Sales and Business Models in the Logistics Industry

Ensuring Growth with Innovative Strategies

verfasst von: Alexander Nowroth

Verlag: Springer Fachmedien Wiesbaden

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

Einloggen, um Zugang zu erhalten

Über dieses Buch

This book shows how logistics service providers can develop viable strategies for sustainable growth and thus position themselves for the future. The logistics industry is changing rapidly, and in this one of the most fiercely competitive industries, predominantly stationary distribution organizations are helping to keep their own companies on track for success. However, the existence of these companies has never been more at risk than it is today, as most not only have outdated IT, but also a deficient distribution structure. Especially during the high rate increases of recent years, most companies fell far short of their earnings potential. In terms of volume, they are no longer growing at a sufficient rate or are even risking their continued existence.

The author explains the new rules for success in the logistics industry using examples and shows step by step which trends the future will bring and which strategies must be used to meet these demands today. The book also makes clear how logistics companies can establish a lasting high-performance culture in their sales department and how they can succeed in winning over sales staff and retaining them in the long term.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Upheaval in the Logistics and Sales World: Five Trends You Need to Know!

Abstract

This chapter provides an overview of the market environment and profiles the most important protagonists. We intensively deal with the current, unique market conditions that have led to massive disruptions for many protagonists. Specifically, it is about exponential vs. linear developments. Here, a guide is formulated for how an exponential development can be better managed. We also review the individual business models and examine which protagonists are currently and in the foreseeable future under the greatest pressure to change. In addition, you will receive practical knowledge of how to increase sales efficiency in the short term.

Alexander Nowroth

Chapter 2. The Most Important Players and Business Models at a Glance

Abstract

What distinguishes a bad from a good and a good from an excellent business model? There are hundreds, if not thousands, of books on this topic, but none that specifically address the logistics service industry in this context. The following remarks should therefore not be added to the mass of existing publications, but should rather delimit the different business models of the most important players in the logistics service industry from each other. In addition, I would like to show in concrete terms how the transition to an excellent business model succeeds, because this is indispensable for long-term competitive advantage and margin growth.

Alexander Nowroth

Chapter 3. Sales Management: A Guide to Creating a Long-term Performance Culture

Abstract

In this chapter you will learn why 98% of all sales organizations are too large (so most likely also yours) and how you can master the transition to a leaner, much more efficient organization, for example by reducing overhead costs by 30 to 40% while at the same time increasing sales performance. Furthermore, we will deal with innovative leadership styles: away from an autocratic and towards a meritocratic leadership style that not only binds the best talents to your company and ensures long-term high performance, but also corresponds to the zeitgeist. In addition, you will learn how to reduce administrative and bureaucratic processes in your organization to give your organization much more time for revenue-generating tasks. And last but not least, we will focus on the right incentives to ensure the long-term good performance of your team.

Alexander Nowroth

Chapter 4. How to Win and Retain Talent in the Company

Abstract

In this chapter you will learn what it really takes to successfully find talent and bind it to your company today. And we will see why “Human Resources” play a subordinate role in many companies. We intensively deal with innovative ways of recruiting and dispel the myth of a shortage of resources and skilled workers. At the end of this chapter you will know how to solve the skilled worker problem once and for all!

Alexander Nowroth

Chapter 5. Cross-Selling and Hidden Customer Needs—The Sales Turbo

Abstract

95% of all sales organizations fail in the adaptation of cross-selling strategies and their implementation. Cross-selling has many advantages, and not least, a cross-selling oriented organization increases customer loyalty and makes your company much more innovative. How you can achieve this challenging transformation of your sales into a long-term successful cross-selling organization, I explain step by step in this chapter. On the one hand, we deal with the concept and, on the other hand, with the implementation phase. We also deal intensively with customer needs and how to anticipate them. Because only if your company does this faster than your competitors, will you always stay one step ahead.

Alexander Nowroth

Titel: Sales and Business Models in the Logistics Industry
verfasst von: Alexander Nowroth
Verlag: Springer Fachmedien Wiesbaden
Electronic ISBN: 978-3-658-39756-2
Print ISBN: 978-3-658-39755-5
DOI: https://doi.org/10.1007/978-3-658-39756-2