Make a comment on LinkedIn: http://bit.ly/2kqtPNB The diagram is a reminder that the role substantially changes for a salesperson. It changes so dramatically that he could actually develop an account that he loses versus gaining. But the traditional forms of compensation often preclude this from happening. That begs the question, are we incentivizing the correct behaviors from our salespeople? PDF Download: https://lnkd.in/grr_Ymn I think most orgs aspire with our Key Accounts to move from the initial “one to one” selling to a more interdependent sales process and even with select accounts an integrated system. This has been the backbone of any Key Account Management (KAM) program. Liker describes Toyota’s KAM program as the Toyota Supplier Partnering Hierarchy. Malcolm McDonald. Malcolm’s Amazon Page for KAM Books: http://amzn.to/2fQSuJI The Toyota Way Fieldbook: http://amzn.to/2yZbYkf Longer Version Business901 Blog post: https://lnkd.in/gzSMUgQ

1. Kaizen & Learning
Joint Improvement
Information Sharing
Compatible Capabilities
Control Systems
Interlocking Structures
Mutual Understanding
7 Step Hierarchy of Toyota
Supplier Partnering
Self-Actualization
Personal Esteem
Social Acceptance
Security
Physical Comfort
Salesperson/Acct. Manger
oversees integrated actions
Salesperson coordinates direct
relationships between Orgs
1 to many: Salesperson to
Different Departments
1 to 1: Salesperson to Buyer
Integrated, Realization
of fullest potential
Interdependent:
Valued by both sides
Cooperative: Reduced
risk, Forecasting
Basic: Operational,
Efficient transactions
Desire of Organizations MaslowRole/Responsibility of Salesperson
Does Sales Compensation Incentivize the Correct Lean/Agile Behavior?
Is there a Secret Sauce Transitioning from Solo to Team Selling?
1 to 1 1 to Many Interdependent Integrated
Solo Selling Team Selling