Top critical review
16 of 17 people found this helpful
on June 16, 2003
I really came prepared to read a terrific book. I think a great deal of Rackham's book SPIN Selling; it was based in some surprising research, and offered a detailed "how to" for those interested in mastering complex sales. Based on my strong endorsement as a marketing professor and later as a manager, I have doubtless sold many hundreds of copies of SPIN selling for Rackham. But this one is not very good.
This new book is disappointing because it reads like boilerplate McKinsey stuff. It is superficial, weakly case-based (I say weakly because they aren't cases per se but little illustrative vignettes or examples from the authors' consulting experience, or reading, or both), and even in some cases already out of date. Wordy, too.
I can see some use for the book, especially if you are fairly new to the world of sales force management. For example, if you have never really thought about whether your clients are seeking "transactional," "consultative," or "enterprise" selling processes, this will define them for you and point out that what is appropriate for one is not appropriate for another.
If you want some advice on how to organize and deliver one or the other of those strategies, the book offers some guidance, again in a fairly general and superficial way.
Rackham is an author whose knowledge I respect, and from whom I would have expected something new to say. That is why, although I don't like to say it, I cannot recommend this book to anyone with more than a passing knowledge of salesforce management.