Published by:
Harvard Business Publishing
Length: 9 pages
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Abstract
In the last 15 years salesmanship has changed, especially when one business sells industrial or consumer goods and services to another. One- of-a-kind, non repetitive sales have increased as mergers and acquisitions, sales of parts of companies and corporate financing have become more prevalent. "Strategic selling" has become a meticulously planned, total process, requiring coordination between the buyer and seller that identifies the customer''s needs and relates the product to those requirements. Often the selling process requires new organizational techniques, such as setting up a special sales force, regional sales managers, national account groups, or separate divisions.
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Abstract
In the last 15 years salesmanship has changed, especially when one business sells industrial or consumer goods and services to another. One- of-a-kind, non repetitive sales have increased as mergers and acquisitions, sales of parts of companies and corporate financing have become more prevalent. "Strategic selling" has become a meticulously planned, total process, requiring coordination between the buyer and seller that identifies the customer''s needs and relates the product to those requirements. Often the selling process requires new organizational techniques, such as setting up a special sales force, regional sales managers, national account groups, or separate divisions.