Mike Weinberg
Sales Management. Simplified.
The Straight Truth about Getting Exceptional Results from Your Sales Team
Mike Weinberg
Sales Management. Simplified.
The Straight Truth about Getting Exceptional Results from Your Sales Team
- Gebundenes Buch
Before blaming your sales team, take a look within. What costly mistakes is management making?
Andere Kunden interessierten sich auch für
![New Sales. Simplified.]( "New Sales. Simplified.")
Mike WeinbergNew Sales. Simplified.27,99 €![The Unstoppable Sales Machine]( "The Unstoppable Sales Machine")
Shawn CasemoreThe Unstoppable Sales Machine22,99 €![The Sales Agility Code: Deploy Situational Fluency to Win More Sales]( "The Sales Agility Code: Deploy Situational Fluency to Win More Sales")
Michelle VazzanaThe Sales Agility Code: Deploy Situational Fluency to Win More Sales24,99 €![Sales Management Demystified]( "Sales Management Demystified")
Robert CalvinSales Management Demystified28,99 €![The Transparent Sales Leader]( "The Transparent Sales Leader")
Todd CaponiThe Transparent Sales Leader23,99 €![Sales Is a Team Sport: Aligning the Players With the Playbook]( "Sales Is a Team Sport: Aligning the Players With the Playbook")
John FugglesSales Is a Team Sport: Aligning the Players With the Playbook23,99 €![HBR's 10 Must Reads on Making Smart Decisions]( "HBR's 10 Must Reads on Making Smart Decisions")
Harvard Business ReviewHBR's 10 Must Reads on Making Smart Decisions16,99 €-
-
-
Before blaming your sales team, take a look within. What costly mistakes is management making?
Produktdetails
- Produktdetails
- Verlag: HarperCollins Focus
- Seitenzahl: 224
- Erscheinungstermin: 21. Oktober 2015
- Englisch
- Abmessung: 236mm x 156mm x 30mm
- Gewicht: 374g
- ISBN-13: 9780814436431
- ISBN-10: 0814436439
- Artikelnr.: 43388164
- Verlag: HarperCollins Focus
- Seitenzahl: 224
- Erscheinungstermin: 21. Oktober 2015
- Englisch
- Abmessung: 236mm x 156mm x 30mm
- Gewicht: 374g
- ISBN-13: 9780814436431
- ISBN-10: 0814436439
- Artikelnr.: 43388164
Mike Weinberg loves sales! He is a consultant, coach, speaker, and bestselling author. His specialties are new business development and sales management, and he's on a mission to simplify sales and create high-performance salespeople and sales teams. Mike is known for his practical approach and for calling it like he sees it. He works with companies in all industries, ranging in size from a few million to many billions of dollars, and has spoken and consulted on five continents.
Contents
Foreword by Jeb Blout
Introduction
Part OneBlunt Truth from the Front Lines: Why So Many Sales
Organizations Fail to Produce the Desired Results
Chapter 1As Goes the Leader, So Goes the Organization
Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results
Chapter 3You Can't Effectively Run a Sales Team When You're Buried in Crap
Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership
Chapter 5You Can Manage, You Can Sell, But You Can't Do Both at Once
Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero
Chapter 7Sales Suffer When the Manager Wears the Fire Chief's Helmet
Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that
One Size
Does Not Fit All
Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More
Damage
Than You Realize
Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters
Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team
Chapter 12 The Big Ego Senior Executive "Sales Expert” Often Does More Harm
than
Good
Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People
Can't Do What They Can Do
Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective
Salespeople
Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen
and
Commodity Sellers
Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic
Bullet
Part TwoPractical Help and a Simple Framework to Get Exceptional Results
from
Your Sales Team
Chapter 17 A Simple Framework Provides Clarity to the Sales Manager
Chapter 18 A Healthy Sales Culture Changes Everything
Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a
Winning
Sales Culture
Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and
Each
Salesperson Will Transform Your Sales Culture
Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team
Chapter 22 Sales Managers Must Get Out in the Field with Salespeople
Chapter 23 Talent Management Can Make or Break the Sales Leader
Chapter 24 Strategic Targeting: Point Your Team in the Right Direction
Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle
Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with
Their Time
Index
Foreword by Jeb Blout
Introduction
Part OneBlunt Truth from the Front Lines: Why So Many Sales
Organizations Fail to Produce the Desired Results
Chapter 1As Goes the Leader, So Goes the Organization
Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results
Chapter 3You Can't Effectively Run a Sales Team When You're Buried in Crap
Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership
Chapter 5You Can Manage, You Can Sell, But You Can't Do Both at Once
Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero
Chapter 7Sales Suffer When the Manager Wears the Fire Chief's Helmet
Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that
One Size
Does Not Fit All
Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More
Damage
Than You Realize
Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters
Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team
Chapter 12 The Big Ego Senior Executive "Sales Expert” Often Does More Harm
than
Good
Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People
Can't Do What They Can Do
Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective
Salespeople
Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen
and
Commodity Sellers
Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic
Bullet
Part TwoPractical Help and a Simple Framework to Get Exceptional Results
from
Your Sales Team
Chapter 17 A Simple Framework Provides Clarity to the Sales Manager
Chapter 18 A Healthy Sales Culture Changes Everything
Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a
Winning
Sales Culture
Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and
Each
Salesperson Will Transform Your Sales Culture
Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team
Chapter 22 Sales Managers Must Get Out in the Field with Salespeople
Chapter 23 Talent Management Can Make or Break the Sales Leader
Chapter 24 Strategic Targeting: Point Your Team in the Right Direction
Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle
Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with
Their Time
Index
Contents
Foreword by Jeb Blout
Introduction
Part OneBlunt Truth from the Front Lines: Why So Many Sales
Organizations Fail to Produce the Desired Results
Chapter 1As Goes the Leader, So Goes the Organization
Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results
Chapter 3You Can't Effectively Run a Sales Team When You're Buried in Crap
Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership
Chapter 5You Can Manage, You Can Sell, But You Can't Do Both at Once
Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero
Chapter 7Sales Suffer When the Manager Wears the Fire Chief's Helmet
Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that
One Size
Does Not Fit All
Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More
Damage
Than You Realize
Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters
Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team
Chapter 12 The Big Ego Senior Executive "Sales Expert” Often Does More Harm
than
Good
Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People
Can't Do What They Can Do
Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective
Salespeople
Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen
and
Commodity Sellers
Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic
Bullet
Part TwoPractical Help and a Simple Framework to Get Exceptional Results
from
Your Sales Team
Chapter 17 A Simple Framework Provides Clarity to the Sales Manager
Chapter 18 A Healthy Sales Culture Changes Everything
Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a
Winning
Sales Culture
Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and
Each
Salesperson Will Transform Your Sales Culture
Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team
Chapter 22 Sales Managers Must Get Out in the Field with Salespeople
Chapter 23 Talent Management Can Make or Break the Sales Leader
Chapter 24 Strategic Targeting: Point Your Team in the Right Direction
Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle
Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with
Their Time
Index
Foreword by Jeb Blout
Introduction
Part OneBlunt Truth from the Front Lines: Why So Many Sales
Organizations Fail to Produce the Desired Results
Chapter 1As Goes the Leader, So Goes the Organization
Chapter 2A Sales Culture Without Goals is a Sales Culture Without Results
Chapter 3You Can't Effectively Run a Sales Team When You're Buried in Crap
Chapter 4Playing CRM Desk Jockey Does Not Equate to Sales Leadership
Chapter 5You Can Manage, You Can Sell, But You Can't Do Both at Once
Chapter 6A Sales Manager Either Wants to Make Heroes or be the Hero
Chapter 7Sales Suffer When the Manager Wears the Fire Chief's Helmet
Chapter 8The Trouble with One Size Fits All Sales Talent Deployment is that
One Size
Does Not Fit All
Chapter 9Turning a Blind Eye to the Perennial Underperformer Does More
Damage
Than You Realize
Chapter 10 COMPensation and COMPlacency Start with the Same Four Letters
Chapter 11 An Anti-Sales Culture Disengages the Heart of the Sales Team
Chapter 12 The Big Ego Senior Executive "Sales Expert” Often Does More Harm
than
Good
Chapter 13 Entrepreneurial, Visionary Leaders Forget that Their People
Can't Do What They Can Do
Chapter 14 The Lack of Coaching and Mentoring Produces Ineffective
Salespeople
Chapter 15 Amateurish Salespeople Are Perceived Simply as Vendors, Pitchmen
and
Commodity Sellers
Chapter 16 Sales Leaders Chase Shiny New Toys Searching for the Magic
Bullet
Part TwoPractical Help and a Simple Framework to Get Exceptional Results
from
Your Sales Team
Chapter 17 A Simple Framework Provides Clarity to the Sales Manager
Chapter 18 A Healthy Sales Culture Changes Everything
Chapter 19 Sales Managers Must Radically Reallocate Their Time to Create a
Winning
Sales Culture
Chapter 20 Regular 1:1 Results-focused Meetings Between Sales Manager and
Each
Salesperson Will Transform Your Sales Culture
Chapter 21 Productive Sales Meetings Align, Equip, and Energize the Team
Chapter 22 Sales Managers Must Get Out in the Field with Salespeople
Chapter 23 Talent Management Can Make or Break the Sales Leader
Chapter 24 Strategic Targeting: Point Your Team in the Right Direction
Chapter 25 The Sales Manager Must Ensure the Team is Armed for Battle
Chapter 26 Sales Managers Must Monitor the Battle and be Ruthless with
Their Time
Index