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

The Secrets to Measuring and Managing Sales Performance. Forew. by Neil Rackham

Jason Jordan, Michelle Vazzana

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Beschreibung

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 metrics you must collect

  • Which metrics you can "manage" and which ones you can't

  • How to prioritize conflicting sales objectives

  • How to align seller activities with business results

  • How to use CRM to improve the impact of coaching

As Neil Rackham writes in the foreword: "There's an acute shortage of good books on the specifics of sales management. Cracking the Sales Management Code is about the practical specifics of sales management in the new era, and it fills a void."

Cracking the Sales Management Code fills that void by providing foundational knowledge about how the sales force works. It reveals the gears and levers that actually control sales results. It adds clarity to things that you intuitively know and provides insight into things that you don't. It will change the way you manage your sellers from day to day, as well as the results you get from year to year.

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.

Produktdetails

Einband gebundene Ausgabe
Seitenzahl 256
Erscheinungsdatum 01.10.2011
Sprache Englisch
ISBN 978-0-07-176573-2
Verlag MCGRAW-HILL Professional
Maße (L/B/H) 23.6/15.8/2.7 cm
Gewicht 515 g
Abbildungen mit Illustrationen
Verkaufsrang 3455

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  • 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