Index
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Account Management
activities, 119–21
as building block of control, 104
issues, 123–26
prevalence of, 105
tools, 122–23
Account managers, managing, 216–20
Account Plans Completed, Percentage of, 23, 25, 32, 121
Accounts Assigned per Rep, Number of, 25, 129
Accuracy of effort, measuring, 74
Activities, Sales. See also Sales processes
manageability of, 29
missing metrics and, 97–99
organizational results and, 241–43
prevalence of, 28
sales processes and, 99–103
separating Sales Objectives from, 30–31, 240
Activity-level data, collecting, 97–99
Ad hoc processes, 140, 141, 142
Adherence to Call Planning Process, 108, 109
Allocation of effort, 129–30
Analysis paralysis, 6–8
Anticipated revenue, 45
A-O-R metrics (Activities, Objectives, and Results)
assigning quantitative values to, 191–92
managing with processes and, 232–36, 237–38
nonlinear example of, 195–97
removing, 197–99
selecting, 189
Smile-a-While example illustrating, 192–95
Assessment, sales force, 135, 137, 138
Business Results
financial measures of, 39, 40–44, 59, 60
importance of, 37–38
manageability of, 29, 56–58, 59
Market Share measures of, 39–40, 54–56, 60
prevalence of, 28
primary function of, 38
problems with managing by, 56–58
Satisfaction metrics and, 39, 40, 49–54, 59, 60
three main measures of, 39, 59
wellness and, 38–39
Call Management
activities, 107–108
as building block of control, 103, 104, 143
importance of, 106–7
issues, 110–12
prevalence of, 105
quality of customer interactions and, 225
Sales Force Capability and, 225, 226
sales pipeline and, 116–18
shades of processes for, 183–84
tools, 109–10
Call managers, managing, 209–13
Call Plan Usage, 103, 144, 202
Call planning
basic call management process, 108
brief description of, 107
formal, 111
issues, 110–12
tools, 109–10
Call-pattern design tool, 130, 131
Capability, Sales Force
example using, 79–81
frontline sales managers and, 82
metrics included in, 77, 80, 94
prevalence of, 72
processes that influence, 227–28, 230
Causal chain for sales management, 32, 33, 35
Certified salespeople, 137
Change management
blunders, 176–79
comprehensively minimalist approach to, 179–81, 185
overengineering and, 178–79
Close Rates, 78, 80–81, 213–16, 224
Coaching Quality Index, 80, 82
Coaching Reps, Time Spent, 23, 24, 27, 105, 137, 144
Coaching salespeople individually, 134, 137
Compound metrics, 42–44
Comprehension of Product Information, 78, 80, 201
Control, false sense of, 5–6
Cross-Sell Rate, 87, 89, 90, 94
Cross-selling
Account Management and, 165, 166
example of, 88
Curse of Intimacy, 51–52
Customer assignments, 129
Customer Focus
example using, 84–86
metrics included in, 83, 85, 94
prevalence of, 72
processes that influence, 226, 228, 230
sales roles and, 158
Customer mix, 85
Customer prioritization, 127, 128, 130
Customer relationship management (CRM)
analysis paralysis and, 6–8
disappointment over, xiii–xiv
increased reporting and, 3, 4, 5, 6
percentage of reps using, 25, 137, 144, 202
replacing system of, 138–39
sales management code and, 8–10
Customer Retention Rates, 29, 83, 84, 85
Customer Satisfaction and Employee Satisfaction metrics, 49, 50–51, 53, 59, 60
Customer Satisfaction Rating, 27, 53, 60
Customers
focusing on the right, 71, 82, 84–86
Customers per Rep, Number of, 129, 144
Data collection and reporting activity-level data, 97–99
analysis paralysis and, 6–8
A-O-R metrics, 189–97
control over performance and, 5–6
CRM tools for, 3–5
removing metrics, 197–99
reports, 199–204
summary on, 204–5
Deal Win/Loss Ratio, 77, 78, 79, 80
Deals Advancing by Stage, Percentage of, 77
Debriefing session, post-call, 108
Deming, W. Edwards, 176
Dynamic processes, 140, 141, 142
Ease-of-Doing-Business Index, 49, 53
Efficiency of effort, measuring, 74
Employee Engagement Index, 49, 53
Employee Intent to Stay, 49, 53
Employee Satisfaction metrics Customer Satisfaction metrics and, 49–51
list of, 53
organizational success and, 50–51
Enablement, Sales Force
activities, 133–36
defined, 105, 132–33, 143, 145
issues, 138–39
objectives influenced by, 230
when to use, 169–70
Financial metrics. See also Sales metrics; Sales objectives
prevalence of, 40
Revenue per Anything, 42–44
sample metrics, 60
Fire-Fighting, 131
Forecast Accuracy, Manager’s, 80
Forecasts, defined, 45
Formal call planning, 111
Formal processes, 140, 141, 142
Frontline sales managers
advice for, xi–xii
capability of sales force and, 82
sellers versus, 13–15
Generally accepted accounting principles (GAAP), 8, 9
Gross Profit, 27
Informal processes, 140, 141, 142
Information overload, 6–8
Intimacy, Curse of, 51–52
Jordan, Jason, xi, xii, xiii, 19
Kelvin, Lord (William Thomson), xii
Length of the Sales Cycle, 77, 80, 94, 154
Managers, sales
advice for, xi–xii
coaching by, 82
sellers versus, 13–15
Managing (with processes). See also Processes, sales
Account Management process and, 216–20
A-O-R metrics and, 232–36, 237–38
brief explanation of, 207–9
Call Management process and, 209–13
Opportunity Management process and, 213–16
Sales Force Enablement and, 223–25
summary on, 237–38
Territory Management process and, 220–23, 224
tool for matching objectives with processes, 225–31
treasure map for, 231–32
Market Coverage
example of using, 74–76
prevalence of, 72
purpose of metrics, 94
reporting, 200
Territory Management activities and, 227
Market Opportunity Covered, Percentage of, 73
Market Share
path leading to greater, 31–33
reasons for tracking, 54–56
Methodology, x, xiii–xiv. See also Managing (with processes); Sales processes
Metrics, sales. See also Business Results; Sales Activities; Sales Objectives
A-O-R (Activities, Objectives, and Results), 189–99, 204–5
Business Results, 26–27, 28, 29, 33, 37–60
categorizing, 19–21
collecting and reporting, 97–99, 199–204, 205
constructing framework of, 21–24
cracking sales management code and, 30–33, 239–43
missing, 97–99
reverse-engineered chain of, 33, 35
Sales Activities, 24–26, 28, 29, 33, 97–145
Sales Objectives, 28–30, 33, 61–95
three layers of, 33
New customers, acquiring, 83, 85
Number of Accounts Assigned per Rep, 25, 129
Number of Customers per Rep, 129, 144
Number of Reps Assigned Per Manager, 25
Number of Sales Calls Made per Rep, 23, 25, 129, 144, 162
Number of Unique Products Sold per Rep, 87, 89
Objectives, Sales
Customer Focus, 70, 71, 72, 82–86, 93, 94
description of, 28–30, 33, 34, 93–95, 145
“good” sales force and, 90–93
importance of, 93
Market Coverage, 70, 72–76, 93, 94
need for, 64–69
Product Focus, 70, 71, 72, 86–90, 93, 94
Sales Force Capability, 70–71, 72, 77–82, 93, 94
separating Sales Activities from, 30–31, 240
Smile-a-While example illustrating, 61–69, 74–76, 79–81, 84–86, 88–90
Observations of salespeople’s behaviors, 202, 203
Off-the-shelf sales processes, 181–83, 186
Opportunity Management
activities, 112–14
issues, 116–18
prevalence of, 105
Sales Force Capability and, 226
tools, 115–16
Opportunity managers, managing, 213–16
Overengineering change, 178–79
Performance appraisals, 137, 138
Pipeline, sales
as disappearing category, 44–48, 59
forecasting and, 45, 46–47, 48
improving, 116–18
Planning the call
basic call management process, 108
brief description of, 107
formal, 111
issues, 110–12
tools, 109–10
Pricing/negotiating metrics, 80
Proactive management, 99
Processes, sales. See also Managing (with processes)
Account Management, 104, 105, 119–26, 143, 144, 165–67, 170
best sales process for your company, 151–57
better sales performance and, 139–42
as building blocks of control, 103–6, 149–51
Call Management, 103, 104, 105, 106–12, 143, 144, 160–63, 170
defining, 102–6
identifying sales roles and, 158–59
managing with, 207–38
Opportunity Management, 104, 105, 112–18, 143, 144, 163–65, 170
process-role matchmaking, 170–73
relevance of, 185–86
rightsizing your sales process, 176–81
Sales Force Enablement, 105, 132–39, 143, 144, 169–70
selection of, 156–57
selling roles and multiple processes, 173–76
in shades of gray, 183–84
summary on, 143–45
Territory Management, 104, 105, 126–32, 143, 144, 167–69, 170
Product Focus
importance of, 88–90
prevalence of, 72
processes that influence, 229, 230
product mix and product breadth, 87
sales roles and, 158
Product Information, Comprehension of, 78, 80, 201
Productive Time for Reps, Percentage of, 73
Prospecting, example of, 221–23, 224
Prospects, qualifying, 113, 213–16
Qualifying early-stage deals, 113, 213–16
Quality of customer interactions, 225
Rackham, Neil, xiv
Recruiting and hiring salespeople, ix, xi, 134, 136, 137
Repeat Customer Rate, 85
Repeat customers, 119, 165, 166–67
Reporting and collecting metrics
analysis paralysis and, 6–8
control over performance and, 5–6
CRM tools for, 3–5
“human element” complications and, 200–201
importance of, 199–200
manual reporting, 202–3
missing metrics, 97–99
on need-to-know basis, 203–4
removing metrics, 197–99
on Sales Activity, 201–2
summary on, 204–5
Revenue
as alpha metric, 40–41, 43, 188
anticipated, 45
compound metrics and, 42–44
metrics, 48
reverse-engineered chain of sales metrics for, 33–34, 224
Revenue by Product, 87, 89, 94
Revenue from New Customers, 83, 85
Revenue from Target Products, 87, 89
Revenue Growth, 26, 27, 42–43, 48, 66–69, 199
Revenue Growth from Key Accounts, 83, 84, 85
Revenue per Customer Segment, 83, 85
Reverse-engineered chain of sales metrics, 33, 35
Rightsizing your sales process change-management
perspective for, 176–78
comprehensively minimalist approach for, 179–81
overengineering a sales process, 178–79
Roles, selling
multiple processes and, 173–76
Sales, discipline of, 8–10. See also Three Ms for sales success
Sales Activities. See also Sales processes
manageability of, 29
missing metrics and, 97–99
organizational results and, 241–43
prevalence of, 28
sales processes and, 99–103
separating Sales Objectives from, 30–31, 240
Sales call planning
basic call management process, 108
brief description of, 107
formal, 111
issues, 110–12
tools, 109–10
Sales Cycle, Length of the, 77, 80, 94, 154
Sales cycle advancement, measures of, 80
Sales Education Foundation, xii, 19
Sales Force Capability
example using, 79–81
frontline sales managers and, 82
metrics included in, 77, 80, 94
prevalence of, 72
processes that influence, 227–28, 230
Sales Force Enablement
activities, 133–36
defined, 105, 132–33, 143, 145
issues, 138–39
objectives influenced by, 230
when to use, 169–70
Sales managers
coaching by, 82
importance of, 15–18
sellers versus, 13–15
Sales methodology, x, xiii–xiv. See also Managing (with processes); Sales processes
Sales metrics. See also Business Results; Sales Activities; Sales Objectives
A-O-R (Activities, Objectives, and Results), 189–99, 204–5
Business Results, 26–27, 28, 29, 33, 37–60
categorizing, 19–21
collecting and reporting, 97–99, 199–204, 205
constructing framework of, 21–24
cracking sales management code and, 30–33, 239–43
missing, 97–99
reverse-engineered chain of, 33, 35
Sales Activities, 24–26, 28, 29, 33, 97–145
Sales Objectives, 28–30, 33, 61–95
three layers of, 33
Sales Objectives
Customer Focus, 70, 71, 72, 82–86, 93, 94
description of, 28–30, 33, 34, 93–95, 145
“good” sales force and, 90–93
importance of, 93
Market Coverage, 70, 72–76, 93, 94
need for, 64–69
Product Focus, 70, 71, 72, 86–90, 93, 94
Sales Force Capability, 70–71, 72, 77–82, 93, 94
separating Sales Activities from, 30–31, 240
Smile-a-While example illustrating, 61–69, 74–76, 79–81, 84–86, 88–90
Sales Pipeline
as disappearing category, 44–48, 59
forecasting and, xiii, 45, 46–47, 48
improving, 116–18
Sales processes. See also Managing (with processes)
Account Management, 104, 105, 119–26, 143, 144, 165–67, 170
best sales process for your company, 151–57
better sales performance and, 139–42
as building blocks of control, 103–6, 149–51
Call Management, 103, 104, 105, 106–12, 143, 144, 160–63, 170
defining, 102–6
identifying sales roles and, 158–59
managing with, 207–38
Opportunity Management, 104, 105, 112–18, 143, 144, 163–65, 170
process-role matchmaking, 170–73
relevance of, 185–86
rightsizing your sales process, 176–81
Sales Force Enablement, 105, 132–39, 143, 144, 169–70
selection of, 156–57
selling roles and multiple processes, 173–76
in shades of gray, 183–84
summary on, 143–45
Territory Management, 104, 105, 126–32, 143, 144, 167–69, 170
Sales territory
defined, 126
defining and redefining the, 127, 128, 130
Sales Territory Management
activities, 126–28
as building block of control, 104
Customer Focus and, 226, 228, 230
issues, 131–32
objectives influenced by, 227, 228, 230
prevalence of, 105
Sales Territory managers, managing, 220–23, 224
Salespeople
capability of, 77–82
equipping, 134–35
recruiting and hiring, ix, xi, 134, 135, 136
training, 134, 135, 136–37, 139
Salesperson Competency Index, 77
Satisfaction metrics
defined, 39
two categories of, 49
Satisfaction surveys
inadequate information from, 52–53
love-hate relationship with, 51–52
Selecting and collecting metrics
A-O-R metrics, 189–97
removing metrics, 197–99
reports and data collection, 199–204
summary on, 204–5
Sellers versus sales managers, 13–15
Selling, successful
three Ms for, x–xiv
three Ss for, ix–x
Selling roles
multiple processes and, 173–76
Share of Wallet
Customer Focus and, 83, 84, 85
customer needs and, 120
defined, 23
Market Share and, 54
Skill/knowledge metrics, 80
Surveys, satisfaction
inadequate information from, 52–53
love-hate relationship with, 51–52
Target Prospects Contacted, Percentage of, 73
Targeting the right customers, 71, 82, 84–86
Territory, sales
defined, 126
defining and redefining the, 127, 128, 130
Territory Management
activities, 126–28
as building block of control, 104
Customer Focus and, 226, 228, 230
issues, 131–32
objectives influenced by, 227, 228, 230
prevalence of, 105
Territory managers, managing, 220–23, 224
Three Ms for sales success. See also Managing (with processes); Sales metrics; Sales processes
defined, x
management, x–xii
Three Ss of good selling, ix–x
Total quality management (TQM), 8, 9
Training. See also Coaching Reps, Time Spent
your sales force, 134, 135, 136–37, 139
Training, Increased Skill from, 80, 201
Troubleshooting guide, 245–46
Unique Products Sold per Rep, Number of, 87, 89
Vacant Positions, Percentage of, 73
Vantage Point Performance
on Account Management, 124–25
on sales processes, 100–101, 153–55
on training, 16–17
Vazzana, Michelle, xii
Volume of effort, 129
War room
purpose of, 132