ProActive Sales Management How to Lead, Motivate, and Stay Ahead of the Game

ISBN-10: 0814414567
ISBN-13: 9780814414569
Edition: 2nd 2009
List price: $41.95 Buy it from $0.01
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Book details

List price: $41.95
Edition: 2nd
Copyright year: 2009
Publisher: Amacom
Publication date: 8/1/2009
Binding: Hardcover
Pages: 256
Size: 6.50" wide x 9.50" long x 1.00" tall
Weight: 1.144
Language: English

William "Skip" Miller (Los Gatos, CA) is president of M3 Learning, a sales and management development company, and an instructor for numerous AMA sales management training programs. He is the author of ProActive Selling (978-0-8144-0764-6), ProActive Sales Management (978-0-8144-0545-1), and Ultimate Sales Tool Kit(978-0-8144-7400-6).

Acknowledgments
Preface
ProActive Sales Manager-Defining the New Breed of Sales Manager
What Is the Actual Role of the Sales Manager?
What Makes a Successful Salesperson?
What Makes a Successful Sales Manager/
What are the Similarities Between the Two Skills?
What Tasks Does the Sales Manager Perform on a Day-to-Day Basis?
What Expectations are Placed on the Sales Manager?
Manage the Process, Not Just the People
The First Tool-Think Three To Six Months Into The Future
The Second Tool-Be ProActive
The Third Tool-Develop Objectives-M2O/t
The Fourth Tool-Call For Help
The Fifth Tool-Have Your People Effectively Manage Themselves
How Do I Know Whether I Am an Effective Leader?
Grenade Walls
Two Rules of Leadership
Creating a Sales Culture Is Job #1
Sales Cultures and the Ability to Communicate Them
The Pygmalion Effect
Thinking ProActively-Thinking in the Future
Current Sales Culture
Current Company Culture
Sales Team Culture Nine to Twelve Months Out
Creating the Culture ProActively and Implementing It
Be The Future
Think Culture Before Tactics
Go Backward
Create And Communicate Your M2O/t's
The Value Pyramids-Advanced FutureVsion Workshop
You Can't Ride the Bus
Manage the Right Things-Time and People
Managing Time
Maximize and Invest
The Sales Manager 80/20 Rule
Managing the A Players
Show Me the Money-An Insurance Policy
Planning-Focus on Tomorrow; Today Is Over powerHour
Measure It-Setting Measurable Objectives That Work
Revenue Numbers Are Reactive
Revenue Numbers Measure the Wrong Thing
Subjective and Objective Measurements
The Skip Miller Sales Management Success Formula
Frequency
Competencies
Miller17
Finding and Recruiting the Best Sales Team
How to Interview and Hire the Right Salesperson the First Time
The Law and the interview
Questions You Cannot Ask
The Hiring Process
The Three Process
Intial Homework
View Your Current Organization and Culture
Objective Sales Team Culture Assessment
Where to Find the Good Ones
Distribution Channels for Candidates
Recruiting
Advertising
Prepare for the Interview
Objective and Subjective Measurements
The Interview Process
The A-B-C Interview Process
The Twenty-Minute Interview Process
A Simple But Effective Interview Process: Connect-Draw-Give-Close
Interview-Sales Call
Tools for the Sales Interview
Who Closes Whom
Characteristics of a Great Salesperson
ProActive Reference Checks
The Offer That Works
The Subjective Interview: The Final Assesment
Celebrate Success: Closing the Deal
Corrective Action
Starting a Corrective Action Process
The Corrective Action Process
Counseling
Written Warning
Use of Metrics
Final Written Warning
Termination
Termination Guidelines
It's Not Your Responsibility
Coaching and Counseling Through the Process
Final Thoughts
ProActive Management Skills
Coaching and Counseling: How to Be a Master Communicator in Any Organization
Coaching and Counseling
The Coaching/Counseling Wheel
The Coaching Sales Call
The Coaching Call
The Joint Sales Call
The Unexpected Sales Call
Focus on the A Players
Coaching and Counseling Your Boss Effectively
Motivation-Know Why People Do What They Do and Be One Step Ahead
Praise
Reward and Recognition
Learn-and-Grow Challenges
Motivational Direction
Using Technology to Communicate
If You Can't Measure It, Why Do It?
Track the Maybes
Keep the Insurance
Manage to One Sheet of Paper: The 30-60-90 Report
30-60-90 Rules
The 30-60-90 Report
Effective Reports in Ten Minutes a Week
Geeting Reports in on Time
What Kind of a Manager Are You?
Expense Management
Territory Planning, Compensation, and Rewards
Strategically Deploying the Sales Team
The ProActive Sales Matrix
Dead Zone
Maintain Zone
Red Zone
Compensation
Strategic vs. Tactical cCompensation
ProActive Compensation Guidelines
Compensation and Territory Timing
The Law of Compensation Plan Timing
The Revenue Curve
Stack Rankings
Sales Training
The Five Sales Competencies
Create Leverage-Rewards and Praise
Stay Focused or Pay Free Money
Sales Meetings
When and How to have successful Sales Meetings
Agenda Planning
Time Planning
Content Planning
Optional Meetings
Create the ProActive Action Plan
The Coaching Wall of Principles
Setting Goals and Making Them Work
Short-Term vs. Long-Term Goals
Measurable Goals
Communication
Go and Make Difference
The A-B-C Bell Curve Applies to Managers as Well
The Support Structure Back at the Office
The Technology of Sales
Decreasing Order Time
Increasing the Salesperson's Ability to Sell
Increasing Breadth and Depth
The New Process
The New Dashboard
Getting Things Done in a Team Sell
Getting Things Done with Your Customers
Discipline and the Will to Change
Index

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