456 research outputs found
<i>Strategic Customer Management: Strategizing the Sales Organization</i>, by Nigel F. Piercy and Nikala Lane
No full textThe article reviews the book "Strategic Customer Management: Strategizing the Sales Organization," by Nigel F. Piercy and Nikala Lane
The Oxford Handbook of Strategic Sales and Sales Management
No full textThis book provides a snapshot of the current thinking on the strategic role of sales and sales management, and identifies some of the key challenges presented to senior managers. The importance of a sales organization continues to be critical in creating value, and profits for organizations. Escalating sales and selling costs require organizations to be more focused on results and highlight the shifting of resources from marketing to sales, and the growth in customer power now requires a strategic, not a tactical response. This book provides an unrivalled collection of articles by the leading academics in the field of sales and marketing management. Sales is experiencing a renaissance driven by a number of factors including building profitable relationships, creating/delivering value, strategic customer management, sales and marketing relationships, global selling, and the change from transactional to customer relationship selling
Also By The Same Author: AKTiveAuthor, a Citation Graph Approach to Name Disambiguation
No full textThe desire for definitive data and the semantic web drive for inference over heterogeneous data sources requires co-reference resolution to be performed on those data. In particular, name disambiguation is required to allow accurate publication lists, citation counts and impact measures to be determined. This paper describes a graph-based approach to author disambiguation on large-scale citation networks. Using self-citation, co-authorship and document source analyses, AKTiveAuthor clusters papers, achieving precision of 0.997 and recall of 0.818 over a test group of eight surname clusters
Strategic customer management : strategizing the sales organization
No full textA revolution is taking place in the way companies organize and manage the "front-end" of their organization, where it meets its customers.
Traditional concepts of sales management, account management, and customer service are being overtaken by initiatives like customer business development, the strategic sales organization, and strategic customer management. This book aims to provide insights into how this revolution is unfolding and to provide a framework for executives and management students to address the issues involved. The book focuses on the transformation of the traditional sales organization into a strategic force leading the strategic customer management process in companies.
Traditionally, the area of sales management has mainly been treated as a tactical, operational topic in the conventional marketing literature--simply part of the communications mix within the planned marketing programme. However, the emergence of major customers as dominant buyers in many sectors as a result of pressures towards consolidation and enhanced scale of operations, is changing the way in which sales issues are addressed in supplier organizations. The growth of new forms of buyer-seller relationship based on collaboration and partnering has encouraged organizations to reconsider the sales and account management operation as an important source of competitive differentiation in commoditized markets. Increasingly, sales is being perceived as a central part of business strategy and attention given to the challenges in better aligning sales processes with strategy. This has many implications for the design of the sales organization and its management strategy, which go far beyond the confines of conventional marketing views.
Nigel F Piercy BA, MA, PhD, DLitt, FCIM is one of the best-known business school academics in marketing and strategy in the UK
Management framework guiding strategic thinking in rapidly changing markets
No full textDeveloping a management framework to guide strategic thinking in changing markets is increasingly critical for researchers and executives in coping with the complex and rapidly changing global business environment. Conventional training and practices have too often led strategy researchers and executives to assume a stable competitive box around existing businesses, not recognising the effects of radical and increasingly disruptive change on markets and competitive space. New strategic thinking logic and initiatives require a conceptual framework to guide obtaining information, perceptive interpretation of strategic issues and trends, and choice of the right strategic initiatives. The conceptualisation begins by determining the market-based strategic capabilities needed to identify the nature and scope of determinants of market changes. These changes must be identified, driven by new competition, new business models, and creativity and innovation. Understanding fast changing markets requires identifying new market space, conducting strategic segmentation analysis, and determining customer value requirements. Finally, this knowledge guides strategic vision and formulation and implementation of market-driven strategies for changing markets. The framework is based on conceptual logic and empirical findings from multiple disciplines including marketing strategy and strategic managemen
Strategic marketing
No full textStrategic Marketing 9/e by Cravens and Piercy is a text and casebook that discusses the concepts and processes for gaining the competitive advantage in the marketplace. The book is designed around the marketing strategy process with a clear emphasis on analysis, planning, and implementation. This new edition uses a decision-making process to examine the key concepts and issues involved in analyzing and selecting strategies. Marketing strategy is considered from a total business perspective as instructors want to examine marketing strategy beyond the traditional emphasis on marketing functions. The length and design of the book offer flexibility in the use of the text material and cases. New features and updated cases have made this text the most relevant text in the market today
Total integrated marketing : breaking the bounds of the function
No full textA groundbreaking guide to increasing sales and profits by reestablishing the primacy of marketing, from three leading experts.
Why are some companies able to focus on the important points, while others fight internal battles, obsess over trivia, and let opportunities pass them by? According to Hulbert, Capon, and Piercy, when companies succeed it is often because every single person in every department -- from Sales to Human Resources to Finance -- has one paramount goal: to win and keep customers. Many of today's companies, however, have not heeded this crucial message. When they falter, it is often due to the fact that different departments report to different executives: then short-term goals like sales drive out the long-term necessity of marketing. Despite lip service to the contrary, the marketing departments of most companies often fail to reach their most important customers. Drawing on their combined experience of three-quarters of a century advising corporations, Hulbert, Capon, and Piercy argue that marketing must be dragged out of the marketing department. Indeed, it must become the top priority of the CEO, who automatically sets the tone for the entire company.
The solution, the authors demonstrate, is to integrate the marketing imperative into every function of a corporation: finance, operations, sales, R&D, customer service, and human resources. This total marketing strategy has proven hugely successful for companies such as Intel, Canadian Pacific Hotels, Safeway, and Toyota.
Total Integrated Marketing provides an essential framework for designing and managing change so that companies can outperform their rivals. Containing a wealth of marketing tips and innovations easily adapted to any business, this is essential reading for all managers concerned about the future of their companies
Market-led strategic change : transforming the process of going to market
No full textWith the use of case studies this book will help the reader go back to basics by confronting critical questions in the organisation of marketing and how the critical processes of marketing, planning and budgeting are manage
Strategic relationships between boundary-spanning functions : Aligning customer relationship management with supplier relationship management
No full textThis review focuses on the potential impact of enhanced strategic relationships between the boundary-spanning functions in supplier organizations. Specifically, the concern is with alignment between the organizational groups managing: marketing, sales and strategic account management; purchasing and supply strategy: and, collaborations and external partnerships. The topic is framed by the organizational evolution being driven by market change, and the search for superior innovation capabilities and business agility. These changes bring new challenges in cross-boundary integration and managing complex market networks. The logic is that strategic external relationships (with customers, supplier and partners) should be mirrored in strategic internal relationships (between the functions with lead responsibilities for managing relationships with customers, supplier and partners). Approaches to enhancing this capability include process management, internal partnering strategies and internal marketing activities. The discussion identifies a number of implications for practice and new research directions. (C) 2009 Elsevier Inc. All rights reserved
Evolution of strategic sales organizations in business-to-business marketing
No full textPurpose - This paper aims to focus on changes in the way in which business-to-business companies are responding to customer and market pressures for higher service and relational investments, and the need for new capabilities in managing the business risk in the company's customer portfolio The paper seeks to propose a model of the strategic sales organization as a basis for management review of how to realign sales, account management, and marketing processes around customers to achieve and sustain superior customer value.
Design/methodology/approach - The study traces the emergence of new pressures and mandates which are changing management thinking about the "front-end" of organizations and edging companies towards a revolution in the role of sales, account management and marketing comparable to earlier reinventions in operations and supply chain strategy.
Findings - The outcome of the review is a model of the imperatives for the strategic sales organization
Practical implications The model produced in the review provides a tool or framework for executive consideration of the strategic sales issue, both in evaluating the strategic role and performance of the existing sales and account management structures and in designing new roles for delivering competitive strength in the future
Originality/value - While the strategic role of the sales organization has been discussed in the literature, this paper provides a practical framework for executives to use in addressing the potential role of the strategic sales organization The framework also highlights promising research directions for marketing and sales scholar
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