Jim Koch

Susan Silbermann

<h2>How One Entrepreneur Learned to Sell (in a Barroom)</h2><img decoding="async" src="/resources/images/article_assets/hbr/1207/R1207J_KOCH.jpg" alt=""> Photograph by Kelvin Ma

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Reprint: R1207J 
In this collection of short essays, six executives describe their sales-related success. Jim Koch, of Boston Beer, remembers visiting bars with cold beer in his briefcase: If he could get the manager to taste Sam Adams Lager, he&#8217;d make a sale. James Farley, of Ford, sees car salespeople as a cross between problem-solvers and concierges: They help customers figure out complicated electronics, and in China they may even provide rudimentary driving lessons. Susan Silbermann, of Pfizer, describes selling in Latin America, where drugstores are small and independent, advertising directly to consumers isn&#8217;t allowed, and physicians spend time building relationships with salespeople. Duncan Mac Naughton, of Walmart, gives advice to potential vendors&#8212;no matter how small&#8212;on how to get their products onto his company&#8217;s shelves. Phil Guido, of IBM, relates the company&#8217;s move into solution selling, using as an example the city operation center IBM created for Rio de Janeiro. Suresh Goklaney, of Eureka Forbes, emphasizes the personalized approach of his company&#8217;s 8,000 door-to-door salespeople, who draw the entire family into their demonstrations.

The View from the Field

Reprint: R1207J In this collection of short essays, six executives describe their sales-related success. Jim Koch, of Boston Beer, remembers visiting bars with cold beer in his briefcase: If he could get the manager to taste Sam Adams Lager, he’d make a sale. James Farley, of Ford, sees car salespeople as a cross between problem-solvers and concierges: They help customers figure out complicated electronics, and in China they may even provide rudimentary driving lessons. Susan Silbermann, of Pfizer, describes selling in Latin America, where drugstores are small and independent, advertising directly to consumers isn’t allowed, and physicians spend time building relationships with salespeople. Duncan Mac Naughton, of Walmart, gives advice to potential vendors—no matter how small—on how to get their products onto his company’s shelves. Phil Guido, of IBM, relates the company’s move into solution selling, using as an example the city operation center IBM created for Rio de Janeiro. Suresh Goklaney, of Eureka Forbes, emphasizes the personalized approach of his company’s 8,000 door-to-door salespeople, who draw the entire family into their demonstrations.

The View from the Field

Resumen.

How One Entrepreneur Learned to Sell (in a Barroom)

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