The Last Link: Closing the Gap That Is Sabotaging Your Business
This book's vague title obscures its real subject: how sales people and their managers can better support corporate strategy by streamlining the sales process. Consultant Crawford urges executives to focus on what he calls "Pivotal Agreements": elements that are crucial in determining whether every sale meets broader company objectives. For example, if a sales team doesn't achieve the pivotal agreement to defer price negotiations until late in the sales cycle, prices will probably fail to satisfy profit objectives. To create appropriate pivotal agreements, Crawford recommends a "3D Model" involving data, dialogue and discipline to "close the gap" between strategy and sales. The concept is sound, and the author's warning that merely racking up a high volume of sales is unlikely to guarantee long-term profitability is well taken. But the book is larded with consultant-speak, short on concrete details and lacks examples. Three pages about the importance of "the Sales Execution Plan" explain this document's value, but don't provide a sample or show readers how to create one. The book concludes with a playlet in which executives commit sales blunders that the author warns against—a last-ditch attempt to make this tome a bit more vivid.(Mar.)Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.