Leading a sales organization is one of the most challenging tasks in sales management. Viewed from a system approach this task demands leadership of three overlapping business systems:

Sales and selling to customers - in the most challenging form: management of sales and selling to key accounts,
Sales and selling of products: across channels and accounts,
Sales and selling management of the whole sales effort: the sales system here consists of all processes, functions, people who have influence on how much the enterprise sells.

In the new era of global value networks this task has become even more challenging. Our "classical" approach to manage sales struggles to deliver what we need most: healthy sales growth.

In response sales leaders need to move beyond sales process management into sales and selling management by sales system approach - sales system management (SSM).

The most powerful approach to manage business systems is theory of constraints (TOC). This management methodology (see GOLDRATTs theory of constraints, "The Goal") offers the tools to lead businesses to superior performance by taking a "whole system" view. TOC has been applied for years in logistics and manufacturing. In this book for the first time it is applied to key account management. (For more information about TOC see our page key business books)

GOLDRATTS THEORY OF CONSTRAINTS FOR SALES MANAGERS

Free download of chapter "TOC - A NEW FRAME OF MIND FOR SALES" - introduces sales management to Goldratts theory of constraints and how it opens the door to superior sales growth.<TOP>

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More about ...Sales system management and DELTA T-Selling - the leading methodology for key account sales system management

CONTENT OF BOOK<TOP>

This book covers four key elements:

Introduction to sales system management - how sales must be viewed and managed and an enterprise wide system
Self diagnosis - readers rate their own maturity in managing their key account organization as a system,
DELTA T-Selling - a toolbox consisting of simple, clear forms, all on paper, no I.T. required,
How to lead a project the key account organization to superior sustainable growth with a transformation project.

INTRODUCTION TO A SYSTEM APPROACH TO SALES (SALES SYSTEM MANAGEMENT, SSM)

The book offers first a brief introduction to sales system management (SSM) based on TOC (theory of constraints). It shows how top management must redefine sales management: redefine their understanding of sales, redefine the scope of their responsibility and accept ownership for new tasks. These three revolutionary steps will enable top sales management to lead sales with a much more strategic understanding of their roles. Top sales management must lead through the revolution of these significant redefinitions and realignments.

The key message here is: you, the sales managers, must resolve the constraints in you sales system. If you don't, all investment in sales methodology, training, CRM, will remain wasted.

WORKBOOK FOR self diagnosis

With that frame of mind readers are guided to diagnose their own "maturity in sales system management" for

the key account organization,
the product sales organization,
the total sales organization.

Step by step the reader recognizes how sales can be improved by managing the whole sales system - with the key message "you can and you can do it NOW".

DELTA T-SELLING

Bill Woehr and Dieter Legat have "packaged" key account management into a simple, clear set of tools for the top sales manager. (DELTA T-Selling). These tools can be immediately implemented.

SHORT IMPLEMENTATION GUIDE

In the final part the book offers guidance for practical implementation of DELTA T-Selling. "Leading a company into sales system management is a major transformation asking for high quality leadership - rather than for T-shirts and posters on the wall".

quick to read. quick to APPLY

"After having read our book on a flight sales management should be able to apply the critical elements of sales system management in their own business to business sales organization", say the authors.

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