Description
Book SynopsisBoost sales results by zeroing in on the metrics that matter most
âœSales 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.â
âArthur Dorfman, National Vice President, SAP
âœCracking the Sales Management Code is a must-read for anyone who wants to bring his or her sales management team into the 21st century.â
âMike Nathe, Senior Vice President, Essilor Laboratories of America
âœThe 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 fieldâand this book tells how do to that in an easy-to-understand, actionable manner.â
âMichael R. Jenkins, Signature Client Vice President, AT&T Global Enterprise Solutions
âœThere are things that can be managed
Table of Contents
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
