Amazon.com Review
Selling Machine, by sales consultants Diane Sanchez and Stephen E. Heiman, advances a perfectly logical but all-too-rarely followed business concept: because sales revenue is the driving force behind practically every company, all employees should share responsibility for maximizing it. After working with major firms such as Coca-Cola, DuPont, Hallmark, and Chase Manhattan, the authors concluded that top companies actively encourage everyone--from top to bottom--to help the sales force do its job. The related principles that these firms adhere to are outlined and explained here, and then applied to the types of problems that salespeople face daily.
The authors present an infomercial on their company, Miller Heiman, which specializes in the retooling of corporate sales processes. We learn that their approach is not about selling but rather about how to use a completely transformed sales process as the key to changing almost everything about the way a company does business. They believe that for optimum results everyone in a company sells and the sales force orchestrates the effort. This is unheard-of in many quarters where sales is considered of secondary importance to manufacturing and finance and where sales revenue, described by the authors as the fuel of business, is virtually ignored. The authors suggest using the sales process to solve a variety of business problems as well as treating it as an operating system. Their focus on the customer is repeated throughout the book, and the final section acknowledges the value of teamwork and how teams can enhance customer focus.
Mary Whaley