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What the Customer Wants You to Know: How Everybody Needs to Think Differently About Sales (Gebundene Ausgabe)

von Ram Charan (Autor)
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What the Customer Wants You to Know: How Everybody Needs to Think Differently About Sales + What the CEO Wants You to Know: Using Your Business Acumen to Understand How Your Company Really Works: The Little Book of Big Business + Leadership in the Era of Economic Uncertainty: The New Rules for Getting the Right Things Done in Difficult Times
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Produktinformation

  • Gebundene Ausgabe: 192 Seiten
  • Verlag: Portfolio Hardcover (27. Dezember 2007)
  • Sprache: Englisch
  • ISBN-10: 1591841658
  • ISBN-13: 978-1591841654
  • Vom Hersteller empfohlenes Alter: Ab 17 Jahren
  • Größe und/oder Gewicht: 20,6 x 13,7 x 2,3 cm
  • Durchschnittliche Kundenbewertung: 4.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)
  • Amazon.de Verkaufsrang: Nr. 138.609 in Englische Bücher (Die Bestseller Englische Bücher)

    Beliebt in diesen Kategorien:

    Nr. 6 in  Englische Bücher > Business & Investing > Skills > Secretarial Aids & Training
    Nr. 7 in  Englische Bücher > Reference > Business Skills

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Produktbeschreibungen

From Publishers Weekly

Charan (Know-How) skillfully and efficiently offers a tutorial on upgrading the productivity of any size company's sales force. His answer: evolve salespeople from order takers to knowledgeable ambassadors who approach customers armed with cost-saving solutions they will be happy to pay for Charan's method involves Value Creation Selling, which at a broad level means reconfiguring a sales force's orientation toward customers' profitability before its own success. The author recommends fostering in salespeople the skills and mindsets of a general manager and equipping them with a value account plan, or the document that defines the value proposition and the business benefits the customer can expect to get from it. Charan walks readers through the process of fixing the broken sales process with a combination of diagrams and anecdotes from real companies, all while applying the concepts and actions to a booklong case study of a fictitious software company, Sturgis Corporation. The book serves as a practical guide to competing with aggressive price-cutters in today's market. (Jan.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Pressestimmen

“Ram Charan’s done it again! In his signature, easy-to-follow style, Ram describes a practical, down-to-earth yet radically new approach to sales and new business development. Any professional—from a CEO to a front-line sales person—who is looking to improve sales effectiveness is sure to find this book well worth reading.”
—Francisco D’Souza, president and CEO, Cognizant Technology Solutions Corporation

“What the Customer Wants You to Know is an excellent primer for any business looking to drive better sales results and profitable growth by focusing on what the customer needs to improve his or her business.”
—John A. Luke, CEO, MeadWestvaco

“What the Customer Wants You to Know challenges sales forces to revolutionize their methods—and our experience at The Thomson Corporation testifies to the fact that the payoff in increased sales and customer loyalty can be significant. His recommendations may sound radical, but they are practical and effective.”
—Dick Harrington, president and CEO, The Thomson Corporation

“What the Customer Wants You to Know offers a revolutionary approach to customers and sales. Ram Charan provides readers a detailed road map of the coming organization in which creating value for customers becomes everyone’s primary goal. It is must reading for every manager and salesperson.”
—Murray Martin, CEO, Pitney Bowes, Inc.

“For the winners in today’s complex business environment, the days of simply selling products and services are over. I recommend What the Customer Wants You to Know for anyone trying to understand the shifting sands of today’s competitive environment.”
—Bill Teuber, vice chairman, EMC
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What the Customer Wants You to Know: How Everybody Needs to Think Differently About Sales
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis
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4.0 von 5 Sternen A Sales-Force Led Approach to Helping Customers Succeed, 18. Februar 2008
Von Professor Donald Mitchell "Jesus Makes Me a P... (Thanks for Providing My Reviews over 93,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 50 REZENSENT)   
Peter Drucker first described the importance of helping customers be more successful in serving their customers as a strategic issue. As such, most students of business leadership and management have favored analyzing what you as a supplier can do to help customers succeed, adding new capabilities that fit those customer needs, and focusing on customers where you can add the most value. More recently, Michael Porter has developed quite a reputation for spelling out some of the sources of potential advantage to pass along to customers in serving their customers.

The principles behind this book have been employed for over a century by many consumer products companies (such as Procter & Gamble) who knew that retailers wouldn't succeed if consumers and users didn't gain demonstrable advantages from their offerings. Industrial products companies have often been slower to adopt that perspective. Why? Many times their customers felt like they knew more than any supplier and didn't want to be bothered to hear suggestions.

Ram Charan argues that customers are more open than ever to letting you propose and implement valuable improvements to their operations that accelerate sales, increase profit margins, reduce capital needs, and lock out their competitors. He offers no proof for that proposition other than a few case examples of companies that have implemented his approach. My own experience is that it is difficult to get customers to tell you enough about their needs to propose what they actually need. My clients tell the same story.

Curiously, he ignores the whole question of learning more about customers' needs to serve customers to set a corporate vision and strategy. Indeed, his approach seems to assume that you stick with the same customers. Now, in most industries there are more unserved potential customers than actual customers for a given company so I don't know why he assumed that.

In most companies that take such strategic stances, the data gathering and strategy setting occur at the senior level. Then, the sales process is adjusted to reflect the new realities.

Mr. Charan, by contrast, feels that the senior people can train the sales people to find out what customer needs are in serving their customers and to coordinate responses to meet those needs. My own sense is that it depends on the capacity of the salespeople and the relationships they have with their customers.

But if you are convinced that salespeople should drive your strategy, this book is a pretty good resource for spelling that out and telling you what to do. The book combines a fable with case histories and process suggestions.

The book is completely silent on the following subjects:

1. How to use the sales force to check out what can be done to make customers more successful by making their customers' customers more successful.

2. How to select the customers where you can have the greatest advantage over competitors in serving with this approach.

3. Using feedback from customers to direct development activities.

In a sense, it's as though Mr. Charan tried to write the equivalent of The Balanced Scorecard and The Strategy-Focused Organization . . . but by putting sales people at the center. I think the title was mainly chosen to follow along with his book about CEOs, rather than reflecting the topic suggested by the title.

Unless you are committed to this approach, you can skip this book.
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