Tham khảo tài liệu 'how to compete and win when the stakes are high_8', khoa học xã hội, kinh tế chính trị phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Creating a Diagnostic Business Development Capability in Sales 207 up access to people and information within customer organizations and they bring those stories back to the sales organization at large. These stories serve as the basis for extending the platform to the entire sales organization the third phase of the implementation process. During stage 3 the Diagnostic Business Development platform is tailored as necessary for different solution sets and the different customer segments. This is usually accomplished very quickly once the initial platform is established and tested. Next the rest of the sales organization needs the same development effort that the pilot teams received. Finally employees in functions that are directly involved in the sales cycle should also learn the systems skills and disciplines. Typically this includes selected members of the marketing staff who are involved in creating sales collateral and generating leads as well as support and service staff members who are involved in delivering and measuring customer value. We should also pay particularly close attention to the critical role of line sales management while the capability is being established. First-line sales managers must model the new sales capability and hold salespeople accountable for adopting it if it is to be successfully developed. Otherwise most salespeople will dismiss the change consider it the flavor of the month and assume that this too shall pass if they keep their collective heads down. To gain the support of line sales managers for the new capability they must Learn it Line sales managers should be involved in the tailoring of the new capability and take personal ownership as early as possible in the planning stages. They should attend a sales development workshop before the capability is rolled out to the sales organization at large. They should also act as table coaches at the workshops that their sales teams attend. 208 BUILDING A VALUE-DRIVEN SALES .
