Adamson, Brent, 67–82, 101–114, 127–138
alignment, between sales and marketing, 33–37
at-risk pay, 163
Automatic Data Processing (ADP), 81
Baby Boomers, 164
big data, 84–85, 92, 95–99, 155
brand consideration, 40
break-even ratio, for sales force size, 56
business life cycle, sales force structure and, 45–65
business value, 132
buyers
behavioral clues for identifying, 13–14
gathering psychological intelligence on, 18–21
See also customers
buying funnel, 40
buying process
achieving consensus in, 127–138
changes in, 101
multiple decision makers in, 104, 127–138
carryover sales percentage, 57–58
change, culture of, 55
chief customer officer (CCO), 39
chief revenue officer (CRO), 39
coaching, 111
commission-based pay, 151–153. See also compensation
commission caps, 150, 151, 156, 159
common ground, identifying, among stakeholders, 132–134
communication
informal, 111
between sales and marketing, 35–36
compensation
at-risk pay, 163
based on activities, 164
commission caps, 150, 151, 156, 159
customized pay plans, 163
globalization and, 165
vs. intrinsic rewards, 113–114
organizational culture and, 166–167
overly complex plans, 151–153, 163–164
plans for, 154
competitive advantage, 28, 29, 120–121
compliance sales climate, 109, 110
corporate culture, 12, 111, 166–167
critical thinking skills, 112
cross-functional collaboration, 96–98
culture
of change, 55
organizational, 12, 111, 166–167
cumulative quotas, 157
customer acquisition plan, 140–141
customer agility, 71
customers
achieving consensus in, 127–138
business priorities of, 122–123
connecting with emotions of, 136–137
emerging needs of, 71
identifying justifiers for, 119–123
misunderstanding, by suppliers, 116–118
selling to empowered, 104
stakeholders, 74–80, 105, 127–138
upending traditional ways of thinking in, 72–73
See also buyers
customer-verified sales funnel, 107–108
data analysis, 84–85, 93–99, 155–157, 162
data management, 95
decision makers
consensus among multiple, 104, 127–138
determining, 3
insight selling and, 102
defined relationship, between sales and marketing, 29, 33, 34, 35
Dixon, Matthew, 67–82, 101–114
emotional intelligence, 112
employee productivity, 110–111
empowered customers, 104
fairness, in compensation plans, 153
feedback, from sales force, 37
field experiments, on compensation, 157–159
free sales, 163
globalization, 165
growth phase, sales force in, 52–58
HubSpot, compensation plan of, 139–147
human factors, in buying decisions, 2–5
IBM, 24
informal communication, 111
insight selling, 70, 72–73, 102–104, 112–114
integration, between sales and marketing, 33, 37–43
job rotation, 36
joint assignments, 36
judgment-oriented sales climate, 105–114
new business creation and, 123–124
knowledge workers, 105
language mapping, 133
liaison, between sales and marketing, 36
long-term focus, 112
loss aversion, 158
managerial coaching, 111
marketing
in micromarkets, 96
relationship between sales and, 23–44, 96–98, 138
splitting, into upstream/downstream, 41–42
support for mobilizers by, 137–138
market share
causes of differences in, 89
gauging, 88
mature companies, sales force in, 59–62
aligning sales coverage with opportunity, 91–92
defining size of, 86
determining growth potential of, 87
gauging market share of, 88
identifying causes of differences in market share of, 89
prioritizing, 90
sales force and, 85
sales plays for types of, 92–93
Millennials, 164
decreasing individual risk for, 135–136
equipping for effectiveness, 137–138
increasing perceived rewards for, 136–137
tools for, 135
motivation
of salespeople, 113–114, 149–160
noncash incentives, 159
nonstrategic purchases, 116–118, 125
organizational climate
insight selling and, 103
organizational culture, 12, 111, 166–167
outsourcing, of sales function, 49–50
performance management, 95–96, 104
pricing, 27
principal-agent theory, 151–152
products
marketing of, 28
psychological intelligence, 3, 18–21
purchase decisions. See buying process
purchasers, 7, 8. See also buyers
quarterly business reviews, 120
resource allocation, 59–61, 91–92, 95
revenue targets, 42
reward power, 10
reward systems, 42. See also compensation
route sales, 149
sales calls, productive, 18–19
sales cycle, lengthening of, 101
sales department
relationship between marketing and, 23–44, 96–98, 138
sales force
colocation of, with marketers, 37
compensation for, 113–114, 139–168
complaints by, 149
feedback from, 37
four factors for a successful, 48
judgment and creativity of, 102, 103, 105–109, 112–113
latitude for, 106
micromarkets and, 85
motivations of, 113–114, 149–160
quality and attitude of, 164
ROI on, 57
as source of innovation, 167
structure of, and business life cycle, 45–65
supporting, 93–94, 103, 107–109
talent development, 98, 112–114
sales funnel, 39, 41, 106, 107–108
judgment-oriented, 105
sales managers
importance of, 166
informal communication by, 111
long-term focus of, 112
sales opportunities
aligning sales coverage with, 91–92
creating sales plays for types of, 92–93
data analysis to identify, 97
sales quotas
cumulative, 157
setting and adjusting, 156, 159–160, 162
sales territories, 61
sales tools, 135
sellers
adaptable, 102
social media analytics, 97, 133
solution selling, 67–82, 165–166
specialization, of sales force, 52–53
spreadsheet coaching, 108
stakeholders, 104
consensus among multiple, 127–138
identifying common ground among, 132–134
start-up companies
tech, 167
strategic purchases, 116
suppliers, misunderstanding of customers by, 116–118
sustainable growth plan, 143–145
talent development, 98, 112–114
tech start-ups, 167
Toman, Nicholas, 67–82, 101–114
undefined relationship, between sales and marketing, 29, 34, 35
value selling, 121
vendors, perceptions about, 16–18
watercooler effect, 153
win labs, 94