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Marketing-Sales-Channel Management

Jahrzehntelang verfügte IBM – International Business Machines Corporation – über die beste Salesforce der Welt. Drei „simple beliefs“ waren die Grundlage für diesen Ruf und die Erfolge:
“Our respect for the individual: the manager must know how to work with his people, how to help them, and how to train them;
We want to give the best customer service of any company in the world, we long ago established high standards for the selection of salesmen and customer engineers;  
IBM expects and demands superior performance from its people in whatever they do: in all good human relations communication plays a very important part. People can be directed, but they respond best when they understand what they are supposed to do and why. We have learned that a company must be prepared to make a commitment to internal education and retraining which increases in geometric proportion to the technological change the company is going through.”
A Business and its Beliefs – The ideas that helped build IBM by Thomas J. Watson Jr.
McKinsey Foundation Lecture Series Graduate School of Business Columbia University, NY 1963.

Im November 2003 hat die IBM Corporation die drei „simple beliefs“ durch drei neue „corporate values“ ersetzt:
„Dedication to every client’s success;
Innovation that matters – for our company and for the world;
Trust and responsibility in all our relationships.” 
(Sam Palmisano, Chairman and CEO 2003: “Although created in a very new way, for a very new world, they are strikingly familiar – in keeping with the tone set by Watson Sr. in 1914.”)

Von 1973-1999 war ich in Österreich and CER, auf EMEA- und auf globaler Ebene ein Mitglied der IBM Sales-Organisation. Selbst nach meiner Zeit bei IBM fühle ich mich in meiner Berufsauffassung diesen drei fundamentalen „simple beliefs“ aufs engste verbunden.     

Meine Ausbildung, meine Berufs-Erfahrungen und mein Studium der Fachliteratur liegen meinen praxis- und ergebnis-orientierten Sales-Channel-Market (SCM) Management Consulting-Leistungen zu Grunde.

 

Marketing-Mix (Philip Kotler – Overview – for illustration):

http://impactsolutionsnow.com/wp-content/uploads/2015/01/shutterstock_180834326.jpg
(example - for illustration)


http://barnraisersllc.com/2012/06/21-experts-define-crm-words-pictures/
(example – for illustration)

 

http://www.logistic-solutions.com/sap/sap_crm.html
(example – for illustration)

Sales-Management (overview – for illustration):

Channel-Management (overview – for illustration):

 

Source: The Channel Advantage by Lawrence G. Friedman, Timothy R. Furey,
pp. 82, 84. New York 2004 (excerpts – for illustration).

 

Source: Go to Market Strategy by Lawrence G. Friedman pp. 30, 37, 157, 179. New York 2002 (excerpts – for illustration)

Source: Managing Channels of Distribution – The Marketing Executive’s Complete Guide by Kenneth Rolnicki, p. 125. New York 1998 (excerpt – for illustration)

 

 Salesmanship Checklist:

Source: The New Solution Selling by Keith M. Eades, pp. 24, 55. New York 2004
(excerpts – for illustration)

Source: Verkaufs- und Arbeitstechniken für den Außendienst von Dirk Kreuter, S. 5, Berlin 2006.
(auszugsweise – zur Illustration)

 

Source: Slow Down, Sell Faster! by Kevin Davis, p. 15. New York 2011
(excerpt – example for illustration). 

Keine Empfehlung - Begründung: siehe meine Kundenrezensionen:
Nicht gekauft hat er schon – So denken Top-Verkäufer von Martin Limbeck, München 2011.
Rosinenpicker, Diven, Rechenmacher – Verkäufer klassifizieren und zu optimaler Leistung führen von Prof. Karl Pinczolits,
Frankfurt 2013.

Weitere Details: siehe Vorträge – Seminare – Workshops und Fachbibliothek