwards this new information off to the integration planning team via
email, along with the originally scheduled info. (Elapsed time: end of Day 1, following the
acquisition announcement)
10. The next afternoon Wolf's operations managers have reviewed and agreed to the proposed
integration services approach, costs, and time frames. The IS director has a 15-minute
discussion with the CFO, who approves the deal. He calls MegaBizCom's integration services
team lead to let them know they can begin work immediately. You schedule work to begin the
first of next week. (Elapsed time: end of Day 2)
Comparing the two approaches, there are several fundamental improvements in quot;Designing the Right
Solution Collaborativelyquot; versus quot;Meetings with the Vendorquot;:
Reduced solution-agreement cycle time: 2 days versus 13+ days (almost two weeks faster)
Increased solution-definition accuracy, buy-in, and support, due to response speed, focused
pre-prepared questions, and electronic communications
Services integration collaboration, versus quot;meetings with the vendorquot;
Wait... What about all the sales information we need to collect, analyze, and take action on?
You might have noticed that in neither selling situation was there any reference to collecting,
documenting, or communicating important sales information-such as contacts, opportunity descriptions,
meeting recap notes, solution proposals and implementation plans, agreements, contracts, and so on.
This is because none of this kind of information collection has anything to do with helping the customer
get a better solution (that is to say, selling).
And, just to finish the point, let's compare how we would collect sales information in each of the two
situations.
8. How Sales Information Should be Tracked and Used: “Don’t Make Them Type”
quot;Meetings with the Vendorquot;-In this approach, once the sales team found time after all the meetings, the
travel, and the proposal work, they would type in their updates of what they did, who they did it with,
and what they believed would happen. They might also forward copies of their supporting materials, so
these can used by others later. Net, they would have to find additional time to type this up and forward
it on to the right people.
quot;Collaborative Designquot;-In this quot;collaborativequot; (and electronically enabled) approach, if we correctly
design the integrated collaborative solution design process and enabling applications, this important
sales information is collected automatically as a result of the work done (again, electronically)
throughout the sales process. As a result, using this approach, the system would track who worked on
what, with whom, for how long. What was agreed to and accomplished in each collaboration session,
as well as documents prepared and used in the work process, would be indexed and archived for easy
access in the future, and all this information would then be viewable by each management constituency
whenever they wished.
Bottom Line
So, what can we do differently? How can we design better sales effectiveness solutions?
Three simple but powerful things:
1. Start with the buyer, not the seller. Understand how the buyer can buy better first.
And then, from this perspective, design selling capabilities that enable better buying.
2. Focus on ways to enable buyer and seller collaboration, especially around problem
solving and solution design. It's through effective collaboration that value is built and
enduring relationships are founded.
3. Enable buying and selling work to be aided by data-rich communication tools; then,
using these tools, track and report the work automatically-don't make every one
quot;type after the fact.quot;
What will we gain if we do these things well?
Customer value, understanding and insight, competitive advantage through solid customer
relationships, and the hearts, souls, and commitment of effective salespeople everywhere.
Shep Parke is a partner with Accenture's Global Customer Relationship Management practice. His primary focus is
on business-to-business selling effectiveness solution design and implementation. Parke began his career with
Procter & Gamble, where he sold paper products 1980 to 1985. From 1986 through 1991, he sold and led the
design and implementation of enterprise-level sales automation solutions with Sales Technologies. From 1992
through 1994, he helped WANG Laboratories restructure its field sales operations during its Chapter 11 turn
around. And from 1994 to 1996 he helped build KPMG Consulting's national sales-effectiveness practice.