Cracking the Sales Management Code The Secrets to Measuring and Managing Sales Performance

ISBN-10: 0071765735

ISBN-13: 9780071765732

Edition: 2012

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Book details

List price: $26.99
Copyright year: 2012
Publisher: McGraw-Hill Education
Publication date: 10/1/2011
Binding: Hardcover
Pages: 272
Size: 6.75" wide x 10.00" long x 1.00" tall
Weight: 1.276
Language: English

Sue Hershkowitz-Coore is an internationally recognized sales trainer. Her client list includes the world’s most prestigious sales organizations, such as The Ritz-Carlton Hotel Company, MetLife, and Marriott. Sponsored by American Express and designated “Best in Class” by Professional Convention Management Association, Sue is an award-winning speaker and corporate consultant.Jason Jordan is a partner with Vantage Point Performance, a sales management training and development firm. He is a recognized thought-leader and sought-after speaker on the subject of sales management best practices. Jordan lives in Charlottesville, Virginia, where he teaches sales management at the University of Virginia’s Darden School of Business. Michelle Vazzana has personally coached hundreds of sales managers and leaders. Her graduate studies and extensive experience helped bridge the gap between Vantage Point Performance’s groundbreaking research and its practical application for sales managers. She is a popular speaker on the topic of sales transformation.

Metrics, Metrics Everywhere
CRM, Reporting, and a False Sense of Control
The War Room
Got Control?
The Source of the Problem
How Sales Has Trailed Its Peers
The Sales Management Code ... Cracked!
chapter 2 What Can We Really Manage?
Great Sellers Evolve into Great Managers ... Maybe?
It's the Sales Manager, Stupid
Can You Manage a Number?
Our Journey Begins
The Question
Activities, Results, and the Stuff In-Between
The Code Begins to Crack
Business Results�the Company's Health
Back to the War Room
Doing Well
The Problem with "Managing by Results"
Sales Objectives�the Sales Force's Mandates
Smile... For a While
Behold, the Sales Objective
Stuff for Sales Management to Worry About
The Sales Force as Ground Cover
The "Capable" Sales Force
Acquire, Retain, Grow, Repeat
Sell Something... but Not Just Anything
The Sales Force: Revenue Machine or Strategic Weapon?
Sales Activities�the Drivers of Sales Performance
The Missing Metrics on the Wall
Sales Processes, You Say?
The Building Blocks of Control
Fact: Better Processes = Better Sales Performance
Using the Code to Manage Your Sales Force
Building the Foundation for Control
The Building Blocks
Which Sales Process is Best for Our Company?
Rightsizing Your Sales Process
Off the Shelf or Off the Mark?
Does That Also Come in Gray?
Selecting and Collecting Your Metrics
If Sales Management Were a Snap
Choosing Activity, Objective, and Result Metrics
Bringing Back the Smiles
The Shape of Things to Come
Learning to Let Go
Speaking of Reports...
Managing with Processes and Numbers
Now It's Time to Manage
Managing Call Managers
Managing Opportunity Managers
Managing Account Managers
Managing Territory Managers
And Sales Force Enablement
Which Process for Which Objective?
The Treasure Map
An Advanced Degree: Selecting A-O-Rs for the Individual Seller
Mission Accomplished
In Reflection
The Ultimate Status Check
And Finally...
Appendix: Troubleshooting Guide
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