Janna Schneider

Opposites Attract, but Similarity Works : A Study of Interorganizational Similarity in Marketing Channels

ABSTRACT This study explores the construct of interorganizational similarity in business orientation between manufacturers and distributors. Drawing on Social Identity Theory, the authors develop hypotheses concerning the outcomes of similarity on the relationship. In particular, they argue that relationship effectiveness for the manufacturer is positively affected by similarity in business orientation through the mediating construct of cooperation. An empirical study of more than 200 business relationships provides support for the theoretical reasoning.

Customer Retention Management: Making the Customer a “Fan”

Customer retention is a terrifically hot topic in recent years, and sales management is front and center in the organization in making that happen. Customer retention management refers to the targeted use of various tools to bind selected customers to the firm over the long term. Chapter 12 discusses how to acquire information about customer satisfaction and retention. This chapter discusses the foundations of customer retention management and then considers a detailed examination of select tools of customer retention management which are particularly suited to sales, such as: Customer cards, coupons, clubs, magazines, and virtual communities. Value-added services, and Complaint management

A Framework of Figures for the Sales Strategy: Targets and Resources

While the previous chapters to this point relate to the “how” of market development, this chapter begins to introduce more quantitative tools to help the sales manager understand how his or her sales organization is currently performing and how it is progressing over time.

Planning and Controlling: The Middle Ground Between “Flying Blind” and “Graveyards of Numbers”

While the earlier sections of this book focus on the development of a well-conceived sales strategy which defines target customers, this chapter focuses on operational sales planning on an annual cycle, which is essential for effective implementation. Thus, this chapter considers planning in a very adaptive and dynamic way to maximize sales organization effectiveness. In addition to providing details on each of these planning steps, this chapter offers broader considerations in sales management and control that should engage all managerial levels.

Information About Internal Processes: Sand in the Wheels?

While many of the previous chapters considered issues and conditions external to the company, this chapter introduces an assessment of the flow of the sales process within the company. This process moves from customer acquisition through bid preparation, order processing, service delivery, and continued support. In each of these steps the authors consider prerequisites, the process itself, and desired results.

Personnel Management: The Poor Cousin of Sales

This chapter provides a comprehensive approach on personnel management in sales. Firstly, this chapter deals with factors that must be considered in hiring, including: Personality traits Social skills (communication and perception) Professional competences (product and customer know-how) Motivation, and Goal and role clarity (the salesperson’s understanding of their job)

The Drive for Systematic Sales Management: The Sales Excellence Approach as a Roadmap

This chapter lays out the basic two-pronged focus of the rest of the book, emphasizing the goals of increasing productivity and increasing customer orientation. The authors also document past research suggesting that the sales organization has the most “upside” (and, consequently, need for improvement) in most organizations, supporting the value of the lessons in this book. Fundamentally, this chapter proposes the basic framework for achieving superior sales results, centering of coordinated efforts in: Sales Management Sales Strategy Information Management Customer Relationship Management

Key Account Management: The Close Cooperation with Important Customers

This chapter introduces the notion of key account management (KAM), a process for deciding which employees (and how many) to assign to the company’s most important accounts. The decision which customers deserve “key account” status is an important one in order to properly apply the firm’s resources. Keeping with the behavioral and process perspective of the book, the authors treat KAM as a multi-stage process.

CRM and CAS: Signposts in the Information Jungle

This chapter expands on the use of customer information for customer relationship management (CRM). CRM systems have been a real paradox for sales organizations in recent years – companies know they need them, they know what they should do, yet many don’t ultimately see the bottom line benefits. This chapter helps unravel this challenge through a consideration of the foundations of an information system which systematically integrates information about customers, competitors, the marketplace and the company itself. This chapter also delves deeply into various computer-aided selling (CAS) systems, and the authors use graphics to illustrate the various ways in which CAS systems can be applied.

Price Policy: The Price Is Right. . .

This chapter discusses a range of pricing strategies that a savvy sales manager might consider. Topics covered here include: Premium, mid-value, and economy pricing Cost- and value-based pricing Issues of price discrimination Managing discounts and terms Price promotions Competitive bidding and internet auctions Price harmonization (and international trade issue)