JIM HOLDEN is the founder and CEO of Holden Corporation, an internationally recognized leader in sales and marketing effectiveness. The company has pioneered the first proven methodology to align sales and marketing in today's marketplace, working with major industries worldwide, including an impressive array of Fortune 1000 companies. Holden is the author of Power Base Selling: Secrets of an Ivy League Street Fighter, also published by Wiley.

Aus der Sicht des Verkäufers wendet sich dieses Buch höchst aktuellen Fragen zu, unter anderem: Wie entwickelt man eine Langzeitvision? Wie überzeugt man Kunden in unkonventioneller Weise? Wie macht man sich das Internet zunutze? Wie definiert und mißt man den (qualitativen und quantitativen) Wert einer Kundenbeziehung? Wie richtet man Marketing, Verkauf und Strategien der Mitarbeiter aus, um die Entwicklung des Geschäfts auf höchstem internationalen Standard zu halten?(03/99)

Introduction: Selling at the Forefront of Change 1

Value chain Management 2

Integrating Sales and Marketing 4

Integrating Sales and Human Resources 5

Your Personal Challenge 7

Chapter 1 The Competitive Landscape 10

The First Reality 12

Building Wisdom 14

Building and Evaluating Value 15

Performance Bonding 22

Building Value Propositions 26

Value-Based Relationships 30

Chapter 2 Customer Relationships 36

Value Expectations 39

FOX Hunting 52

Formulating Strategy 55

Political Competition 60

Chapter 3 The Competitive Salesperson 66

Sales Currency 69

Measuring Sales Currency 74

Political Acumen 78

Chapter 4 Competency Profiling 86

Building a Competency Map 86

Competency Profiling 92

Sales Attributes 95

Integrity and Performance 95

Chapter 5 Creating Value through Technology 99

The Technology Gap 103

A Failed Attempt 104

Formulating Value-Centric Technology Strategy 109

Automating Value-Centric Sales Methodology 112

Chapter 6 Segmenting the Market 122

Choosing the Approach 124

Defining Value Chain Levels 125

Chapter 7 The Value-Centric Transformation 135

Putting Strategy Back into Strategic Planning 136

A Missed Opportunity 137

Managing Value 139

The Entire Buying Process 140

The Customer Food Chain 146

Defining Customer Buying Patterns 152

Confronting Internal Politics 155

Chapter 8 Selling to Value 160

Accepting the Call to Action 161

Creating Value Chain Language 164

Selling to Blue Value 166

Establishing the GLOS Ratio 169

Selling to Green Value 171

Business Solutions Accounts 175

Qualifying Business Solutions Opportunities 178

Business Solutions Competencies 181

Strategic Accounts 183

Strategic Currency 190

Strategic Competencies 190

Chapter 9 Integrating Sales and Marketing 194

Approach to Market 195

Achieving Sales and Marketing Alignment 199

Marketing-to-Sales Cycle Alignment 203

Emerging Internal Opposition 210

Chapter 10 Integrating Sales and Human Resources 216

Recruiting and Selection 217

Performance Management 225

Value-Centric Compensation 229

A Blueprint for Value Chain Management 232

About the Author 243

Index 245