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040			_aMSU _cMSU _erda
100	1		_aPiercy, Niall. _eauthor
245	1	4	_aThe implications of lean operations for sales strategy: from sales-force to marketing-force _ccreated by Niall Piercy and Nick Rich
264			_aAbingdon _bTaylor and Francis _c2009
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of Strategic Marketing _vVolume 17, number 3 and 4,
520			_aLean operating principles are based on the systems of Toyota Japan. Companies around the world, in all sectors of the economy, now embrace these approaches to improve quality, cost and productivity. Different purchasing and sourcing practices in lean organisations mean that winning sales from them requires major changes to sales strategy and practice. This process has not been fully explored. Serving lean customers, who demand complete transparency across the supplying organisation and focus on capability not cost, has proven problematic for traditional sales departments. Further, as supplying organisations themselves become lean (this transformation being a result and requirement of selling to a lean company), organisational redesign extends from operations into sales. This paper illustrates the shifts needed in sales approach and strategy in selling to, and subsequently, becoming a lean business. The role of this future-sales-force is considered in relation to its shift towards a marketing-orientated rather than sales-push strategy.
650	4		_aSales force
650	4		_aMarketing
650	4		_aChanging role
700			_aRich, Nick. _eauthor
856			_uhttps://doi.org/10.1080/09652540903064738
942			_2lcc _cJA
999			_c157192 _d157192