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Shoeisha Co., Ltd.
| Address | 5 Funamachi Shinjuku-ku Tokyo, JAPAN ZIP:160-0006 |
|---|---|
| Representative Name | Mikio Sasaki |
| Annual Revenue | closed |
| No. of Employees | 130 |
| 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
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(186260)
JAN:9784798186269
Wholesale Price: Members Only
1 pc /set
In Stock
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| Dimensions |
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Format:46
Number of pages: 272 |
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Country of manufacture: Japan
Material / component: Format:Book (paper)
Year of manufacture: 2024
Product tag: None
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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 |
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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