Rethinking the Sales Force: Redefining Selling to Create and Capture Customer Value is a book by Neil Rackham and John DeVincentis, published in 1999. The book argues that sales forces need to change with the rapidly changing times, and offers strategies and examples for how they can successfully adapt. The guidance remains relevant to this day.

The main premise of the book is that selling is no longer about communicating the value of products or services, but about creating value for customers. Customers have more power, information, and choices than ever before, and they expect salespeople to help them solve their problems and achieve their goals. Salespeople need to shift from being product-pushers to being value-creators.

The book identifies four types of selling situations based on two dimensions: how well-defined the customer's needs are, and how differentiated the seller's offerings are. These are:
- Transactional selling: The customer's needs are well-defined and the seller's offerings are not differentiated. This is a low-value situation where price is the main factor. Salespeople need to be efficient and responsive, but not spend too much time or resources on each sale.
- Consultative selling: The customer's needs are well-defined but the seller's offerings are differentiated. This is a medium-value situation where quality and service are important factors. Salespeople need to communicate their unique value proposition and build trust and loyalty with customers.
- Enterprise selling: The customer's needs are not well-defined but the seller's offerings are differentiated. This is a high-value situation where innovation and customization are key factors. Salespeople need to collaborate with customers to co-create solutions that fit their specific needs and goals.
- Commoditized selling: The customer's needs are not well-defined and the seller's offerings are not differentiated. This is a low-value situation where neither price nor quality matters much. Salespeople need to avoid this situation by either finding ways to differentiate their offerings or finding new markets.

The book also provides guidelines for how sales forces can restructure themselves according to these four types of selling situations, such as:
- Segmenting customers based on their value potential and buying behavior
- Aligning sales roles and responsibilities with customer segments
- Developing different sales skills and competencies for different sales roles
- Designing compensation systems that reward value creation rather than volume
- Leveraging technology and channels to enhance sales effectiveness

The book concludes by emphasizing that rethinking the sales force is not a one-time event, but an ongoing process that requires constant monitoring, evaluation, and improvement.

Rethinking the Sales Force is a classic book that has influenced many sales professionals and organizations around the world. It offers a comprehensive framework for understanding how selling has changed in today's markets, and how sales forces can adapt accordingly. It is recommended for anyone who wants to learn more about creating value for customers through effective selling strategies.

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Buy it here: Rethinking The Sales Force