Contents
Foreword by Neil Rackham
PART 1 Metrics, Metrics Everywhere
CHAPTER 1 CRM, Reporting, and a False Sense of Control
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
Activities, Results, and the Stuff In-Between
CHAPTER 3 Business Results—the Company’s Health
The Problem with “Managing by Results”
CHAPTER 4 Sales Objectives—the Sales Force’s Mandates
Stuff for Sales Management to Worry About
The Sales Force as Ground Cover
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
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
Which Sales Process Is Best for Our Company?
Rightsizing Your Sales Process
Off the Shelf or Off the Mark?
CHAPTER 7 Selecting and Collecting Your Metrics
If Sales Management Were a Snap
Choosing Activity, Objective, and Result Metrics
CHAPTER 8 Managing with Processes and Numbers
Which Process for Which Objective?
An Advanced Degree: Selecting A-O-Rs for the Individual Seller
CHAPTER 9 Mission Accomplished