by John DeVincentis
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Product Description
In today's markets, success no longer depends on communicating the value of products or services. It rests on the crucial ability to create value for customers. Sales forces need to retool current strategies by recognizing the customer's dominant power in today's economy and what that means for those who sell. Capitalizing on research into the practices of cutting edge companies, the authors show how the successful sales force breaks away from traditional thinking and transforms themselves into complex business processes with multiple sales approaches and selling mdoels that meet the demands of today's sophisticated customers.
Amazon.com Review
Unlike practically every other segment of the modern business world, the corporate-sales department has changed very little from the rigid organizational framework it first attained back in the gray-flannel '60s. But even that bastion of traditional business structure is starting to evolve, as customers at all levels begin to reconsider their expectations, purchasing patterns, and criteria for establishing and maintaining relationships with sales professionals. Rethinking the Sales Force, by Neil Rackham and John De Vincentis, is an innovative attempt to give today's salespeople a push in the right direction before the inevitable sea change now developing totally overtakes them and undermines their potential for future success. Rackham, author of Spin Selling, and De Vincentis, an independent sales and marketing consultant, use leading real-world examples such as Microsoft, IBM, and Charles Schwab to show how the commercial viability of assorted products and services can be dramatically improved by determining the real needs of three different types of buyers--whom they call "intrinsic value customers," "extrinsic value customers," and "strategic value customers"--and then developing the appropriate sales strategies to meet them. --Howard Rothman
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Average Customer Review:
0 of 0 people found the following review helpful:
 This is a Sales 2.0 Foundation Book, 2008-06-06
There have been many changes in how our customers buy. The two biggest influencers are the Internet and the crowded marketplace. Rackham's book was published in 1991 and laid the foundation for new thinking in how we align with our customer's buying processes and create value, reduce costs or become easier to do business with. B2B companies that do not follow Rackham's lead are doomed to become commodities. Every student of professional sales processes should have this book.
0 of 0 people found the following review helpful:
One of the best, 2007-06-27
As a sales coach, I'm always on the the look out for insight. Rackham's book is a must read for sales managers.
0 of 1 people found the following review helpful:
 It's a classic ..., 2006-11-26
... but getting outdated. Everyone interested in shaping and organizing a sales organizations should read it. Sales professionals should also review it for insight when thinking about segmenting their customers. It was very insightful in its days and is to an extent still today. As with all of these types of books it is ONLY ONE COMPONENT or view of how customer segmentation ans sales force alignment can be successful. SO take it as input, not gospel.
0 of 0 people found the following review helpful:
A must if you have anything to so with large sales, 2006-07-19
This book includes key considerations about the nature of large sales and shows, by means of contrasting with smaller sales, the specific requirements for success in this field. By reading this book the reader understands perfectly why extremely successful salespeople of low priced items fail when they are "promoted" to the selling of most prestigious and expensive items. It is a must for anyone in the field or large sales.
2 of 3 people found the following review helpful:
 A pedantic, tired book from the guru, 2006-07-09
Having grown up on Rackham's sales models, I have huge respect for him and his work. When I was a sales rep at HP in the 1980s, Rackham's book changed my career and life, catapulting me from junior rep to SVP Global Sales (different company now). SPIN Selling is dead on the money in terms of what true sales pro's need to make the big bucks; it's still the best book in its field. I saw this new book from Rackham a month ago (note: it's been out there for 7 or 8 years) and bought it. I was very disappointed. Every great author/guru deserves one pass so I guess this is Rackham's. Rethinking The Sales Force is pedantic and tedious, filled with "consultant-speak" and the tired old models from McKinsey & Co (mgmt consultants) that every sales professional has had to labor through in internal process meetings. The "case studies" are mostly quips and 3 to 5 sentence anecdotes few of which are genuinely interesting or helpful. My real criticism of the book is it takes over 200 pages to say something that deserves one paragraph: some customers want a low-cost product and a low-end relationship, other customers want a more consultative, deeper relationship, and, pretty much, you have to know which is which to be successful. Makes sense. Worth an article in a magazine, but not a whole book. Summary: this is just not a strong sales book. LIke I said though, Rackham is a great figure in the sales field and his ideas have done a lot for me personally. I hope in his next book he shakes off the ennui so apparent in this last one and delves back into the original thinking.
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