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Agiles Vertriebsmanagement mit Scrum

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Agiler Vertrieb mit Scrum

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Zusammenfassung

Die Welt des Verkaufs ist zu komplex geworden, um von einer einzigen Person verstanden und gemanagt zu werden. Vertriebsleiter brauchen Vertriebsmitarbeiter, die selbstständig denken, entscheiden und handeln. Scrum fördert Mitarbeiterbeteiligung, Autonomie und dezentralisierte Entscheidungsfindung. Scrum sorgt auch dafür, dass selbstorganisierte und autonome Teams nicht einfach tun können, was sie wollen. In diesem letzten Kapitel wird dargelegt, wie dies in Vertriebsorganisationen funktioniert. Sogar selbstorganisierte Teams brauchen Führung. Das Kapitel zeigt auf, wie Vertriebsleiter ihre Scrum-Teams im Vertrieb produktiv und erfolgreich machen können. Es bietet Vorschläge für den Zielsetzungsprozess und die Leistungsmessung in vertrieblichen Scrum-Teams. Die vorgeschlagene Methode zur Vertriebsplanung ist anders als die herkömmlichen, aber hocheffektiv. Wir lernen, wie die Vertriebsplanung mit Scrum zu genaueren und zuverlässigeren Ergebnissen führen kann. Vertriebsteams können agile Festpreisverträge und eine entsprechende Preisgestaltung nutzen, um für Kunden und Anbieter gegenseitigen Nutzen zu schaffen. Die vertriebsspezifischen Anforderungen müssen beachtet werden, wenn der Übergang zur agilen Arbeitsweise erfolgreich sein soll. Checklisten, Übungen und Werkzeuge, die Vertriebsorganisationen bei der Bewältigung dieses Übergangs unterstützen, werden bereitgestellt.

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Notes

  1. 1.

    Siehe auch den Begriff „Ringelmann-Effekt“ (Ingham u. a., 1974).

  2. 2.

    In der Scrum-Gemeinde gibt es eine Debatte darüber, was die bessere Option ist: neue Teammitglieder für einen bestimmten Sprint hinzuzufügen oder das Team intakt zu lassen und zusätzliche Ressourcen als „Subject Matter Experts“ (SMEs) zur Verfügung zu stellen.

  3. 3.

    Nerdinger (2014, 84) beschreiben Führung als „die bewusste und zielgerichtete Einflussnahme auf Menschen“.

  4. 4.

    https://dictionary.apa.org/gestalt-therapy.

  5. 5.

    Eine Einschränkung in Steenbergs Studie liegt in der Tatsache, dass das Team, das sich auf vorlaufende Indikatoren konzentrierte, ein B2C-Vertriebsteam und das Team, das nachlaufende Indikatoren verwendete, ein B2B-Vertriebsteam war.

  6. 6.

    Projekt Gutenberg auf Spiegel online (2020) https://www.projekt-gutenberg.org/friedri2/testame1/chap006.html.

  7. 7.

    Diese Zahl basiert auf den Beobachtungen des Autors während eines Beratungsprojekts für diesen Hersteller in den Jahren 2017–2019.

  8. 8.

    https://agilemanifesto.org/principles.html.

  9. 9.

    https://www.businesswire.com/news/home/20171110005551/en/Sales-Reps-Spend-37-Time-Selling-Research.

  10. 10.

    https://agilemanifesto.org/principles.html.

  11. 11.

    Kübler-Ross dürfte sich bei ihrer Arbeit auf die Phasenmodelle von Beatrix Cobb, John Bowlby und Colin Murray Parkes (Konigsberg, 2011, S. 96) gestützt haben. Alternative Modelle sind z. B. Kotter (1996).

  12. 12.

    Das Akronym, das Schwaber für das Enterprise Transition Team verwendet, lautet tatsächlich ETC und nicht ETT, wie man erwarten könnte (Schwaber 2007, S. 9).

  13. 13.

    https://trustedadvisor.com/why-trust-matters/understanding-trust/the-trust-quotient-and-the-science-behind-it.

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    Michael J. Scherm

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Scherm, M.J. (2024). Agiles Vertriebsmanagement mit Scrum. In: Agiler Vertrieb mit Scrum. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-42460-2_6

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