Sales Management For Dummies
Реклама. ООО «ЛитРес», ИНН: 7719571260.
Оглавление
Bellah Butch. Sales Management For Dummies
Introduction
About This Book
Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part I. Welcome to the World of Sales Management
Chapter 1. You’re a Sales Manager – Now What?
Understanding Your Role as a Sales Manager
Transitioning from Salesperson to Sales Manager
Assessing Your Current Team
Establishing Your Management Style
Chapter 2. So You Got the Job, Now What Do You Do?
Understanding Your Role as Sales Manager
Establishing Your Own Management Style
Displaying the Characteristics of a Successful Leader
Chapter 3. Establishing Good Working Relationships across Departments
Communicating Effectively as a Sales Manager
Listening Carefully and Asking Questions
Navigating Personalities at Work
Writing like a Manager
Avoiding the Pitfalls of Email
Part II. Building the Team
Chapter 4. Who’s On First: Building Your Best Team
Evaluating Your Current Sales Team
Key Elements of a Successful Salesperson
Chapter 5. Adding New Players to the Team
Recruiting New Sales Talent
Interviewing Candidates
Avoiding the So-Called Professional Interviewees
Knowing When to Make the Offer
Chapter 6. Hiring and Onboarding New Staff
Hiring Your Next Superstar
Onboarding: An Annoying Word But an Important Process
Designing a Winning Onboarding Packet
Chapter 7. Defining Your Sales Process and Training Your Team
Mapping the Path from Prospect to Customer: Defining Your Sales Process
Training Your Team on Planning and Prospecting
Presentation Is Everything
Teaching “Asking for the Sale”
Training Your Team in Finalizing the Sale
Training Your Team to Request Referrals
Knowing the Product
Making the Most of Sales Technology
Part III. Training and Development
Chapter 8. Defining Your Expectations
Defining Your Expectations in Writing
Setting Up the Guardrails: Providing Regular Guidance
Developing an Incentive Program that Works
Chapter 9. Ongoing Training and Helping Your Salespeople Grow
Recognizing the Value of Ongoing Training
Keeping the Fire Burning: Providing Ongoing Training and Development
Spring Training: Planning an Annual Professional Development Event
Bringing in an Outside Trainer
When Less Is Actually More: Avoiding Burnout among Team Members
Chapter 10. Creating and Running an Effective Sales Meeting
Developing a Sales Meeting Calendar
Conducting a Sales Meeting
Avoiding the Pitfalls: What Not to Do
Leave ’Em Wanting More
Part IV. Sales Meetings and Key Performance Indicators
Chapter 11. Measuring What Matters: Key Performance Indicators
The Big Three KPIs
Looking at other Measurable Matrices
Using CRM Software
Looking at the Ultimate Performance Indicator
Chapter 12. Assessing Performance: Keeping Score and Celebrating Wins
Talking about the Money: Sales Forecasts, Budgets, and Goals
Avoiding Complacency: Competition Is Good!
Delivering Effective Praise
Chapter 13. Addressing Poor Performance: Counseling and Critiquing Effectively
Identifying the Cause of Poor Performance
Giving Regular Performance Reviews
Putting It in Writing: When to Issue a Written Warning
Part V. Now You’re Managing
Chapter 14. Inspiring Your Superstars: Managing Your Best People
Managing from the Top Down
Not Treating Everyone the Same But Not Treating Anyone Differently
Creating a Winning Environment
Remembering that Everyone Needs Attention
Chapter 15. Making Cuts: When It’s Time to Let Someone Go
Making the Decision to Fire Someone
Choosing Your Moment Carefully
Keeping It Professional
Chapter 16. Managing for the Future: Developing Careers of Future Leaders
Managing Future Leaders
Identifying the Three Types of People in Every Organization
Building Yourself Out of a Job: Grooming Your Replacement
Selecting Your Replacement
Part VI. The Part of Tens
Chapter 17. Ten Traits of a Successful Sales Manager
Having the Heart of a Teacher
Having the Curiosity of a Student
Exhibiting Fairness
Understanding Empathy
Being a Good Listener
Remaining Humble
Living with Integrity
Being Accessible
Possessing a Positive Attitude
Embracing Change
Chapter 18. Ten Things that Destroy Your Credibility
Being Dishonest
Acting Like a Know-It-All
Showing Favoritism
Failing to Follow Through
Placing Blame
Taking Too Much Credit
Procrastinating
Changing Commissions Unjustly
Sharing Privileged Information
Showing a Lack of Concern
Chapter 19. Ten Signs of a Struggling Salesperson
Failing to Make Required Calls
Frequent Tardiness
Placing Blame
Disappearing during Work Hours
Lack of Participation
Falling Customer Satisfaction
Deteriorating Physical Appearance
Increasingly Negative Attitude
Noticeable Lack of Motivation
Taking an Abnormal Amount of Time Off
Chapter 20. Top Ten Apps for a Busy Manager
Evernote
Any.do
Audible
Downcast
E-Readers
Customer Relationship Manager Apps
Scanner Pro
Calendars 5
WAZE
About the Author
Dedication
Author’s Acknowledgments
WILEY END USER LICENSE AGREEMENT
Отрывок из книги
“I’d like you to consider taking over as Vice President of Sales.” I can still hear those words ringing in my ears more than 20 years after they were uttered by the man who is my mentor to this day.
At the time, he was president of the company and had called me into his office one afternoon in early 1995. Was I in trouble? Had I done something wrong? He and I had a great relationship, but a closed-door, spur-of-the moment meeting was a bit strange.
.....
Within this book, you may note that some web addresses break across two lines of text. If you’re reading this book in print and want to visit one of these web pages, simply key in the web address exactly as it’s noted in the text, pretending as though the line break doesn’t exist. If you’re reading this as an e-book, you’ve got it easy – just click the web address to be taken directly to the web page.
Any time an author writes a book, they have to make certain assumptions about the reader – and I did. My first assumption is you’re a sales manager (or you’re about to become one) who wants to improve your performance and the performance of your sales team. I assume you understand the sales process and the role you – the sales manager play in it. But, perhaps my biggest assumption is that you know there are things you don’t know. You understand there are things you still have to learn, questions you need answered and a guiding light through some tough situations.
.....