Reveals how you can grow your career as you train and retain a team of top sales professionals. This guide gives you objectives and strategies for what from developing sales plans, to creating short - and long-term sales budgets, to molding a team into a motivated, cohesive sales unit.
Reveals how you can grow your career as you train and retain a team of top sales professionals. This guide gives you objectives and strategies for what from developing sales plans, to creating short - and long-term sales budgets, to molding a team into a motivated, cohesive sales unit.
Robert J. Calvin (Chicago, IL) is president of Management Dimensions, a sales training and management firm, and adjunct professor at the University of Chicago Graduate School of Business.
Inhaltsangabe
Preface Acknowledgments Part 1: Creating the Sales Force Chapter 1: People, Process, Technology, and Performance Part 2: Hiring the Best: Terminating the Rest Chapter 2: Job Descriptions, Candidate Profiles, and Sourcing Chapter 3: Screening and Selecting Part 3: Training for Results Chapter 4: Product, Competitor, and Customer Knowledge Chapter 5: Selling Skills Chapter 6: Field Coaching and Sales Meetings Part 4: Sales Force Compensation Chapter 7: Total Salesperson Compensation: The Mix Between Fixed and Performance Pay Chapter 8: Salary, Commission, and Bonus Plans and Reimbursed Expenses Part 5: Sales Force Organization Chapter 9: Channel Choice and Architecture Chapter 10: Sizing and Deployment: Time and Territory Management Part 6: Goal Setting Chapter 11: Sales Forecasting and Planning Part 7: Motivating Salespeople Chapter 12: Recognition, Feeling Important, Challenge and Achievement, and Freedom and Authority Chapter 13: Personal Growth, Esteem, Belonging, Leadership, and Sales Contests Part 8: Performance Management Chapter 14: Performance Evaluations Final Thoughts Final Exam Answer Key Index
Preface Acknowledgments Part 1: Creating the Sales Force Chapter 1: People, Process, Technology, and Performance Part 2: Hiring the Best: Terminating the Rest Chapter 2: Job Descriptions, Candidate Profiles, and Sourcing Chapter 3: Screening and Selecting Part 3: Training for Results Chapter 4: Product, Competitor, and Customer Knowledge Chapter 5: Selling Skills Chapter 6: Field Coaching and Sales Meetings Part 4: Sales Force Compensation Chapter 7: Total Salesperson Compensation: The Mix Between Fixed and Performance Pay Chapter 8: Salary, Commission, and Bonus Plans and Reimbursed Expenses Part 5: Sales Force Organization Chapter 9: Channel Choice and Architecture Chapter 10: Sizing and Deployment: Time and Territory Management Part 6: Goal Setting Chapter 11: Sales Forecasting and Planning Part 7: Motivating Salespeople Chapter 12: Recognition, Feeling Important, Challenge and Achievement, and Freedom and Authority Chapter 13: Personal Growth, Esteem, Belonging, Leadership, and Sales Contests Part 8: Performance Management Chapter 14: Performance Evaluations Final Thoughts Final Exam Answer Key Index
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