A practical framework that helps sales professionals zero in on the metrics that really matter--enabling them to align their sales forces tactics with organizational strategy to dramatically boost efficiency and effectiveness
A practical framework that helps sales professionals zero in on the metrics that really matter--enabling them to align their sales forces tactics with organizational strategy to dramatically boost efficiency and effectiveness
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.
Inhaltsangabe
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
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
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