Lead sales as an enterprise wide business system – rather than as processes or I.T. instruments, ("SALES SYSTEM MANAGEMENT" - leading sales with a system approach)
Lead that system to healthy, sustainable sales growth,
by resolving the constraints in your key sales systems: (see Goldratts theory of constraints)
- the KEY ACCOUNT SALES SYSTEM (the "OPPORTUNITY ENGINE") - the business system creating and winning business opportunities,
- the PRODUCT SALES SYSTEM - the business system creating the key products and bringing them to sales success,
- the TOTAL SALES SYSTEM - the system that leads sales to the strategic goal of the enterprise. <TOP>

LEADING KEY ACCOUNT SALES WITH A SYSTEM APPROACH <TOP>

When faced with the task to lead a key account sales force executives must find answers to critical questions:

Which decisions do I need to take to lead my key account sales to top performance?

Which accounts should we serve – and from which should we “qualify out”?
Which sales goal should I set for my key account teams – how to know if it is too high or too low?
Which cost budget should I assign to each key account team?
Which opportunities should we work on – and which should we NOT engage in?
What do I myself need to do to ensure that our win plans "make sense"?

DELTA T-Selling® views the KEY ACCOUNT SALES SYSTEM as the OPPORTUNITY ENGINE - the business system which creates and wins business opportunities. By leading the Opportunity Engine with DELTA T-Selling® the sales executive finds clear answers to these questions:

Focusing the sales force on accounts where the enterprise can support in their efforts to resolve their constraints - else deciding to qualify out.
Setting sales goals based on opportunities created innovatively for supporting the account’s key initiatives,
Defining dynamic cost budgets focused on opportunity portfolios - so the account teams can flexibly adjust their resources to the opportunities,
Leading resolution of opportunity constraints - by reviewing their position in the risk/return portfolio and taking the decisions to resolve their constraints, (applying methods from Goldratts theory of constraints),
Leading constraint focused opportunity win plans.

LEADING PRODUCT SALES WITH A SYSTEM APPROACH <TOP>

When faced with the task to lead product sales executives must find answers to critical questions:

Which decisions do I need to take to lead my key products to success in the market?

How can I lead the enterprise to resolve the seemingly everlasting conflicts between "product development", "product marketing" and "product sales"?
How to lead the product cycle from design to market success to superior speed?
Which sales goals should I set or accept for our key products?
Which criteria must these products fulfill to allow us to reach this goal?
How can I find out what REALLY keeps our products from being successful?
Which decisions do I need to take to REALLY remove these obstacles?

DELTA T-Selling® views PRODUCT SALES sales as the BUSINESS SYSTEM containing all people, processes, functions, management decisions which have influence on the success of a product in the market. Leading based on the DELTA T-Selling® methodology sales executives guide this business system by:

Viewing product sales as a wide reaching business system,
Leading the critical chain of the total product cycle,
Setting sales goals for key products based on opportunity portfolios,
Defining and positioning key products relative to your key account’s constraints,
Leading the enterprise management team to resolve the constraints blocking product success.

LEADING THE WHOLE SALES ORGANIZATION WITH A SYSTEM APPROACH <TOP>

When faced with the task to lead the whole sales effort of their enterprise sales executives must find answers to these questions:

WHICH DECISIONS DO I NEED TO TAKE TO LEAD MY ENTERPRISE SALES ORGANIZATION TO OUTSTANDING RESULTS?

Which strategic sales goal should I set? - high enough to result in healthy growth and low enough to be achievable?
Which key decisions do I need to take to lead my whole sales organizations to this goal?
By which critical success measures should I rate the performance of my managers?

DELTA T-Selling® views THE ENTERPRISE SALES SYSTEM sales as the BUSINESS SYSTEM containing all people, processes, functions, management decisions which have influence on the sales success of the enterprise. Leading based on the DELTA T-Selling® methodology sales executives provide guidance for this business system by:

Viewing sales as an enterprise wide business system,
Defining strategic sales goal for that system,
Defining the critical success criteria which will allow that system to reach the strategic goal,
Leading the sales system based on an „operational plan“ which defines and tracks delivery of the „vital few“ commitments for each responsible person,
Leading the „operational plan“ as a management owned project.

THE DELTA T-SELLING® TOP MANAGEMENT PROJECT <TOP>

DELTA T-Selling® is a management practice - not just a methodology. It demands management to adopt a new frame of mind - reevaluating management methodologies in place before - most important adopting Goldratts theory of constraints as methodology to lead the sales organization.

The best way to adopt DELTA T-Selling® is to lead the sales system through a top management project - directly to the goal of increased sustainable and profitable sales results.

THE BOOK ABOUT DELTA T-SELLING® "UNBLOCK THE POWER OF YOUR SALES FORCE!" <TOP>

An introduction to Goldratts theory of constraints for sales managers,
A description of the elements of managing sales with a system approach (sales system management, SSM)
- how to lead the "opportunity engine",
- how to lead the product sales system,
- how to lead the enterprise sales system
how to lead a sales management team through the transformation into sales system management with DELTA T-Selling®
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