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If you are going to put customers first, get results for them, and get all‐important renewals, then you are going to have to woo, wow, and delight them, as described in Tom Stewart and Patricia O’Connell’s Woo, Wow, and Win: Service Design, Strategy and the Art of Customer Delight.²⁵ When Steve Jobs was CEO of Apple, he made delighting customers his mantra and, in his book The Leader’s Guide to Radical Management, Steve Denning states the first principle of radical management: “The goal of work is to delight clients.”²⁶ More and more sales organizations of major companies are evaluating and compensating their salespeople based on levels of customer satisfaction, service, success, and, in effect, delight. That means that salespeople must not only make a sale, but also delight customers and partners by means of excellent service after the sale. Chapter 14: Customer Success covers the techniques of delighting customers and partners.

In some smaller organizations with a limited sales staff, all four of the above objectives might be assigned to a single salesperson. However, in larger media organizations such as Facebook, CBS, or iHeart Media some of the above objectives might be divided into separate and discrete functions. For example, getting results for partners might be the overall objective of all sales job functions, but developing new business might be the objective given to a business development or partnership staff, retaining and increasing current business might be the objective of an agency sales staff, and delighting partners might be the objective of an account management or customer success staff.