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Our knowledge efforts are primarily focused on go-to-market models, including how to build and profitably sustain integrated, multi-channel capabilities, manage multiple selling models within one organization, and maximize transactional selling on the Internet and through call centers. We also focus our efforts on matters of practical importance to clients facing transitions in their sales and channel organizations, including channel conflict, skill building for both sellers and managers, and systems integration.
View other Sales and Channel Management articles or browse the full set of articles sorted by our services at our Comprehensive Article Listing.
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Steering Customers to the Right Channels
McKinsey on Marketing
November 2004
Companies can reduce their sales and service costs, increase their revenue per customer, and penetrate underserved segments by guiding customers to the most appropriate channels. To do so, companies should gain a clear understanding of their channel economics and develop plans to manage relations with their channel partners.
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Download PDF - 227 kb » | |
Rechanneling Sales
McKinsey Quarterly
2003 Number 3
A decade of change has upset the industrial producers' traditional approach to selling. The time has come for many of them to change their sales channels.
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Read more on the McKinsey Quarterly site » | |
Solutions Selling: Is the Pain Worth the Gain?
Marketing Solutions
April 2003
Companies have adopted "solutions selling" approaches that promise increased margins, win rates, share of wallet, customer retention, or access to new markets. However, three out of four companies fail to see sustainable economic impact. Companies can realize tremendous upside if they rigorously address three fundamental questions.
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Download PDF - 326 kb » | |
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