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PART 3 Using the Code to Manage Your Sales Force
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PART 3 Using the Code to Manage Your Sales Force
by Michelle Vazzana, Jason Jordan
Cracking the Sales Management Code
Cover Page
Cracking the Sales Management Code
Copyright Page
Contents
Foreword
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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CHAPTER 5 Sales Activities—the Drivers of Sales Performance
Next
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CHAPTER 6 Building the Foundation for Control
PART
3 Using the Code to Manage
Your
Sales Force
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