Fundamentals of Sales Management for the Newly Appointed Sales Manager,9780814408735

Fundamentals of Sales Management for the Newly Appointed Sales Manager

by
ISBN13: 9780814408735
ISBN10: 0814408737
Format: Paperback
Pub. Date: 2006-02-24
Publisher(s): Amacom Books
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Summary

Making the leap into sales management means meeting a whole new set of challenges. As a manager, you're going to have to quickly develop the skills that allow you to build and supervise a sales team, communicate effectively, set goals, be a mentor, and much, much more. Now that you've been handed these unfamiliar responsibilities, you're going to have to think on your feet...or face the possibility of not living up to expectations.

Author Biography

Matthew Schwartz is a practice consultant in sales and marketing for the American Management Association. He has been quoted in publications including Forbes, CBS Marketwatch, and Sales and Marketing Management magazine. He lives in New York City.

Table of Contents

ACKNOWLEDGMENTS ix
CHAPTER 1. Transitioning to Sales Management: New Responsibilities and Expectations 1(19)
Going from "Selling" to "Managing"
1(3)
Understanding the Current Sales Culture
4(4)
Understanding Who Is on the Current Team
8(4)
The Challenges of Being on Two Teams at Once
12(3)
Embracing Change
15(1)
The Big Picture—Short- and Long-Term
16(2)
What's Next?
18(2)
CHAPTER 2. It's All About Communication 20(28)
Listening Skills
20(2)
The Theory Behind Communication Styles
22(1)
The Origins of DISC Theory
23(3)
The Four-Quadrant System
26(11)
How Roles and Situations Affect Your Style
37(1)
Working with People with Different Styles
38(1)
Strategies for Improving Communications
39(3)
Running an Effective Meeting
42(3)
Presentation Skills
45(3)
CHAPTER 3. Sales Planning: Setting the Direction for the Sales Team 48(27)
Aligning the Corporate Strategy with the Sales Team
48(2)
Where Sales Fits in the Corporate Structure
50(1)
The Customer-Centric Organization
51(5)
Marketing's Relationship to Sales
56(7)
Creating a Plan
63(1)
Characteristics of a Good Plan
64(6)
Continuous Planning
70(1)
Assessing the Business
70(5)
CHAPTER 4. Time Management, Territory Planning, and Sales Forecasting 75(23)
Time Management
75(5)
The Art of Delegating
80(5)
Sales Territory Planning
85(13)
CHAPTER 5. Recruiting, Interviewing, and Hiring the Very Best 98(30)
Enhancing Your Current Team
98(1)
Developing Specific Criteria for the Selection Process
99(5)
Optimal Sources for Recruiting
104(8)
The Number One Rule in Recruiting: Constantly Recruit
112(1)
Ensuring a Positive Interview Process
113(9)
The Written Offer
122(4)
Firing Is Inevitable
126(2)
CHAPTER 6. Building the Environment for Motivation: Compensation Plans, Recognition, and Rewards 128(29)
Classical Motivation Theory
129(11)
Sales Compensation and Incentives Planning
140(11)
Benefits and the Total Compensation Package
151(1)
Nonfinancial Incentives—Rewards and Recognition
152(5)
CHAPTER 7. Training, Coaching, and Counseling: When and How to Apply Each 157(30)
Methods of Training Based on Learning Styles
157(5)
The Core Concepts of Reinforcement
162(5)
The Development of Winners
167(12)
Coaching and Counseling
179(1)
Goal-Setting Sessions
179(8)
CHAPTER 8. Stepping Up to Be a True Leader 187(20)
The Characteristics of a Team
188(2)
Matching Your Team with Your Customer's Team
190(4)
The Evolution of a Team
194(1)
Time to Lead
195(12)
INDEX 207

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