This document discusses running an agile Fortune 500 company with many divisions and employees globally. It advocates putting the customer at the center of the sales strategy rather than focusing internally on targets and incentives. The author argues for understanding the customer's needs, issues and desires first before determining how to provide long-term value through the sales process. A "reverse RFI" is suggested where the vendor asks the customer open-ended questions to understand their current and future business priorities better. The goal is establishing long-term, mutually beneficial relationships by solving the customer's problems rather than taking a short-sighted, myopic view of sales.
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