| Description |
1 online resource |
| Contents |
Intro -- Foreword -- Preface -- Contents -- List of Figures -- Introduction -- References -- 1: Basic Thoughts on Agility in Sales -- 1.1 Common Understanding as a Foundation -- 1.2 What the Agile Manifesto Means for the Sales Department -- 1.2.1 Individuals and Interactions -- 1.2.2 Functional Products -- 1.2.3 Cooperation with the Customer -- 1.2.4 Adaptation to Change -- 1.2.5 Implementation Possibilities in Sales and Distribution -- 1.3 The Three Sides of the Coin Agility -- 1.3.1 One Side of the Coin: Conventional View -- 1.3.2 The Other Side of the Coin: Complementary View |
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1.3.3 The Third Side: The Dynamics of Duality -- References -- 2: The End of Sales as You Know It Today -- 2.1 What Buyers Really Want Today -- 2.1.1 B2C Customers -- 2.1.2 B2B Customers -- 2.1.3 Expectation Versus Performance -- 2.2 How Much Agility Is Already in It? -- 2.3 The Contradiction of Requirements -- References -- 3: The Distribution of the Future -- 3.1 Value Creation from the Customer's Point of View -- 3.2 Offering Digital Solutions Instead of Selling Products -- 3.2.1 Transparency -- 3.2.2 Human Care -- 3.2.3 Individuality -- 3.2.4 Commitment and Appreciation |
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3.3 Offline Selling 4.0 -- 3.4 Customer Care: Service Center 4.0 -- 3.4.1 The Future Demands on Customer Service -- 3.4.2 From Call Slave to Expert for the Customer -- 3.4.3 Agile Service Teams -- 3.5 Learning from Others -- 3.5.1 Elizitation: Working Out the Strategy of the Model in Small Steps -- 3.5.2 Utilisation: Adapting the Strategy to the Product and Culture -- 3.5.3 Installation: Learning and Adopting the Utilised Strategy -- 3.6 Models: You Can Learn Modern Customer Loyalty from These Companies -- 3.6.1 Amazon -- 3.6.2 Team Bank: EasyCredit -- 3.6.3 OBI DIY Store |
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3.6.4 Nike -- 3.6.5 Thomann -- 3.6.6 HP Inc. -- 3.6.7 BestSecret -- 3.6.8 PayPal Versus Paydirekt -- 3.6.9 Zalando -- 3.7 New Strategies for Customer Retention -- Responding to Requests -- 3.7.1 Curated Offers -- 3.7.2 Being a Coach -- 3.7.3 Automated Conversion -- 3.7.4 Conveying Exclusivity -- 3.7.5 Offer Appreciation -- References -- 4: What Hinders Change -- 4.1 The Six Errors of Reasoning -- 4.1.1 The Linear Fallacy -- 4.1.2 Incorrect Centre of Gravity or Repair Service Behaviour -- 4.1.3 Non-observance of the Remote and Secondary Effects |
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4.1.4 Central Reduction, Encapsulation -- 4.1.5 Vague Objectives, Conflicting Objectives -- 4.1.6 False Hypotheses -- 4.2 The Four Resistors -- 4.2.1 Dysfunctional Resistance -- 4.2.2 Resistance of Interests -- 4.2.3 Overload Resistance -- 4.2.4 Objection Resistance -- 4.3 The Competition Syndrome -- 4.4 Association and Collaboration -- 4.5 How to Remove the Obstacles -- References -- 5: Agile Culture Change in Sales -- 5.1 The Three Cultural Levels -- 5.1.1 First the Culture, then the Structure -- 5.1.2 Against the Downward Spiral -- 5.2 The Lighthouse Model |
| Summary |
Agile principles and frameworks were created for the development of complex products, but they can also be used profitably in sales. This book provides managing directors, sales managers, executives, consultants and employees from service and sales with practical methods that help them to design their sales as a bridge to the customer agile and solution-oriented. After all, flexible, fast and innovative sales and service departments are the only way to retain customers who are willing to change and to win over young "digital natives". Using numerous practical examples, the author shows how and where you can successfully use agile methods such as Scrum, Kanban, Design Thinking, Shopfloor, OKRs and many more. With concrete instructions and helpful tips for a sustainable increase in performance in sales and service and a change in thinking in the interest of the customer. Content Transformation in sales: How to meet the new requirements Agilization in Sales and Service: How the culture and structural change succeeds The agile cycle: from customer requirement to implementation Frameworks with practical guidance: Open Space Agility Framework, Agile Networks, (Service) Design Thinking, Teamcanvas, Scrum, Kanban, Shopflor, Delegation Board The author Claudia Thonet is an instructional trainer and instructional coach (ECA) and has decades of practical experience in organizational and team development in service and sales in large companies and corporations. She trains trainers and facilitators and is an expert in agile culture change. Together with Svenja Hofert, she has published "The Agile Culture Change" (2019) with Springer Gabler. For several years, she has been a pioneer in the transformation of sales areas. This book is a translation of an original German edition. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation |
| Bibliography |
Includes bibliographical references |
| Notes |
Online resource; title from PDF title page (SpringerLink, viewed February 15, 2023) |
| Subject |
Sales management.
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Agile project management.
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Agile project management
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Sales management
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| Genre/Form |
Electronic books
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| Form |
Electronic book
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| ISBN |
9783658382865 |
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3658382864 |
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