Abstract
The responsibility of turning service expansion into topline growth resides within the sales function. However, mounting evidence suggests manufacturers are unable to capitalize on the expansion of their service portfolio. That is because commercial models have not been sufficiently adjusted to the new realitiy of industrial services becoming increasingly smart. The sales force, too, faces difficulties to adapt. The St.Gallen Industrial Service Sales Framework introduced in this chapter proposes six commercial levers sales leaders can pull to reshape go-to-market plans and the sales organization.
You have to do your own growing no matter how tall your grandfather was.
—Abraham Lincoln
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Classen, M. (2021). Service Sales. In: Friedli, T., Osterrieder, P., Classen, M. (eds) Managing Industrial Services. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-72728-4_7
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