Cracking the sales management code : the secrets to measuring and managing sales performance / Jason Jordan, with Michelle Vazzana.

Format:

Book

Author/Creator:

Jordan, Jason, 1970- author.

Vazzana, Michelle, author.

Contributor:

Books24x7, Inc.

Language:

English

Subjects (All):

Sales management.

Physical Description:

1 online resource (xiv, 256 p.) : ill.

Edition:

1st edition

Place of Publication:

New York, New York State : McGraw-Hill Education, 2012.

Language Note:

English

System Details:

text file

Summary:

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 Vice President, SAP “ Cracking the Sales Management Code is a must-read for anyone who wants to bring his or her sales management team into the 21st century.” —Mike Nathe, Senior Vice President, Essilor Laboratories of America “The authors correctly assert that the proliferation of management reporting has created a false sense of control for sales executives. Real control is derived from clear direction to the field—and this book tells how do to that in an easy-to-understand, actionable manner.” —Michael R. Jenkins, Signature Client Vice President, AT&T Global Enterprise Solutions “There are things that can be managed in a sales force, and there are things that cannot. Too often sales management doesn’t see the difference. This book is invaluable because it reveals the manageable activities that actually drive sales results.” —John Davis, Vice President, St. Jude Medical “ Cracking the Sales Management Code is one of the most important resources available on effective sales management. . . . It should be required reading for every sales leader.” —Bob Kelly, Chairman, The Sales Management Association “A must-read for managers who want to have a greater impact on sales force performance.” —James Lattin, Robert A. Magowan Professor of Marketing, Graduate School of Business, Stanford University “This book offers a solution to close the gap between sales processes and business results. It shows a new way to think critically about the strategies and tactics necessary to move a sales team from good to great!” —Anita Abjornson, Sales Management Effectiveness, Abbott Laboratories About the Book: There are literally thousands of books on selling, coaching, and leadership, but what about the particulars of managing a sales force? Where are the frameworks, metrics, and best practices to help you succeed? Based on extensive research into how world-class companies measure and manage their sales forces, Cracking the Sales Management Code is the first operating manual for sales management. In it you will discover: The five critical processes that drive sales performance How to choose the right processes for your own team The three levels of sales metri...

Contents:

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.

Notes:

Includes index.

Digitized and made available by: Books24x7.com.

Description based on print version record.

ISBN:

9786613284297

9781283284295

1283284294

9780071769617

0071769617

OCLC:

1024280060