The Agile Sales: Successfully shaping transformation in sales and service

Foreword
Preface
Contents
List of Figures
Introduction
	References
1: Basic Thoughts on Agility in Sales
	1.1	 Common Understanding as a Foundation
	1.2	 What the Agile Manifesto Means for the Sales Department
		1.2.1	 Individuals and Interactions
		1.2.2	 Functional Products
		1.2.3	 Cooperation with the Customer
		1.2.4	 Adaptation to Change
		1.2.5	 Implementation Possibilities in Sales and Distribution
	1.3	 The Three Sides of the Coin Agility
		1.3.1	 One Side of the Coin: Conventional View
		1.3.2	 The Other Side of the Coin: Complementary View
		1.3.3	 The Third Side: The Dynamics of Duality
	References
2: The End of Sales as You Know It Today
	2.1	 What Buyers Really Want Today
		2.1.1	 B2C Customers
		2.1.2	 B2B Customers
		2.1.3	 Expectation Versus Performance
	2.2	 How Much Agility Is Already in It?
	2.3	 The Contradiction of Requirements
	References
3: The Distribution of the Future
	3.1	 Value Creation from the Customer’s Point of View
	3.2	 Offering Digital Solutions Instead of Selling Products
		3.2.1	 Transparency
		3.2.2	 Human Care
		3.2.3	 Individuality
		3.2.4	 Commitment and Appreciation
	3.3	 Offline Selling 4.0
	3.4	 Customer Care: Service Center 4.0
		3.4.1	 The Future Demands on Customer Service
		3.4.2	 From Call Slave to Expert for the Customer
		3.4.3	 Agile Service Teams
	3.5	 Learning from Others
		3.5.1	 Elizitation: Working Out the Strategy of the Model in Small Steps
		3.5.2	 Utilisation: Adapting the Strategy to the Product and Culture
		3.5.3	 Installation: Learning and Adopting the Utilised Strategy
	3.6	 Models: You Can Learn Modern Customer Loyalty from These Companies
		3.6.1	 Amazon
		3.6.2	 Team Bank: EasyCredit
		3.6.3	 OBI DIY Store
		3.6.4	 Nike
		3.6.5	 Thomann
		3.6.6	 HP Inc.
		3.6.7	 BestSecret
		3.6.8	 PayPal Versus Paydirekt
		3.6.9	 Zalando
	3.7	 New Strategies for Customer Retention
		Responding to Requests
		3.7.1	 Curated Offers
		3.7.2	 Being a Coach
		3.7.3	 Automated Conversion
		3.7.4	 Conveying Exclusivity
		3.7.5	 Offer Appreciation
	References
4: What Hinders Change
	4.1	 The Six Errors of Reasoning
		4.1.1	 The Linear Fallacy
		4.1.2	 Incorrect Centre of Gravity or Repair Service Behaviour
		4.1.3	 Non-observance of the Remote and Secondary Effects
		4.1.4	 Central Reduction, Encapsulation
		4.1.5	 Vague Objectives, Conflicting Objectives
		4.1.6	 False Hypotheses
	4.2	 The Four Resistors
		4.2.1	 Dysfunctional Resistance
		4.2.2	 Resistance of Interests
		4.2.3	 Overload Resistance
		4.2.4	 Objection Resistance
	4.3	 The Competition Syndrome
	4.4	 Association and Collaboration
	4.5	 How to Remove the Obstacles
	References
5: Agile Culture Change in Sales
	5.1	 The Three Cultural Levels
		5.1.1	 First the Culture, then the Structure
		5.1.2	 Against the Downward Spiral
	5.2	 The Lighthouse Model
		5.2.1	 The Basis: Why Do We Exist?
		5.2.2	 What Is Our Self-Image/Identification?
		5.2.3	 What Do We Base Our Actions On?
		5.2.4	 Which Roles with Which Competences Do We Need on Board?
		5.2.5	 How Do We Rebuild for Change?
		5.2.6	 What Effect Do We Create in Our Environment? What Contribution Do We Make to the Vision?
	5.3	 What Does a Modern Sales Strategy Look Like?
		5.3.1	 Balanced Scorecard
		5.3.2	 Objectives and Key Results (OKR) and Balanced Scorecard
		5.3.3	 Sales Strategy Canvas
	5.4	 What Do the Twelve Agile Principles Mean for Sales?
	5.5	 The Three Horizons Framework
		5.5.1	 Horizon 1: Optimise and Strengthen Current Distribution
		5.5.2	 Horizon 2: Innovate and Change Distribution
		5.5.3	 Horizon 3: Renew and Explore
	5.6	 The Four Altitudes of Agility
		5.6.1	 Flight Level 1: Operational Team Level
		5.6.2	 Flight Level 2: Coordination and Interface Level
		5.6.3	 Flight Level 3: Organisational Level
		5.6.4	 Flight Level 4: Inter-organisational Level
	References
6: How to Rebuild and Use Swarm Intelligence
	6.1	 From Individual Fighter to Team Player
	6.2	 Storytelling: Transformation Stories You Can Learn From
		6.2.1	 Haier: The World’s Largest Producer of Household Appliances
		6.2.2	 Vodafone Customer Service
		6.2.3	 T-Mobile US
		6.2.4	 Swarovski
		6.2.5	 Bosch
		6.2.6	 PayPal
		6.2.7	 Zalando
	6.3	 Hybrid Model: Six Steps to an Agile Core Team
		6.3.1	 Let’s Start
		6.3.2	 Set-Up: Forming Agile Nuclei
		6.3.3	 Complex Tasks
		6.3.4	 Freedoms and Competences
		6.3.5	 Role and Team Building
		6.3.6	 Agile Expertise
	6.4	 Think Big: Holistic Transformation
	6.5	 Scaling According to the Spotify Model
	References
7: Self-Organized Teams
	7.1	 The Five Competence Areas of Teams
		7.1.1	 Team Spirit and We-Culture for High Identification
		7.1.2	 Trust and Openness for Constructive Communication
		7.1.3	 Responsibility and Commitment for Sustainable Target Achievement
		7.1.4	 Cooperative Attitude and Self-Image for Consistent Self-Reflection
		7.1.5	 Rules and Structures for Smooth and Effective Operations
	7.2	 These Five Disruptive Fields Block Teams
		7.2.1	 Lack of Identification with the Sense of Purpose and Sense of We
		7.2.2	 Fear of Conflict
		7.2.3	 Avoiding the Assumption of Responsibility
		7.2.4	 Lack of Self-Esteem
		7.2.5	 Structure Creates Behaviour
	7.3	 Roles Instead of Positions
		7.3.1	 Causes of the Role Phenomenon
		7.3.2	 Task-Related Roles
		7.3.3	 Behavioural Roles
		7.3.4	 Role Canvas
	7.4	 Agility Level: How Agile Are We as a Team?
	7.5	 How You Decide in a Team
	References
8: How Does Leadership Work in the Sales of Tomorrow?
	8.1	 Synergetic Team Leadership
		8.1.1	 Difference Management
		8.1.2	 Resource Management
		8.1.3	 Structural Management
		8.1.4	 Process Management
		8.1.5	 Development Management
		8.1.6	 Reflection Management
	8.2	 Competence Fields of Agile Leadership or the End of Narcissists
		8.2.1	 Giving Meaning and Orientation
		8.2.2	 Designing a Framework for Self-Organisation
		8.2.3	 Removing Obstacles and Coaching
		8.2.4	 Stimulating Consistent Reflection
		8.2.5	 Networking and Learning New Things
	8.3	 The Five Types of Leadership
		8.3.1	 The Conventional One
		8.3.2	 The Performer
		8.3.3	 The Cooperative
		8.3.4	 The Flexible
		8.3.5	 The Holist
	8.4	 Agile Leadership Principles in Sales
	References
9: The Agile Sales Coach
	9.1	 Internal or External Sales Coaches?
	9.2	 Building a Good Foundation
		9.2.1	 Role Clarity
		9.2.2	 Strengths Orientation
		9.2.3	 Building Trust
	9.3	 The Coaching Process
		9.3.1	 Preparation Phase
		9.3.2	 Warm-Up Phase
		9.3.3	 Information Gathering Phase
		9.3.4	 Reflection Phase
		9.3.5	 Transfer Phase
	References
10: How to Use Frameworks and Agile Methods from the Idea to the Roll-Out
	10.1	Overview of the TPDCA Cycle
	10.2	Think New: Frameworks and Methods for Innovation
		10.2.1 OpenSpace Agility Framework
		10.2.2 Vision and Strategy
		10.2.3 Objectives and Key Results: OKR
		10.2.4 Design Thinking Framework
		10.2.5 Design Thinking Brainstorming
		10.2.6 Walt Disney Walk
		10.2.7 Create Persona
		10.2.8 Empathy Map
		10.2.9 Service Design Thinking
		10.2.10 Customer Journey Map
		10.2.11 Prototyping
	10.3	Plan: Frameworks and Methods for Planning
		10.3.1 Teamcanvas
		10.3.2 Delegation Board and Poker
		10.3.3 Planning Meeting
		10.3.4 User Stories
		10.3.5 Prioritize
	10.4	Do: Frameworks and Methods for Implementation
		10.4.1 Kanban
		10.4.2 Shopfloor 4.0
		10.4.3 Scrum
		10.4.4 Daily/Weekly
	10.5	Check and Act: Frameworks and Methods for Testing and Adaptation
		10.5.1 Review
		10.5.2 Retrospective
		10.5.3 Management Strategy Board
	References
Closing Words