Cracking the sales management code the secrets to measuring and managing sales performance
Boost sales results by zeroing in on the metrics that matter most “Sales may be an art, but sales management is a science. Cracking the Sales Management Code reveals that science and gives practical steps to identify the metrics you must measure to manage toward success.” —Arthur Dorfman, National...
| Autor Corporativo: | |
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| Otros Autores: | , |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York, New York State :
McGraw-Hill Education
2012.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628639406719 |
Tabla de Contenidos:
- Cover
- Contents
- Foreword
- Part 1 Metrics, Metrics Everywhere
- Chapter 1 CRM, Reporting, and a False Sense of Control
- The War Room
- Got Control?
- The Source of the Problem
- How Sales Has Trailed Its Peers
- Part 2 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
- Chapter 3 Business Results-the Company's Health
- Back to the War Room
- Doing Well
- The Problem with "Managing by Results"
- Chapter 4 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?
- Chapter 5 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
- Part 3 Using the Code to Manage Your Sales Force
- Chapter 6 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?
- Chapter 7 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
- Chapter 8 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
- Chapter 9 Mission Accomplished
- In Reflection
- The Ultimate Status Check
- And Finally . . .
- Appendix: Troubleshooting Guide
- Index.
