Strategies That Win Sales: Best Practices of the Worlds Leading Organizations

Chapter 2: Expanding Multichannel Strategies

Integrating the Field Sales Force, Retail Branches, and E-commerce at Of fice Depot

Par tnering with Distributors at Stora Enso

One Strategy, Multiple Channels at Mar riott International

Suppor ting Customer Preference at Taishin International Bank

Chapter 3: Examining the Deployment of Sales Resources

Moving Hewlett Packard from a Product-Oriented to a Customer-Oriented Sales Organization

Global Account Teams at Mar riott International

Aligning Sales Resources to Customer Types at TD Waterhouse

Local Attention from Yellow Book USA

Teaming at Fuji-Xerox

Chapter 4: Leveraging Technologies For Sales Success

Low-Tech Business Benefits from High-Tech CRM: Yellow Book USA

Overcoming the Past at Diebold

Intier Automotive’s Strategies for Improving Usage of CRM

Chapter 5: Adopting a Consultative Selling Approach

A New Era of Selling at Honda Clio Shin, Tokyo

Solutionizing™ at Ingersoll Rand (IR), Taiwan

Speaking ROI at Yellow Book USA

Providing Industr y Exper tise at Infineum, UK

Chapter 6: Reskilling the Sales Force

A New Generation of Relationship Selling at Diebold

Par ticipating in the Client Value Chain at Infineon

Internal Selling at Infineum

Elevating Account Management Skills at Hewlett Packard

Building PIT Crews at Bell South

Chapter 7: Redefining Sales Management

Walking the Talk at Of fice Depot

A Commitment to Coaching at BellSouth

Chapter 8: Creating a Culture for Winning Sales

Sales Culture Is Key to Success at Yellow Book USA

Aligning Organizational Practices at Mar riott

Marrying Cultures at Stora Enso

Chapter 9: Customers’ Demands For More—Buying Behaviors and Attitudes

Adapting to Customer Changes at TD Waterhouse