洋書 - Cracking the Sales Management Code

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

Key Takeaways

AOR

1. Sales Activities : the Drivers of Sales Performance
2. Sales Objectives : the Sales Force’s Mandates
3. Business Results : the Company’s Health

Sales Activities -> Sales Objectives -> Business Results : AOR!

5 Sales Processes

For Sales rep - COAT!

1. Call management - Planning and conducting individual customer interactions
2. Opportunity Management - Strategically navigating a multi call sales cycle
3. Account Management - Maximizing long-term value from a single customer
4. Territory Management - Allocating effort efficiently across different types of customers

For Sales management

Sales force enablement - Investing in improved sales force execution

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目次

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