In the new VUCA (Volatile, Uncertain, Complex and Ambiguous) world that we live in, there are new rules that will reshape many of the components of sales management, from prospecting, to lead qualification, to closing and relationship management. This chapter will explore the impact of technology, data proliferation, and omni-channel customer touch points on how organizations will manage their sales process and the sales teams in the integrated online and offline worlds (O2O sales). The digital-age consumer and the digital-age sales team will have different communication needs and tools that need to be addressed by sales leaders to ensure their organizations' success and competitiveness in this new landscape. Customer insights is the new name of the game and it needs to be developed using techniques such as content management, user experience management, performance analytics, machine learning, and artificial intelligence. Effectively and efficiently managing the sales process and the sales practices in the digital age will be the new challenge that organizations need to face as some types of sales jobs might disappear (order takers) and new jobs will need to be developed (sales analysts and data scientists). Todays sales managers need to put science into the art of selling.

This study examines the future of TV and online video platforms in the evolving Egyptian market through using the predictors of use and interaction. Built on the unified theory of acceptance and use of technology, and the theory of technology discontinuities and platforms development, this study extends its framework to explore the relationship between the intention of use and the interaction with content behavior. A sample size of 396 university students answered the survey questions. Unlike other studies, the study found that the perceived ease of use (PEU) is the only variable that is positively correlated to the intention to use online video platforms, yet it shows a significant positive relationship between consumer characteristics (including instrumental orientation [IO], perceived behavioral control [PBC], online flow experience [FLOW]) and intention to use online video platforms. Results show that people are watching less TV, yet the low disposable income might be a serious challenge toward the growth of video platforms. This study offers valuable indicators about changing consumer behavior in the research-weak transitional Egyptian media system.

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Brand experience is still an exploratory area, and despite the increase in the research on it, there are still many challenges in defining the relationships between online and offline experiences, and how both can affect the brand equity of the organization. This chapter addresses a relationship between the in-store brand experience, online brand experience, customer satisfaction, and brand equity according to a new study that combined these four constructs together and compares its results with previous studies. Some researchers have presented the relationship between brand experience and brand equity in stores, and others have examined this relationship in the online environment. However, the effect of a combination of online and offline brand experience on brand equity together has not been found in one study. Consequently, the aim of this chapter is to present interesting findings from a study carried out in Egypt on the effect of online and offline brand experience on brand Equity.

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