Vendor Profile
Shoeisha Co., Ltd.
| Address | 5 Funamachi Shinjuku-ku Tokyo, JAPAN ZIP:160-0006 |
|---|---|
| Representative Name | Kaoru Usui |
| Annual Revenue | closed |
| No. of Employees | 185 |
| Web Site URL |
SD item code:12919616
| Detail | Price & Quantity | ||
|---|---|---|---|
| S1 |
Ryo Sato (Author)
Supervised by Izumi Matsumura
 Original text before translation
佐藤 亮 (著)
松村 泉 監修
(186260)
JAN:9784798186269
|
(186260)
JAN:9784798186269
Wholesale Price: Members Only
1 pc /set
In Stock
|
|
| Shipping Date |
|---|
|
About 1 week
|
| Dimensions |
|---|
|
Format:46
Number of pages: 272 |
| Specifications |
|---|
|
Country of manufacture: Japan
Material / component: Format:Book (paper)
Year of manufacture: 2024
Product tag: None
|
Description
| Understanding the mechanisms of large companies, implementing methods that are reproducible as an organization. The author, who led an enterprise sales team to achieve its goal for three consecutive years, thoroughly explains the sales organization structure to continue to be successful in large business negotiations combining multiple products. The author, Mr. Sato, worked as an enterprise sales representative at HP Japan, then drove sales reform at Salesforce* Japan, and currently holds the position of general manager of a major corporate sales force at the company. The reality is that organizations that have been successful in sales to small and medium-sized businesses will not be successful if they adapt the same techniques to sales to large companies due to the following differences. [Differences between sales to SMEs and sales to large companies.] *Many sales meetings for large companies take more than a year to complete, and they tend to be person-driven. *Need to change from the initial approach because the number of potential customers is smaller than that of SMEs. *Companies' unique circumstances must be taken into account and feasible solutions are required ..... .etc. The work of enterprise sales can be factorized into four categories: [understanding the customer], [relationship building], [building trust], and [success and deployment]. Since it is impossible for one sales person to perform all of these tasks in a single pass, it is recommended that an account team be established for enterprise sales. Once the necessary roles of the account team are understood and the structure is created, it will be possible to make realistic proposals to meet the complex needs of large companies, while taking into account the following differences. If you are an executive or manager wondering how to create a sales organization for a large company, this is a must read! [Table of Contents] Part 1: Enterprise Sales Overview Chapter 1: Why traditional narrowly focused selling is not effective for enterprise companies Chapter 2: Enterprise Sales Overview Chapter 3. Enterprise Sales Management Part 2: Enterprise Sales in Practice Chapter 4: Know Your Customer Account Plan Chapter 5: Project Selling to Support Project Planning and Execution Chapter 6: Enterprise Sales' Goal of Customer Success Chapter 7: Executive Strategies for Building Long-Term Partnerships Part 3: Enterprise Sales Development Programs Chapter 8: People and Training Methods for Enterprise Sales Organizations |
More
| Shipping Method | Estimated Arrival |
|---|---|
| Sea Mail | From Aug.1st 2025 to Oct.3rd 2025 |
| Air Mail | From Jul.16th 2025 to Jul.18th 2025 |
| EMS | From Jul.15th 2025 to Jul.18th 2025 |
| Pantos Express | From Jul.17th 2025 to Jul.22nd 2025 |
| DHL | From Jul.15th 2025 to Jul.17th 2025 |
| UPS | From Jul.15th 2025 to Jul.17th 2025 |
| FedEx | From Jul.15th 2025 to Jul.17th 2025 |
|
Some trading conditions may be applicable only in Japan.
This product (book) is subject to the Resale Price Maintenance Program. The law allows the manufacturer (publisher) to specify the sales price. We ask that your company also adhere to the resale price specified by us. In the unlikely event that you fail to do so, we may terminate the transaction. Thank you very much for your understanding and cooperation.
|
Other items from this category:
implementing methods that are reproducible as an organization.
The author, who led an enterprise sales team to achieve its goal for three consecutive years, thoroughly explains the sales organization structure to continue to be successful in large business negotiations combining multiple products.
The author, Mr. Sato, worked as an enterprise sales representative at HP Japan, then drove sales reform at Salesforce* Japan, and currently holds the position of general manager of a major corporate sales force at the company.
The reality is that organizations that have been successful in sales to small and medium-sized businesses will not be successful if they adapt the same techniques to sales to large companies due to the following differences.
[Differences between sales to SMEs and sales to large companies.]
*Many sales meetings for large companies take more than a year to complete, and they tend to be person-driven.
*Need to change from the initial approach because the number of potential customers is smaller than that of SMEs.
*Companies' unique circumstances must be taken into account and feasible solutions are required ..... .etc.
The work of enterprise sales can be factorized into four categories: [understanding the customer], [relationship building], [building trust], and [success and deployment].
Since it is impossible for one sales person to perform all of these tasks in a single pass, it is recommended that an account team be established for enterprise sales.
Once the necessary roles of the account team are understood and the structure is created, it will be possible to make realistic proposals to meet the complex needs of large companies, while taking into account the following differences.
If you are an executive or manager wondering how to create a sales organization for a large company, this is a must read!
[Table of Contents]
Part 1: Enterprise Sales Overview
Chapter 1: Why traditional narrowly focused selling is not effective for enterprise companies
Chapter 2: Enterprise Sales Overview
Chapter 3. Enterprise Sales Management
Part 2: Enterprise Sales in Practice
Chapter 4: Know Your Customer Account Plan
Chapter 5: Project Selling to Support Project Planning and Execution
Chapter 6: Enterprise Sales' Goal of Customer Success
Chapter 7: Executive Strategies for Building Long-Term Partnerships
Part 3: Enterprise Sales Development Programs
Chapter 8: People and Training Methods for Enterprise Sales Organizations